Press Alt + R to read the document text or Alt + P to download or print.
This document contains no pages.
Climate Action Plan - Dec 2014�y 'I. 19Ss
' R 1
W-
cFTY OF QUPEFTNO^ .-
MEMORIAL 1 PARK
ACKNOWLEDGEMENTS
This Climate Action Plan was developed in partnership with the community with assistance from
City employees and leaders. The following individuals are specifically acknowledged for their
time in the creation of this document.
14E CITY OF CUPERTINU
Members of City Council:
Mayor Gilbert Wong
Vice Mayor Rod Sinks
Councilmember Mark Santoro
Councilmember Orrin Mahoney
Councilmember Barry Chang
Administration:
David Brandt, City Manager
Aarti Shrivastava, Assistant City Manager & Director, Community Development Department
Prepared by:
Erin Cooke, Sustainability Manager, Office of the City Manager
with assistance from:
Michela Gentile, Environmental Programs Assistant, Public Works Department
Amanda Leonis, Climate Corps Bay Area Member, Office of the City Manager
Additional Contributors:
Cheri Donnelly, Environmental Programs Manager, Public Works Department
Rick Kitson, Director, Public and Environmental Affairs
Timm Borden, Director, Public Works Department
Teri Gerhardt, GIS Coordinator, Information Technology
Albert Salvador, Chief Building Official, Building Department
Piu Ghosh, Senior Planner, Community Development Department
Rebecca Tolentino, Senior Planner, Community Development Department
City of Cupertino CAP I December 2014
George Schroeder, Associate Planner, Community Development Department
Julia Kinst, Administrative Assistant, Community Development Department
David Stillman, Senior Traffic Engineer, Public Works Department
Chris Mertens, Service Center Superintendent, Public Works Department
Chris Orr, Facilities Supervisor, Public Works Department
John Bisely, Grounds & Fleet Supervisor, Public Works Department
Shawn Tognetti, HazMat/Yard Operations, Public Works Department
Angela Tsui, Economic Development Manager, Office of the City Manager
EXTERNAL PARTNERS
Pacific Gas & Electric
Sapna Dixit, Community Energy Manager
Santa Clara County
Demetra McBride, Director, Office of Sustainability and Climate Action
AECOM
Jeff Goldman, Project Director
Culley Thomas, Project Manager
Josh Lathan, Assistant Project Manager
Claire Bonham -Carter, Project Advisor
Brian Goldberg, Sustainability Planner
Photographs
Lisa Reynolds, Planner
Jonathan Thompson, Energy Analyst
George Lu, Lead Greenhouse Gas Analyst
Amruta Sudhalkar, Greenhouse Gas Analyst
Unless otherwise noted, photographs were provided by the City of Cupertino.
City of Cupertino CAP I December 2014
FUNDING PROVIDERS
Development of the energy measures explored within the City's Climate Action Plan was
supported by Pacific Gas and Electric (PG&E), as part of a portfolio of programs administered
by PG&E using customer funds under the auspices of the California Public Utilities Commission.
In addition, the County of Santa Clara Office of Sustainability provided additional resources to
provide full climate action plan templates on behalf of local agencies, as a means for identifying
regional opportunities to mitigate emissions and contribute to the health, wellness, and vibrancy
of Silicon Valley.
® uy
Ins rA c
Legal Notice
This report was prepared, in part, as a result of work sponsored by the California Public Utilities
Commission ("Commission"). It does not necessarily represent the views of the Commission, its
employees, or the State of California. The Commission, the State of California, its employees,
contractors and subcontractors make no warranty, express or implied, and assume no legal
liability for the information in this report; nor does any party represent that the use of this
information will not infringe upon privately owned rights. This report has not been approved or
disapproved by the Commission nor has the Commission passed upon the accuracy or
adequacy of the information in this report.
For more information about the City of Cupertino's Climate Action Plan contact:
Erin Cooke, Sustainability Manager, Office of the City Manager
10300 Torre Avenue, Cupertino, CA 95014
408-777-7603
erinc(a)cupertino.orq
www.cupertino.org/green
City of Cupertino CAP I December 2014
•
0 1
•
Ntl'K V'r�Ic�
IM
AV
�1,0 r -r
T�. r
t fw I I
�'{�. PE117fN0 GR[FN - h.�M1 w
A :1 M I 111U 21.'111M I VA :,'
This Climate Action Plan (CAP) defines Cupertino's path toward creating a
healthy, livable, and vibrant place for its current and future residents to live,
learn, work, and play. The strategies outlined in this CAP seek to not only
reduce greenhouse gas emissions, but also provide energy, water, fuel, and
cost savings for the City, its community members and businesses, further
improving Cupertino's already high quality of life. The plan also represents
another example of a successful partnership between engaged community
members and City staff to jointly plan for Cupertino's sustainable future and
continue to lead by example on important environmental issues.
Cupertino has a rich history of environmental leadership, showcased throughout its operational
spectrum including policy adoption (e.g., Mayor's Climate Protection Agreement, Bay Area
Climate Compact, General Plan Sustainability Element), program design (e.g., city-wide
organics collection, Green(aD-Home, GreenBiz), and infrastructure investment (e.g., Don Burnett
Bicycle Pedestrian Bridge, Stevens Creek Restoration Plan and Project, streetlight retrofit
project). Despite this progress, City leaders driving these efforts recognize that there is more to
do to safeguard Cupertino's natural resources for future use and enjoyment. Specifically,
delays in addressing the effects of climate change will accelerate the potential for irreversible
damage by depleting nonrenewable resources, harming the shared environment on which we
depend and impairing the community we all call home. To address this growth risk, the City of
Cupertino worked with our community to develop its first Climate Action Plan (CAP), a strategic
document that provides a roadmap for our community and municipal government to accelerate
our environmental advancements by strategically working to abate our climate impacts, which
arise from local greenhouse gas (GHG) emissions. The CAP builds from the City's broad past
and ongoing environmental efforts and identifies opportunities for additional action to achieve
even greater emissions reductions. The CAP also serves to support California's statewide
climate change efforts through identification of actions that can be taken locally, by residents,
businesses, and the City itself, to ensure the state's ambitious reduction goals are achieved. As
an incentive for voluntarily taking such bold local action, the CAP can also provide benefits to
future development projects within Cupertino through a streamlined environmental review
process, allowed as part of the California Environmental Quality Act. Aligned with the
community's vision as defined in its General Plan, the CAP will serve as a blueprint to ensure
Cupertino's long-term quality of life and vitality.
This document seeks to answer a series of questions to more fully inform the City's emissions
reduction efforts and effectively engage the community in this process. It begins with an
introduction to the purpose of preparing a Climate Action Plan, details the elements of the City's
Plan, shares linkages with state law, and offers an overview of the City's current greenhouse
gas emissions generated.
Purpose of a CAP
As directed by the City's General Plan Sustainability Element, the CAP seeks to identify
emissions reduction strategies that are informed by the goals, values, and priorities of our
community. CAPs prepared in California also typically provide a process through which
communities can contribute to the state's climate protection efforts, recognizing that:
1. cities are the population and business centers where emissions are generated, and
2. local governments can serve as a direct connector to policies, programs, and
infrastructure to reduce these emissions at their source.
City of Cupertino CAP I December 2014
In partnership with the Santa Clara County Office of Sustainability and the Pacific Gas and
Electric Company (PG&E), the City of Cupertino developed this CAP as part of a regional effort
to support achievement of five objectives:
■ To demonstrate environmental leadership — Cupertino as a community can rise to the
difficult challenge of reducing the impact of climate change by defining measurable,
reportable, verifiable climate actions to reduce its contribution to local and global GHG
emissions that can serve as a model for small cities in the state and nationwide.
■ To save money and promote green jobs — Residents, businesses, and government
can reduce their utility costs through increased energy and water efficiency, and a focus
on efficiency can create job opportunities within the community that contribute to
protecting our shared environmental resources.
■ To comply with the letter and spirit of state environmental initiatives — California is
taking the lead in tackling climate change while driving new energy markets and
fostering new environmental services. As coordination with cities serves as the keystone
to achieving statewide greenhouse gas emissions reductions, Cupertino has a
responsibility to help the state address emissions sources that arise in our geography
and meet its goals to reduce these emissions.
■ To promote sustainable development — By developing this Climate Action Plan to
reinforce General Plan policies and align with the Bay Area Air Quality Management
District guidelines, a new class of sustainable development projects, such as mixed use
and transit oriented developments, can be fast -tracked (i.e., "streamlined") through the
California Environmental Quality Act (CEQA) review process by not requiring GHG
emissions for proposed projects consistent with the CAP.
■ To support regional climate change efforts — Cupertino developed its CAP through a
county -wide effort that established consistency in the local response to the climate
change issue, and created a framework to collaborate regionally on implementation of
different CAP programs. This partnership elevates the credibility of local climate action
planning by allowing transparency, accountability, and comparability of the plans'
actions, performance, and commitments across all participating jurisdictions.
In realizing these CAP -driven goals, the City also hopes to advance actionable ways our
community can engage in initiatives that can improve our environment and overall quality of life.
Components of a CAP
A CAP is a tool that many cities in California are using to quantify their share of statewide GHG
emissions and establish action steps toward achieving a local emissions reduction target. A
CAP provides a set of strategies intended to guide GHG emissions reduction efforts, typically
through a combination of statewide and local action. Figure ES.1 illustrates the basic steps of
the CAP development process.
EXECUTIVE SUMMARY OF,
Figure ES.1 — CAP Development Process
Step 1:
Understand
Current and
Future
Emissions
Step 6:
Monitor and
Evaluate
Effectiveness
Step 5:
Implement
Plan
Step 2:
Set Emission
Reduction
Goals
Step 4:
Develop and
Prioritize
Future
Actions
COMMUNITY -WIDE AND MUNICIPAL OPERATIONS PERSPECTIVES
Using this CAP development process, the City of Cupertino's CAP analyzes climate change
strategies through two different lenses. The community -wide perspective considers the total
impact of emissions -generating activities and reduction opportunities within the City's
jurisdictional boundaries. This approach relies upon the participation from residents,
businesses, and local government employees to achieve community -wide reduction targets.
The municipal operations perspective considers only those emissions resulting from the
provision of local government services. Reduction strategies associated with municipal
operations describe ways for the City to continue to provide a high-level of service to its
residents, while more efficiently consuming resources. Municipal operations emissions can be
considered a subset of the community -wide emissions, as shown in Figure ES.2, and typically
represent 2-5% of total community -wide emissions. In Cupertino, emissions from government
activities make up less than 1 % of total community -wide emissions. However, development of
the municipal operations components of this CAP reinforces the City's commitment to emissions
reductions, and includes strategies that will lay the foundation for deeper reduction opportunities
throughout the community.
City of Cupertino CAP I December 2014
Figure ES.2 — Relationship of Community -wide and Municipal Operations Emissions
In addition to reducing GHG emissions, many of the strategies included in this plan will also help
make Cupertino a more attractive place to live — lowering energy and water bills through
conservation, improving bicyclist and pedestrian safety, improving local air quality, and
extending the operational life of local landfills through waste diversion activities. Chapters 3 and
4 identify other "co -benefits" associated with the CAP's measures, beyond their emissions
reduction potential.
DOCUMENT CONTENT
This document is structured according to the following seven chapters:
■ Chapter 1 — Climate Change and Cupertino provides an overview of the CAP and
introduces the current state of climate change science, as well as the state's vision for a
lower emissions future.
■ Chapter 2 — Greenhouse Gas Emissions and Targets describes the components of
an emissions inventory, and then presents the community -wide and municipal
operations inventories for 2010. It describes the process for forecasting future emissions
and presents the community -wide and municipal operations emissions forecasts for
years 2020, 2035, and 2050. It concludes with a discussion of the CAP's emission
reduction targets.
■ Chapter 3 — Community -wide Reduction Measures presents the goals, measures,
and actions that can be implemented at the community -wide level to achieve the
community's emissions reduction target for 2020. It also describes a pathway for future
EXECUTIVE SUMMARY
progress towards the 2035 target, outlining the large-scale actions that would need to
occur to make that target attainable.
■ Chapter 4 — Municipal Operations Reduction Measures presents the goals,
measures, and actions that can be implemented with regards to the local governments'
provision of services in order to achieve the City's reduction target. Similar to Chapter 3,
this chapter also considers a pathway towards the City's longer -term targets in 2035 and
2050 in order to continue leading by example.
■ Chapter 5 — Personal Actions describes the steps that Cupertino's residents, local
businesses, and our schools can take starting today to kick-off the implementation phase
of the CAP in their own homes, neighborhoods or organizations.
■ Chapter 6 — Adaptation and Resiliency shares next generation goals for Cupertino's
climate agenda, building upon state and regional resources that identify the social,
economic, and environmental vulnerabilities that our changing climate presents. It also
offers a resilience framework that will enable our community to plan, adapt, and thrive.
■ Chapter 7 — Benchmarks and Next Steps provides a schedule and framework for CAP
implementation, including a description of future inventory updates, measure tracking
and revisions, and comprehensive CAP updates.
CAP PREPARATION
The City prepared this CAP as part of a Santa Clara County regional climate mitigation and
adaptation initiative named Silicon Valley 2.0 (SV 2.0). As part of this shared effort, the cities of
Cupertino, Gilroy, Morgan Hill, Mountain View, San Jose, Saratoga and unincorporated Santa
Clara County prepared CAPs to achieve the climate mitigation objectives of the SV 2.0 project.
Through this effort, a common list of reduction measures was developed from which individual
jurisdictions selected their preferred list. This approach provided a framework for overlapping
initiatives regionally to allow collaboration through resource and knowledge sharing when it
comes time to implement the plans.
This regional approach also included joint preparation of baseline emissions inventories and
forecasts for the purpose of using a consistent methodology and common reduction targets and
timelines. This will allow CAP comparisons from one jurisdiction to the next in support of future
collaboration opportunities. Early project meetings among the participants also established a
local network of colleagues across jurisdictions to build the foundation of this regional
collaboration framework.
Cupertino's CAP was also prepared with input from community members, elected officials, and
government employees. Two community open house workshops were held to introduce the
CAP project and gather public comments on the types of reduction measures it should include
and the role that Cupertino should play in contributing to the state's emissions reduction goals.
Additional focus group meetings were held with members of the local business community to
ensure the CAP was developed in way that would not impair Cupertino's excellent reputation as
0 City of Cupertino CAP I December 2014
a business center. Public study sessions with the Planning Commission and City Council
provided further refinement to the collection of measures included in the plan and described in
Chapters 3 and 4. Additionally, City employee feedback was collected to accurately represent
the City's past programmatic successes in sustainability and focus the CAP on the best
opportunities for new or expanded local action. Through this open process Cupertino developed
a strategy that has resident, business, and City support, which will help in the transition from the
planning phase to CAP implementation.
Relation to the California Environmental Quality Act
One of the considerations for the City in deciding to prepare its Climate Action Plan was the
ability to provide future project California Environmental Quality Act (CEQA) streamlining
benefits. Local governments may prepare a Plan for Reduction of Greenhouse Gases that is
consistent with the state's emission reduction goals as described in Assembly Bill 32. By
preparing such a plan, the City can streamline CEQA review of subsequent plans and projects
that are consistent with the GHG reduction strategies and targets in the plan (this is often
referred to as "streamlining"). To meet the standards of a qualified GHG reduction plan,
Cupertino's CAP must achieve the following criteria (which parallel and elaborate upon criteria
established in state CEQA Guidelines Section 15183.5[b][1]):
■ Complete a baseline emissions inventory and project future emissions
■ Identify a community -wide reduction target
■ Prepare a CAP to identify strategies and measures to meet the reduction target
■ Monitor effectiveness of reduction measures and adapt the plan to changing conditions
■ Adopt the CAP in a public process following environmental review
This approach allows jurisdictions to analyze and mitigate the significant effects of GHGs at a
programmatic level, by adopting a plan for the reduction of GHG emissions in a public process
following environmental review. As part of the implementation process, the City will establish the
means by which it will determine consistency of future proposed projects (e.g., development
projects, plans, and other actions subject to CEQA review) with the CAP. Later, as individual
projects are proposed and found to be consistent with the CAP, project -specific environmental
documents may rely on the GHG emissions reductions measures in the CAP to determine that
estimated project -level GHG emissions would be less -than -significant in their cumulative
impacts analysis.
Emissions Inventories and Forecasts
Baseline inventories of community -wide and municipal operations emissions for 2010 were
prepared to serve as the starting point for the CAP's analysis. The baseline inventories were
then used to forecast future emissions growth for 2020, 2035, and 2050 under a business -as -
EXECUTIVE SUMMARY
usual (BAU) scenario. This BAU scenario assumes historic trends describing energy and water
consumption, travel, and solid waste generation will remain the same in the future. Therefore,
emissions forecasts demonstrate what emissions levels are likely to be under a scenario in
which no future statewide or local actions are taken to curtail emissions growth (beyond what
was already in place as of the 2010 baseline year). BAU emissions forecasts are important
because they are used to calculate the amount of emissions reductions necessary to achieve
the City's future reduction targets.
Growth factors for these future scenarios were based upon the General Plan's estimated growth
in population, employment, and vehicle miles traveled under the highest growth scenario. As the
CAP and General Plan Amendment development ran in tandem, the CAP was designed to
address the highest projected emissions anticipated to arise from future development in the City
based on build out of the General Plan's Land Use diagram. However, if an alternative General
Plan scenario is adopted (i.e., a scenario other than the highest growth scenario), the resulting
emissions under that build out scenario are expected to be lower than the levels assumed in this
CAP, and therefore fewer reductions would be required to achieve the City's emissions targets.
Table ES.1 shows Cupertino's community -wide emissions baseline and BAU forecasts by
sector for 2010, 2020, 2035, and 2050. Figure ES.3 illustrates this data, showing that the
Energy sector is the greatest contributor to the community's emissions profile, followed by the
Transportation sector. Off -Road Sources, Solid Waste, Wastewater, and Potable Water
contribute relatively less to the inventory. Cupertino's community -wide emissions are forecasted
to increase by 63% by 2050 (see Figure ESA), based upon the growth factors utilized for the
General Plan as described above.
Table ES.1
Community -wide BAU Emissions (2010 - 2050)
Emission Sector
2010 Emissions
(MT CO2elyr)
2020 Emissions
(MT CO2elyr)
2035 Emissions
(MT CO2elyr)
2050 Emissions (MT
CO2elyr)
Energy
169,547
195,535
234,518
273,500
Electricity Subtotal
85,452
100,062
121,977
143,894
Residential
25,427
27,239
29,958
32,677
Commercial
60,025
72,823
92,020
111,217
Natural Gas Subtotal
84,095
95,473
112,540
129,607
Residential
49,986
53,549
58,894
64,238
Commercial
34,109
41,924
53,647
65,369
Transportation
104,112
119,641
142,569
165,371
Off -Road Sources
22,390
27,519
35,214
42,909
Solid Waste
5,403
6,215
7,558
8,714
Wastewater
4,640
5,325
6,318
7,285
Potable Water
1,197
1,374
1,630
1,880
Total
307,288
355,610
427,807
499,659
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
0 City of Cupertino CAP I December 2014
Figure ES.3 — Community -wide Emissions by Sector - 2010
1 Qol 1.5%
7.;
33.9%
■ Energy
Transportation
■ Off -Road Sources
■ Solid Waste
■ Wastewater
Potable Water
Figure ESA — Community -wide Emissions Forecasts by Sector — 2020, 2035, 2050
300,000
250,000
200,000
L
m
N
v 150,000
100,000
c;n nn0
0
2010 2020 2035 2050
Energy
Transportation
Off -Road Sources
Solid Waste
Wastewater
Potable Water
EXECUTIVE SUMMARY
Table ES.2 shows emissions associated with Cupertino's municipal operations for the same
planning years as the community -wide inventory. Figure ES.5 illustrates the municipal
operations inventory, showing that the Facilities sector contributes approximately 70% of total
emissions, with the City's Vehicle Fleet contributing another 24%. The remaining emissions
come from the Solid Waste and Water Services sector. This mirrors the community -wide
inventory with energy -related emissions (i.e., Facilities) and transportation -related emissions
(i.e., Vehicle Fleet) contributing the largest share of total emissions. Municipal operations
emissions are forecast to increase by 17% by 2050, a much slower rate than shown in the
community -wide forecasts, since government services do not increase at a one-to-one ratio with
the community's population and employment growth (see Figure ES.6). Appendix B describes
the methodology used to prepare both the community -wide and municipal operations
inventories and forecasts.
NFF Table ES.2
aI Operations Busi ss-as-Usual Emi
ions (2010 - 2
Emission Sector
2010 Emissions
(MT CO2elyr)
2020 Emissions
(MT CO2elyr)
2035 Emissions
(MT CO2elyr)
2050 Emissions
(MT CO2elyr)
Facilities
1,249
1,299
1,370
1,436
Building Energy
837
871
918
962
Public Lighting
412
428
452
473
Vehicle Fleet
424
449
486
521
Solid Waste
95
99
105
110
Water Services
7
7
8
9
Total
1,775
1,855
1,969
2,076
Source: AECOM 2013
Note: MT COZe = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
a
City of Cupertino CAP I December 2014
Figure ES.5 — Municipal Operations Emissions by Sector - 2010
5.4%
23.9%
0.4%
70.4%
■ Facilities
Vehicle Fleet
■ Solid Waste
■ Water Services
Figure ES.6 — Municipal Operations Emissions Forecasts by Sector — 2020, 2035, 2050
1,600
1,400
1,200
L 1,000
m
N
Ov 800
600
400
200
0
2010
Facilities
Vehicle Fleet
Solid Waste
Water Services
2020 2035 2050
EXECUTIVE SUMMARY
Reduction Targets
The CAP's primary goal is to create a roadmap to reduce greenhouse gas emissions in
Cupertino. Setting an emissions reduction target for future years serves as a concrete
quantifiable metric to help focus City strategies to that end. The targets selected in this CAP are
designed to support statewide emissions reduction efforts and to enable use of recently enacted
CEQA streamlining benefits. Much like creating a retirement savings plan for your family,
establishing a clear and attainable target can focus and motivate staff and community members
to reach these future goals. Targets also help drive long-term strategies and elevate
transparency and accountability to achieve the objectives of this CAP.
The state's near -term emissions reduction goal, as defined in Assembly Bill 32, is to return to
1990 levels by 2020. Most local governments do not have baseline inventory data for 1990, so
the Air Resources Board and the Bay Area Air Quality Management District have developed
guidance suggesting that a reduction of 15% below the CAP's baseline year by 2020 can
approximate a return to 1990 levels. Governor Schwarzenegger also signed Executive Order S-
3-05, which includes a longer -term target to achieve emissions of 80% below 1990 levels by
2050. To demonstrate consistency with the state's long-range target, this CAP also includes
targets for 2050, as well as interim year 2035 targets to serve as a midpoint check -in between
2020 and 2050. Based on the state's 2050 target and the fact that this CAP uses a 2010
baseline year, Cupertino has defined its longer -term targets as 49% below baseline levels by
2035 and 83% below baseline levels by 2050 (see Chapter 2 for further details on the target
selection process). Table ES.3 shows the community -wide and municipal operations reduction
targets for these three planning years. Figures ES.7 and ES.8 illustrate the community -wide and
municipal operations BAU emissions forecasts, respectively, compared to their corresponding
reduction targets.
Table ES.3
Community -wide and Municipal Operations Reduction Targets
Cnmmunity-wide Fmiccinnc Rprinefinn Tarnetc
2010
(MT CO2elyr)
2020
(MT CO2elyr)
2035
(MT CO2elyr)
2050
(MT CO2elyr)
BAU Emissions
307,288
355,610
427,807
499,659
Reduction Target
15% below 2010
levels
49% below 2010
levels
83% below 2010
levels
307,288
261,195
156,717
52,239
Reductions Needed
-
2010
(MT CO2elyr)
94,415
2020
(MT CO2elyr)
271,090
2035
(MT CO2elyr)
447,420
2050
(MT CO2elyr)
BAU Emissions
1,775
1,855
1,969
2,076
Reduction Target
15% below 2010
levels
49% below 2010
levels
83% below 2010
levels
1,775
1,509
905
302
Reductions Needed
-
346
1,064
1,774
0 City of Cupertino CAP I December 2014
Figure ES.7 — Community -wide BAU Emissions and Targets
500,000
400,000
C
v 300,000
100,000
0
2010
2020 2035 2050
Figure ES.8 — Municipal Operations BAU Emissions and Targets
2,500
r M
>`, 1,500
m
N
O
U
2 1,000
500
0
2010 2020 2035 2050
BAU Emissions
— Reduction Target
— — BAU Emissions
Reduction Target
EXECUTIVE SUMMARY
Greenhouse Gas Emissions Reduction Strategies
Chapters 3 and 4 describe the reduction strategies developed to achieve the City's emissions
targets. As the foundation of its CAP approach, the City has identified bold, overarching goals
that guide its pursuit of the emissions reduction targets, which include:
Reduce Energy Use / Improve Facilities: recommends ways to
increase energy efficiency in existing buildings and increase use of renewable
energy community -wide.
5 encourages transit, carpooling, walking, and bicycling as viable transportation
modes to decrease the number of single -occupancy vehicle trips within the
community, and facilitates a shift towards cleaner, alternative fuel vehicles.
Conserve Potable Water: promotes the efficient use and conservation of
water in buildings and landscapes.
Reduce Solid Waste: increases waste diversion through recycling and
organics collection, and reducing consumption of materials that will otherwise
end up in landfills.
Expand Green Infrastructure: enhances the City's existing urban forest
and landscapes on public and private land.
The City's CAP strategies comprise a framework of goals, measures, and actions through which
the near -term (i.e., 2020) targets can be achieved, and progress can be made on the longer -
term (i.e., 2035, 2050) targets. The reduction strategies are defined by the previously presented
goals, which align with different emissions sectors (with the exception of Green Infrastructure
which is not an emissions source because carbon dioxide released as a result of the natural
carbon cycle (i.e., plant growth, death, and decay) is considered a biogenic emissions source
and is not included in emissions inventories). Reduction measures then describe how each goal
can be achieved, and actions describe the specific steps to be taken during the implementation
process. Figure ES.9 illustrates the hierarchy of goals, measures, and actions, using the
municipal operations strategy as an example.
City of Cupertino CAP I December 2014
Figure ES.9 — Hierarchy of Goals, Measures, and Actions
GOALS ----> MEASURES ACTIONS
Goal 2-
Convert
Vehicle Fleet
EMISSION REDUCTION MEASURES
Chapter 3 describes 20 community -wide reduction measures and their corresponding action
steps for implementation. The measures were selected based on existing City programs,
policies, or actions to leverage these past efforts and to identify opportunities for expansion or
new efforts. Table ESA presents a summary of these measures, organized according to their
corresponding goal, and presents the 2020 emissions reduction estimates that would result from
their implementation. Chapter 3 provides more detail than that summarized in Table ESA,
including how these actions contribute to the City's longer -term reduction targets. Several
measures are described as "Supporting Measures" because no emissions reductions are
directly associated with that measure (or cannot be accurately quantified at this time). However,
these supporting measures still play an important role in the implementation of other measures
and achievement of the City's reduction targets. For example, programs that share information
and provide educational resources on energy efficiency to the public and City staff cannot be
accurately quantified as a discrete action. However, increasing knowledge about energy
conservation techniques, financing, and success stories is widely believed to be an important
driver to increase voluntary participation in such activities. As shown at the bottom of Table ES-
4, the combination of CAP measures, statewide actions, and the contribution of municipal
operations reductions will allow the City to achieve its 2020 target of 15% emissions reductions
below the 2010 baseline level. Chapter 3 provides details of each measure, including:
EXECUTIVE SUMMARY
■ descriptions of how it will reduce emissions
■ estimates of reduction potential by 2035
■ actions steps defining the implementation process
■ responsibilities for leading the implementation process
■ co -benefits associated with the measure in addition to emissions reductions, and
■ progress indicators to allow progress tracking and monitoring.
Chapter 3 also presents a discussion about how these measures can help lay the foundation
upon which the City can make progress towards its long-term 2050 target. However, specific
2050 reductions are not estimated in this CAP for each measure due to the numerous variables
and assumptions that are required to estimate actions so far into the future.
Table ESA
Community -wide Reduction Measures
Reduction Goals and Measures
2020 Reductions
(MT CO2elyr)
REDUCE
ENERGY USE
10,125
C-E-1
Energy Use Data and Analysis
400
C-E-2
Retrofit Financing
8,150
C-E-3
Home & Commercial Building Retrofit Outreach
Supporting Measure
C-E-4
Energy Assurance Plan
Supporting Measure
C-E-5
Community -wide Solar Photovoltaic Development
1,575
C-E-6
Community -wide Solar Hot Water Development
Supporting Measure
C-E-7
Community Choice Energy Option
Supporting Measure
ENCOURAGE ALTERNATIVE TRANSPORTATION
3,775
C-T-1
Bicycle & Pedestrian Environment Enhancements
Supporting Measure
C-T-2
Bikeshare
Supporting Measure
C-T-3
Transportation Demand Management
925
C-T-4
Transit Route Expansion
Supporting Measure
C-T-5
Transit Priority
Supporting Measure
C-T-6
Transit -Oriented Development
Supporting Measure
C-T-7
Communitywide Alternative Fuel Vehicles
2,850
CONSERVE WATER
325
C-W-1
SB-7X-7
325
C-W-2
Recycled Water Irrigation Program
Supporting Measure
REDUCE
SOLID WASTE
275
C-SW-1
Zero Waste Goal
Supporting Measure
C-SW-2
Food Scrap and Compostable Paper Diversion
150
C-SW-3
Construction & Demolition Waste Diversion Program
125
City of Cupertino CAP I December 2014
Table ESA
Community -wide Reduction Measures
Reduction Goals and Measures
2020 Reductions
(MT CO2elyr)
EXPAND GREEN INFRASTRUCTURE
200
C-G-1 Urban Forest Program
200
STATEWIDE REDUCTIONS
80,261
Renewable Portfolio Standard
34,267
2013 California Building Energy Efficiency Standards
866
AB 1109 — Lighting Efficiency
5,059
Pavley I and II and Low Carbon Fuel Standard
36,535
Vehicle Efficiency Regulations
3,534
MUNICIPAL OPERATIONS REDUCTIONS
700'
TOTAL COMMUNITY -WIDE REDUCTIONS
95,661
Reductions Needed in 2020
94,415
Emissions Reduction Level Achieved
15.4% below 2010 baseline
1 See Table ES-4 for Municipal Operations reduction measures
Similarly, Chapter 4 presents the goals, measures, and actions that will contribute to the City's
municipal operations reduction targets. Table ES.5 summarizes the 14 proposed measures,
(including one statewide measure), and presents their associated GHG emissions reductions
anticipated from implementation by the year 2020. As with the community -wide measures, the
municipal operations measures are organized according to overarching goals and include two
supporting measures that are not quantified. Based on the City's numerous past efforts to
reduce energy use in its facilities, conserve water in landscape irrigation and indoor plumbing
use, divert solid waste from landfills, and shift its vehicle fleet towards alternative fuel models,
the City is estimated to exceed its 2020 reduction target and achieve reductions of nearly 35%
below 2010 levels (assuming these CAP measures are implemented by 2020). This represents
significant progress towards the next target year in 2035. Chapter 4 presents the same details
for municipal operations measures as described above for the community -wide measures. It
also considers what long-term actions would need to occur for the City to achieve its ambitious
2050 reduction target.
EXECUTIVE SUMMARY 0
1
Table ES.5
Municipal Operations Reduction Measures
Reduction Measures
FACILITIES GOAL
M-F-1 Sustainable Energy Portfolio
2020 Reductions
(MT CO2elyear)
552
-1
M-F-2 Renewable or Low -Carbon Electricity Generation
108
M-F-3 Advanced Energy Management
91
M-F-4 Existing Building Energy Retrofit
41
M-F-5 New Building Energy Performance
Supporting Measure
M-F-6 Public Realm Lighting Efficiency
125
M-F-7 Landscape Water Conservation
1
Statewide Actions
1862
VEHICLE FLEET GOAL
66
M-VF-1 Low Emission and Alternative Fuel Vehicles
48
M-VF-2 Alternative Fuel Infrastructure
Supporting Measure
M-VF-3 Behavior / Fuel Conservation
19
SOLID WASTE GOAL
82
M-SW-1 Waste Reduction
64
M-SW-2 Food Scrap and Compostable Paper Diversion
16
M-SW-3 Construction and Demolition Waste Diversion
2
TOTAL 2020 CAP REDUCTIONS
700
346
Reductions Needed in 2020
Emissions Reduction Level Achieved
34.9% below 2010 baseline
Notes: Columns may not total to values shown due to rounding
Emissions reductions associated with implementation of Measure M-F-1 were omitted from the Facilities Sector
subtotal for 2020; See the Measure M-F-1 discussion in Chapter 4 for more information on its role in future target
achievement.
2 The Renewable Portfolio Standard requires California's utilities to provide 33% of their electricity from renewable sources by
2020. Several CAP measures, if implemented, would result in lower municipal electricity use in 2020 than that estimated in the
emissions forecasts shown in Table ES.2. To avoid double -counting the cumulative effects of each measure, this table presents
the RIPS reductions assuming full implementation of Measures M-F-2 through M-F-7 by 2020. If any of these measures are not
fully implemented by 2020, then reductions associated with the RPS would increase as a greater amount of electricity demand
would be subject to the effects of this regulation. This table further assumes that Measure M-F-1 is not implemented prior to
2020. If Measure M-F-1 is implemented prior to 2020, then reductions associated with the RIPS would decrease based on the
level of clean electricity purchased as part of Measure M-F-1.
Additional Considerations
As shown in Tables ESA and ES.5, the goals, measures, and actions included within this CAP
have been designed to achieve the City's near -term 2020 reduction targets. Chapters 3 and 4
also consider the on -going effects of these measures as compared to the City's longer -term
targets. A variety of factors and uncertainties can influence the ability to achieve the 2035 and
2050 targets, including:
City of Cupertino CAP I December 2014
■ accuracy of emissions forecasts,
■ actual population and employment growth within the community,
■ development of new emissions -reducing technologies (or, emissions -generating
technologies), and
■ continued influence of state -level actions related to climate change planning.
This CAP is a living document that needs regular monitoring and updates to ensure the City is
making real progress towards it reduction targets in the context of ever -changing social and
financial priorities. Though Cupertino already has a long history of leadership in environmental
stewardship and sustainability planning, this CAP provides an extension of those past local
successes into a space of planetary influence. To that end, this CAP also represents another
example of how the community and City government are partnering to ensure the city remains a
vibrant, healthy, and attractive community for residents and businesses in the future.
EXECUTIVE SUMMARY 0
CONTENTS
Acronyms............................................................................................ vi
Executive Summary....................................................................................1
Purposeof a CAP.......................................................................................................................2
Componentsof a CAP................................................................................................................3
Community -wide and Municipal Operations Perspectives.....................................................................4
DocumentContent.................................................................................................................................. 5
CAPPreparation.....................................................................................................................................6
Relation to the California Environmental Quality Act...................................................................7
Emissions Inventories and Forecasts..........................................................................................7
ReductionTargets.....................................................................................................................12
Greenhouse Gas Emissions Reduction Strategies....................................................................14
Emission Reduction Measures.............................................................................................................15
Additional Considerations.........................................................................................................18
Chapter 1: Climate Change and Cupertino.................................................1
California's Commitment to Climate Protection......................................................................................
3
Cupertino's Commitment to Climate Protection.....................................................................................
5
Purpose of a Climate Action Plan................................................................................................6
City's Commitment to Effective Operations and Service Delivery..........................................................
7
Componentsof a CAP..............................................................................................................10
Step 1. Understand Current and Future Emissions..............................................................................
12
Step 2. Set Emission Reduction Goals................................................................................................
12
Step 3. Identify and Leverage Existing Actions....................................................................................
13
Step 4. Develop and Prioritize Future Actions......................................................................................
13
Step5. Implement Plan........................................................................................................................
14
Step 6. Monitor and Evaluate Effectiveness.........................................................................................
14
ClimateChange Science...........................................................................................................15
Benefits of Addressing GHG Emissions...............................................................................................
17
State Climate Change Actions..................................................................................................18
Renewable Portfolio Standard..............................................................................................................
18
2013 Building Energy Efficiency Standards.........................................................................................
19
AB 1109 — Lighting Efficiency...............................................................................................................
19
AB 1493 — Pavley I and II.....................................................................................................................
19
EO-S-1-07 — Low Carbon Fuel Standard.............................................................................................
20
Vehicle Efficiency Regulations.............................................................................................................20
Regional Coordination and Actions...........................................................................................21
Santa Clara County -Specific: ...............................................................................................................
21
BayArea -Focused: ...............................................................................................................................
22
LocalEfforts..............................................................................................................................24
Mi TABLE OF CONTENTS Q
PlanPreparation.......................................................................................................................26
RegionalFramework............................................................................................................................
26
Public Outreach and Community Engagement....................................................................................
26
Scope and Content of the Climate Action Plan..........................................................................27
Relationship to the General Plan Amendment..................................................................29
Relationship to the California Environmental Quality Act...........................................................30
r`hnm+^r 0- %'rnnr k^i,cP Gas Emissions and Targets ................................ 33
Greenhouse Gas Inventories....................................................................................................34
EmissionsSectors................................................................................................................................
34
Unitsof Measurement..........................................................................................................................
39
BaselineInventory — 2010.........................................................................................................40
Community -wide 2010 Baseline Inventory...........................................................................................41
Municipal Operations 2010 Baseline Inventory....................................................................................42
Business -as -Usual (BAU) Emissions Forecasts (2020, 2035, and 2050)..................................44
Community -wide Business -as -Usual Emission Forecasts...................................................................45
Municipal Operations Business -as -Usual Emission Forecasts............................................................47
Adjusted Business -as -Usual Emissions (ABAU) Forecasts (2020, 2035, and 2050) .................49
Community -wide Emissions Adjusted Business -as -Usual Forecasts..................................................49
Municipal Operations Adjusted Business -as -Usual Emission Forecasts.............................................53
GHG Emission Reduction Targets............................................................................................55
Mass Emissions and Efficiency Thresholds.........................................................................................
55
Target Setting Considerations..............................................................................................................
56
Cupertino's Emissions Reduction Targets...........................................................................................
59
Chapter 3: Community -Wide Reduction Measures...................................63
Measure Development..............................................................................................................64
ReductionStrategies.................................................................................................................65
Community -wide Reduction Measures.................................................................................................67
Summaryof Reductions............................................................................................................68
Reduction Measure Structure....................................................................................................70
ReductionMeasures.............................................................................................................................70
Transportion and Land Use Strategy.........................................................................................93
WaterStrategy........................................................................................................................112
SolidWaste Strategy...............................................................................................................118
Green Infrastructure Strategy..................................................................................................126
TargetAchievement................................................................................................................131
Progress toward 2020 Target.............................................................................................................
131
Progress toward 2035 Target.............................................................................................................
132
Long -Term Reduction Opportunities..................................................................................................
135
Chapter 4: Local Government Reduction Measures ................................
141
Purpose of the Municipal Operations Strategy........................................................................142
City of Cupertino CAP I December 2014
Measure Development Process..............................................................................................142
ReductionStrategies...............................................................................................................145
Municipal Operations Reduction Measures........................................................................................
145
Summary of Reductions..........................................................................................................146
Impact of Past City Actions.................................................................................................................
149
Impact of New Municipal Reduction Actions......................................................................................
150
Emissions Reduction Measures..............................................................................................151
Implementation Steps, Status, and Department Responsibility.........................................................
152
GHGReduction Potential...................................................................................................................
152
ProgressIndicators.............................................................................................................................
153
Co-Benefits.........................................................................................................................................
153
ImplementationTimeline....................................................................................................................
154
FacilitiesStrategy....................................................................................................................155
VehicleFleet Strategy.............................................................................................................189
SolidWaste Strategy...............................................................................................................205
Reduction Target Achievement...............................................................................................215
2020 Target Achievement..................................................................................................................
215
Trajectory towards 2035 and 2050 Targets........................................................................................
216
Chapter 5: Climate Action: What's My Role? .......................................... 221
HowDo I Contribute?..............................................................................................................222
WhatCan I Do to Help?..........................................................................................................224
Green@Home.........................................................................................................................226
Green@Work..........................................................................................................................229
Green@School.......................................................................................................................232
Chapter 6: Adaptation and Resiliency..................................................... 237
Chapter 7: Benchmarks and Next Steps ................................................. 257
Implementation and Monitoring...............................................................................................258
Implementation Timeline - Near -Term Actions..................................................................................260
Plan Evaluation and Evolution.................................................................................................262
Plan Evaluation: Ongoing Monitoring for Continued Success............................................................ 262
Plan Evolution: Adapting for Continuous Improvement...................................................................... 264
Endnotes.................................................................................................................................266
Figures
Figure ES.1 - CAP Development Process............................................................................ ES-4
Figure ES.2 - Relationship of Community -wide and Municipal Operations Emissions .......... ES-5
Figure ES.3 - Community -wide Emissions by Sector - 2010................................................. ES-9
Figure ESA - Community -wide Emissions Forecasts by Sector - 2020, 2035, 2050............ ES-9
TABLE OF CONTENTS
Figure ES.5
- Municipal Operations Emissions by Sector - 2010........................................
ES-11
Figure ES.6
- Municipal Operations Emissions Forecasts by Sector - 2020, 2035, 2050...
ES-11
Figure ES.7
- Community -wide BAU Emissions and Targets ..............................................
ES-13
Figure ES.8
- Municipal Operations BAU Emissions and Targets .......................................
ES-13
Figure ES.9
- Hierarchy of Goals, Measures, and Actions..................................................ES-15
Figure 1.1 -
Climate Change in California...................................................................................4
Figure 1.2 -
City of Cupertino Existing Energy Programs............................................................9
Figure 1.3 -
CAP Development Process...................................................................................11
Figure 1.4 -
Measure Development Process............................................................................14
Figure 1.5 -
Greenhouse Effect................................................................................................16
Figure 1.6 -
CAP Measure Co-Benefits....................................................................................17
Figure 2.1 -
Common Sources of Federal Greenhouse Gas Emissions....................................35
Figure 2.2 -
2010 Community -wide Baseline Emissions by Sector...........................................41
Figure 2.3 -
2010 Municipal Operations Baseline Emissions by Sector....................................43
Figure 2.4 -
Community -wide Emissions Forecasts by Sector - 2020, 2035, 2050...................46
Figure 2.5 -
Municipal Operations Emissions Forecasts by Sector - 2020, 2035, 2050............47
Figure 2.6 -
Community -wide ABAU Emissions Forecasts.......................................................51
Figure 2.7 -
Revised Community -wide ABAU Forecasts...........................................................52
Figure 2.8 -
Municipal Operations ABAU Emissions Forecasts................................................54
Figure 2.9 -
Reduction Targets based on Baseline Year..........................................................59
Figure 3.1 -
Community -wide Measure Development Process.................................................64
Figure 3.2 -
Reduction Goals and Measures............................................................................67
Figure 3.3 -
Reduction Measure Infographic.............................................................................71
Figure 3.4 -
CAP Measure Co-Benefits....................................................................................72
Figure 3.5 -
2020 Community -wide Target Achievement........................................................131
Figure 3.6 -
2035 Community -wide Target Progress..............................................................132
Figure 3.7 -
2035 Target Progress with Alternative Statewide Reduction Estimates...............133
Figure 3.8 -
Long -Term Reduction Options............................................................................139
Figure 4.1 -
Municipal Operations Measure Development Considerations..............................143
Figure 4.2 -
Hierarchy of Goals, Measure, and Actions..........................................................146
Figure 4.3 -
Municipal Reduction Measures Contribution by 2020..........................................147
Figure 4.4 -
Comparative Emission Reduction Potential of CAP Actions (2020).....................150
Figure 4.5 -
Reduction Strategy Hierarchy..............................................................................151
Figure 4.6 -
Municipal Operations Measure Co-Benefits........................................................153
Figure 4.7 -
Energy Strategy Loading Order...........................................................................165
Figure 4.8 -
CAP Measure Emission Reduction Potential 2010 to 2020.................................216
Figure 5.1 -
Energy Consumption in California Homes...........................................................223
Figure 5.2 -
Average California Household GHG Emissions(CO2e).......................................224
City of Cupertino CAP I December 2014
Tables
Table ES.1 Community -wide BAU Emissions (2010 - 2050)................................................. ES-8
Table ES.2 Municipal Operations Business -as -Usual Emissions (2010 - 2050) ..................
ES-10
Table ES.3 Community -wide and Municipal Operations Reduction Targets ........................
ES-12
Table ESA Community -wide Reduction Measures.............................................................
ES-16
Table ES.5 Municipal Operations Reduction Measures.......................................................
ES-18
Table 2.1 Greenhouse Gases and Global Warming Potential...................................................40
Table 2.2 2010 Community -wide Emissions..............................................................................42
Table 2.3 Baseline 2010 Municipal Operations Emissions........................................................43
Table 2.4 Community -wide Business -as -Usual Emissions (2010 - 2050)..................................46
Table 2.5 Municipal Operations Business -as -Usual Emissions (2010 - 2050) ...........................48
Table 2.6 2020 and 2035 Community -wide Emission Reductions from Statewide Actions ........51
Table 2.7 Alternative Emissions Reduction Estimates from Statewide Actions ..........................52
Table 2.8 Municipal Operations Adjusted Business -as -Usual Emissions (2010 - 2050) ............54
Table 2.9 2007 Statewide Emissions Inventory, Forecasts, and Reduction Targets..................60
Table 2.10 2010 Statewide Emissions Inventory, Forecasts, and Reduction Targets................60
Table 2.11 Community -wide 2020 and 2035 Emissions Reduction Targets..............................61
Table 2.12 Municipal Operations 2020 and 2035 Emissions Reduction Targets .......................62
Table 3.1 Community -wide Measures and Quantified Reductions.............................................68
Table 4.1 Existing City Emissions Reduction Initiatives...........................................................144
Table 4.2 Municipal Operations Measures and Quantified Reductions....................................148
Table 4.3 Impact of Past City Actions 2010-2014....................................................................149
Table 4.4 Summary of Municipal Operations Reductions........................................................215
Table 4.5 Impact of 2020 Municipal Operations Reductions on Future Target Achievement
...217
Table 4.6 Municipal Operations Measures and Quantified Reductions....................................218
Table 7.1 Measure Implementation Tracking Template...........................................................259
Table 7.2 Summary of Near -Term Reduction Actions.............................................................260
Appendix A — Community Outreach Responses
Appendix B — GHG Inventory and Reductions Methodology
Appendix C — Implementation Tracking Framework
Appendix D — Climate Action Planning Best Management Practices
Appendix E — Water Conservation and Energy Efficiency Toolkit
Appendix F — Green Business Certification
Appendix G — green@school Certification
TABLE OF CONTENTS
ACRONYMS
Acronym
Definition
Assembly Bill
AB
ABAG
Association of Bay Area Governments
ABAU
Adjusted -Business -as -Usual
AMA
advanced metering analytics
AMI
advanced meter infrastructure
ARB
California Air Resources Board
BAAQM
Bay Area Air Quality Management District
BAU
Business -as -Usual
C&D
construction and demolition
CalRecycle
California Department of Resources Recycling and Recovery
CAP
Climate Action Plan
CCA
Community Choice Aggregation
CCE
Community Choice Energy
CDT
Community Design and Transportation
CEQA
California Environmental Quality Act
CIWMP
Countywide Integrated Waste Management Plan
CNG
Compressed Natural Gas
CPUC
California Public Utilities Commission
CSI
California Solar Initiative
EIR
Environmental Impact Report
EO
Executive Order
EPA
U.S. Environmental Protection Agency
EPC
energy performance contracting
ESA
energy service agreement
ESCO
energy service companies
EV
Electric Vehicle
FEMP
Federal Energy Management Program
GHG
Greenhouse Gas
GVWR
gross vehicle weight rating
HAN
Home and Business Area Networking
HPS
High -Pressure Sodium
kW
kilowatt
kWh
Kilowatt Hour
LCFS
Low Carbon Fuel Standard
City of Cupertino CAP I December 2014
Acronym
Definition
LEED
Leadership in Energy and Environmental Design
LGOP
Local Government Operations Protocol
MT COze
Metric Tons of Carbon Dioxide Equivalent
MTC
Metropolitan Transportation Commission
MW
Megawatt
OPR
California Office of Planning and Research
PACE
property -assessed clean energy
PDA
Planned Development Area
PG&E
Pacific Gas and Electric Company
PPA
power purchase agreement
psi
pounds per square inch
PV
photovoltaic
RPS
Renewable Portfolio Standard
SB
Senate Bill
Scoping Plan
Climate Change Scoping Plan
TDM
Transportation demand management
TOD
transit -oriented development
TSP
transit signal priority
VMT
vehicle miles traveled
VTA
Santa Clara Valley Transportation Authority
ACRONYMS
•
01
rIL
1
{ At 46
This chapter defines the purpose of the City's Climate Action Plan (CAP) and the
planning framework used to develop it. An overview of the State of California's
greenhouse gas (GHG) reduction efforts is introduced, along with a policy framework of
existing statewide action. The chapter also presents a summary of ongoing local and
regional efforts related to climate change planning. It concludes with a description of
how the CAP relates to the City's General Plan and to the California Environmental
Quality Act.
"No citizen of the global village is free
from the damage caused by climate
change. For the harmony between
human settlements and nature, for the
symbiosis of all groups of citizens, and
for the happiness of both current and
future generations, cities should think
and act together."
Park Won Soon, Mayor, Seoul Metropolitan Government,
Republic Of Korea; Chair, World Mayors Council on
Climate Change
OW City of Cupertino CAP I December 2014
The City of Cupertino's Climate Action Plan is designed to be a blueprint of our community's
response to the challenges posed by climate change, recognizing our responsibility as an
emissions generator and as a guardian of our locality and all of its members. Aligned with our
community's vision as defined in our General Plan, this document serves as a roadmap to
ensure our long-term quality of life and vitality. Climate scientists around the world, represented
by the Intergovernmental Panel on Climate Change, have presented an unequivocal position on
this issue: human activity is changing the earth's climate through the release of greenhouse gas
(GHG) emissions resulting from the combustion of fossil fuels. The longer communities delay in
taking action, the greater the risk humans will face of irreversibly depleting nonrenewable
resources and harming the environment. However, it is
conceivable, and increasingly foreseeable, that humans will
delay action so long that useful policy and programs will not
be able to effectively prevent permanent, and possibly
catastrophic, damage to our planet and all of its inhabitants.
According to most climatologists, the planet is starting to
experience shifts in climate patterns and increased
frequency of extreme weather events at both the global and
local levels. At a statewide level, these impacts include
reduced snow pack in the Sierra Nevada affecting
California water supplies; rising sea levels threatening cities
along the coast, San Francisco Bay, and the state's rivers; decreasing air quality affecting public
health; and, rising temperatures impacting the state's agricultural industry. Local communities
represent the epicenter of these impacts where the "rubber hits the road," revealing new
vulnerabilities that will require cohesive disaster planning, emergency response, and community
capacity -building to minimize the social, economic, and environmental challenges arising
through this new climate reality. This Climate Action Plan represents our community's efforts to
achieve these aims.
CALIFORNIA'S COMMITMENT TO CLIMATE PROTECTION
California has long been a sustainability leader, as illustrated by Governor Schwarzenegger
signing Executive Order (EO) S-3-05 dating back to 2005. EO S-3-05 recognizes California's
vulnerability to a reduced snowpack, exacerbation of air quality problems, and potential sea
level rise due to a changing climate. Figure 1.1 illustrates several primary climate change
impacts that state departments are currently tracking in California.
CLIMATE CHANGE AND CUPERTINO
Figure 1.1 — Climate Change in California
Climate Chan e in California
From the Sierra snowpack to sea levels
along the California coast, climate change
is already having a significant impact on
our environment.The new"Indicators of
WATER Climate Change in California" report tracks
AGRICULTURE Spring runoff to the Sacra-
Winterchillperiods,neces- mentoRiver has dropped 36 indicators of a changing climate across
sary for the production of by9 percent since 1906. the This hIC resents
fruit and nut crops, are de- Reduced spring runoff e Sae. S Inor gra p p
creasing. Continued means less water for the
0 warmingthreatens the environment, agriculture, some examples of what the indicators
�. production ofthese high- andagrowing population. are showing.
value crops, which are
central to the state's agri-
O so cultural economy.
N
GLACIERS
Glaciers have shrunk
dramatically. A 2004
study of seven glaciers
found that their surface
area was only 22 to 69
percent of what it was
� in 1900.
FIRE
Wildfires are getting
worse, and California's fire
season is starting earlier
and lasting longer. The
three worst fire years on
-,� record have happened
since 2002.
y 5�t j
EXTREME HEAT
OCEAN The frequency and
ACIDIFICATION intensity of heat
As carbon dioxide S waves have increased
levels increase in the ��{ statewide since 1950,
atmosphere, the (% /h jeopardizing public
ocean is absorbing health and agricul-
nearlyone-quarter of 4a s/ tural production and
it, changing the chem- "' straining our energy
istry ofseawater.This ,L supply. An unprec-
can affect shell- ;'. edented heat wave in
i.:i
forming organisms, in- - July 2006 resulted in
cluding thoseat the .•y'' 140 heat -related
base of the food deaths.
chain, upsetting the t'
balance of marine life.
SEA -LEVEL RISE SEA LIFE
Along the California coast, sea levels have risen by seven inches overthe last Ocean warming and Changes the distribution and abundance
Mt
century. Future rises increase the threat of Flooding in coastal cities, damage of prey have affected marine p pulatills. Forexample,excep-
he infrastructure and salwater contamination of drinking water. tionally high sea lion pup me
ly in 1g98 and 2007 were as-
sociatetlwith unusually warm surface temperatures.
Source: http://oehha.ca.-gov/multimedia/epic/images/2013infographic-gif
City of Cupertino CAP I December 2014
To address these concerns, the Governor established the following targets to reduce statewide
GHG emissions:
■ 2000 levels by 2010,
■ 1990 levels by 2020, and
■ 80% below 1990 levels by 2050
In 2006, California became the first state in the country to adopt a statewide GHG reduction
target through Assembly Bill (AB) 32. This law codifies the EO S-3-05 requirement to reduce
statewide emissions to 1990 levels by 2020. AB 32 also resulted in the 2008 adoption by the
California Air Resources Board (ARB) of a Climate Change Scoping Plan (Scoping Plan),
outlining the state's plan to achieve emission reductions through a mixture of direct regulations,
alternative compliance mechanisms, different types of incentives, voluntary actions, market
based mechanisms, and funding.
The Scoping Plan also recommends that local governments reduce municipal operation
emissions to a level approximately 15% below baseline levels by 2020 to assist in achieving the
statewide 2020 reduction target (i.e., a return to 1990 levels). Recent guidance from the State
Office of Planning and Research further recommends that local governments plan to reduce
their emissions on a trajectory that would contribute to the state's long-term 2050 target
expressed in EO-S-3-05 (i.e., 80% below 1990 levels). See Chapter 2 for further discussion on
the CAP's target setting rationale.
CUPERTINO'S COMMITMENT TO CLIMATE PROTECTION
The City of Cupertino has long been a leader in practicing resource conservation and efficiency,
and formalized its efforts in 2008 through the creation of an Environmental Affairs Division (now
called Sustainability Division) within the Office of the City Manager as the team dedicated to
designing and implementing the energy, water, and transportation scope set forth in the City's
General Plan In 2012, the City chose to partner with other local governments in Santa Clara
County to jointly develop climate action plans that address emissions from community -wide and
municipal operations sources, an outstanding policy objective defined in the General Plan
Sustainability Element.
As the majority of GHG emissions arise from communities, local governments must play a vital
role in their mitigation, but the City of Cupertino cannot solve the climate crisis alone. Together
with its partners in county, state, and federal government, Cupertino has committed to taking
steps to reduce its emissions, and create new programs and services that will support the
community and its families to do the same. This CAP offers ways to make Cupertino's homes
more energy efficient and increase the amount of locally produced renewable energy. It
supports development patterns envisioned in the City's General Plan that emphasize vibrant
complete neighborhoods, which allow people to perform daily activities on foot, by bicycle, or via
public transportation. It provides transit solutions to further improve this mobility within the
community. It offers ways to conserve resources and reduce waste sent to area landfills. Lastly,
CLIMATE CHANGE AND CUPERTINO
it identifies specific actions the City can take to reduce emissions generated from government
activities while still providing an exceptional level of service to its residents and businesses.
The strategies presented in this CAP build from the commitment of Cupertino's residents, local
businesses, and City government to take actions that will improve the community's quality of
life, while also reducing Cupertino's greenhouse gas emissions. By collaborating with individuals
and community groups to take these steps toward minimizing our climate change contribution,
our City can achieve a common vision for community longevity and environmental vitality, and to
reduce our vulnerabilities to current and predicted climate impacts.
Purpose of a Climate Action Plan
At its basic level, climate action planning seeks to identify emissions reduction strategies that
are informed by the goals, values, and priorities of our community. CAPs prepared in California
also typically developed as a roadmap for cities to contribute to the state's climate protection
efforts, recognizing that our communities are the population and business centers that use
resources and generate emissions. California's CAPs also define steps to comply with
applicable local Air Quality Management Districts' efficiency standards for GHG emissions.
The City of Cupertino, along with climate -committed individuals and interested community
groups, partnered with Santa Clara County Office of Sustainability and the Pacific Gas and
Electric Company (PG&E), to develop this CAP as part of a regional effort to support Santa
Clara County governments in achieving the following five objectives:
■ To demonstrate environmental leadership — Cupertino as a community can rise to the
difficult challenge of reducing the impact of climate change by defining measurable,
reportable, verifiable climate actions to reduce its contribution to local and global GHG
emissions that can serve as a model for small cities in the state and nationwide.
■ To save money and promote green jobs — Residents, businesses, and government
can reduce their utility costs through increased energy and water efficiency, and a focus
City of Cupertino CAP I December 2014
on efficiency can create job opportunities within the community that contribute to
protecting our shared environmental resources.
■ To comply with the letter and spirit of state environmental initiatives — California is
taking the lead in tackling climate change while driving new energy markets and
fostering new environmental services. As coordination with cities serves as the keystone
to achieving statewide greenhouse gas emissions reductions, Cupertino has a
responsibility to help the state access emissions sources that arise in our geography and
meet its goals to reduce these emissions.
■ To promote sustainable development — By developing this Climate Action Plan to
reinforce General Plan policies and align with the Bay Area Air Quality Management
District (BAAQMD) guidelines, a new class of sustainable development projects, such as
mixed use and transit oriented developments, can be fast -tracked (i.e., "streamlined")
through the California Environmental Quality Act (CEQA) review process by not requiring
GHG emissions for proposed projects consistent with the CAP.
■ To support regional climate change efforts — Cupertino developed its CAP through a
county -wide effort that established consistency in the local response to the climate
change issue, and created a framework to collaborate regionally on implementation of
different CAP programs. This partnership elevates the credibility of local climate action
planning by allowing transparency, accountability, and comparability of the plans'
actions, performance, and commitments across all participating jurisdictions.
CITY'S COMMITMENT TO EFFECTIVE OPERATIONS AND SERVICE DELIVERY
In addition to its community -wide commitment to climate protection, the City is dedicated to
providing services, programs, and facilities in a fiscally responsible manner. The City has
already made numerous investments that promote efficient resource use, reduce operation and
maintenance costs, reduce risks to future cost uncertainty, and strengthen long-term resilience.
Examples of past initiatives include:
■ Retrofitted all City -owned and
operated street light fixtures with
energy and cost-efficient lighting
technologies.
■ Replaced irrigation controllers with
"smart" weather -based controllers to
improve landscaping water
conservation, coupled with the
application of drought -tolerant
landscaping where applicable.
CLIMATE CHANGE AND CUPERTINO
■ Replaced all City -owned traffic signals with energy -efficient technologies that also
reduce maintenance costs.
■ Retrofitted facility parking lot and park pathway lighting with LED technology.
■ Upgraded interior lighting to LEDs and T8s, exit signs to LEDs, and office/workstation to
ENERGY STAR and EPEAT-certified electronic equipment.
■ Adopted a Green Building Ordinance, Water Efficient Landscaping Ordinance, Electric
Vehicle Charging System Pre -Wiring Requirement that applies to new and retrofitted
City, commercial, and residential buildings.
■ Benchmarked energy use in all municipal facilities through ENERGY STAR Portfolio
Manager.
■ Enrolled and certified all municipal facilities in the California statewide Green Business
Program to benchmark and periodically inventoried operational sustainability practices in
the areas of energy, water, materials, storm water, health and wellness, and hazardous
materials.
■ Expanded this comprehensive sustainability-focused, behavior change -driven program
to support emissions reduction and resource efficiency cost -savings gains in small to
mid -sized businesses (i.e., GreenBiz Cupertino), residents (i.e., Green(a)-Home and the
Do -It -Yourself Green@Home Toolkit), and schools (i.e., green@school).
■ Incorporated Plug -In -Electric hybrid and fuel -efficient vehicles into the City fleet,
prioritized through Iifecycle cost assessments as directed by the City's Environmentally
Preferable Procurement Policy, and electric vehicle charging stations for municipal and
community use.
■ Expanded composting services, available to all residents and businesses, beyond
municipal facilities into parks to ensure the City is further reducing its landfill contribution.
Figure 1.2 shows an informational poster used during the CAP's public workshop open houses
to highlight past City successes in energy conservation and renewable energy development,
including several other energy programs launched by the City.
City of Cupertino CAP I December 2014
Figure 1.2 — City of Cupertino Existing Energy Programs
Beyond utility -focused efficiencies, which serve as the basis for the City's past, present, and
future climate -related objectives detailed in this report, it should also be noted that Cupertino
operates under a "lean" government model. This enables the agency, and its taxpayers, to
achieve dramatic cost efficiencies through many shared -service provisions, which also serve to
reduce its operational emissions. For example, the City contracts with Los Gatos for street -
sweeping services, reducing its purchase of this specialized vehicle, and with the County for
police and fire services to leverage their public safety -related expertise and equipment. The City
is also evaluating opportunities to outsource services itself, including sign and banner printing
and sustainability services, identified as two unique city assets relevant to smaller adjacent
jurisdictions. Through this shared service model, the City is reducing the agency's demand for
additional equipment (e.g., vehicles) and staffing, and associated resources and emissions, a
goal that will continue to be considered and prioritized through implementation of the CAP.
CLIMATE CHANGE AND CUPERTINO
4"
Components of a CAP
9
A CAP is a tool that many cities in California are using to quantify their share of statewide GHG
emissions and establish action steps toward achieving a local emissions reduction target. A
CAP provides a set of strategies intended to guide community efforts to reduce GHG emissions,
typically through a combination of statewide and local actions. CAPs can be developed to
address community -wide emissions (i.e., total emissions within a jurisdictional boundary) and/or
municipal government emissions (i.e., emissions resulting from the provision of government
services). As described in the Executive Summary, Cupertino has prepared its CAP to address
the climate change issue from both the community -wide and municipal operations perspectives.
To facilitate local governments' climate protection efforts, California's Air Resources Board
prepared the Local Government Operations Protocol (LGOP). The LGOP reporting protocol
provides guidance on how to inventory greenhouse gas emissions resulting from government
buildings and facilities, government fleet vehicles, wastewater treatment and potable water
treatment facilities, landfill facilities, and other operations and services.' Local governments are
also encouraged to use the LGOP to conduct inventories and prepare a report of GHG
emissions compared to a baseline so that achieved reductions can be tracked in a transparent,
consistent, and accurate manner. Additionally, the organization ICLEI, Local Governments for
Sustainability, provides guidance on how local governments can address environmental impacts
from a community -wide perspective, based upon a recently released U.S. Community Protocol
for Accounting and Reporting of Greenhouse Gas Emissions. The City's CAP was developed in
conformance with the technical guidance provided within the LGOP as well as climate change
4VCity of Cupertino CAP I December 2014
planning guidance from other agencies, including BAAQMD, the United Nations International
Panel on Climate Change, and the Climate Change Action Registry.
Like other California communities, the City's CAP development framework was modeled after
ICLEI's universally -applied Five Milestones for Climate Mitigation, which includes the following
steps:
1. Conduct a baseline emissions inventory and forecast
2. Adopt an emissions reduction target for the forecast year
3. Develop a Local Climate Action Plan
4. Implement policies and measures
5. Monitor and verify results
This 5-step approach was modified for this CAP to split Step 3 into two distinct steps in which
the full breadth of Cupertino's past actions and progress on emissions reduction could be
evaluated, quantified, and then expanded. Figure 1.3 illustrates this six -step process used to
guide Cupertino's CAP development.
Figure 1.3 — CAP Development Process
Step
nderstand
Current and
Future
Emissions
Step 6:
Monitor and
Evaluate
Effectiveness
Step 5:
Implement
Plan
Step 2:
Set Emission
Reduction
Goals
Step 4.
Develop and
Prioritize
Future
Actions
CLIMATE CHANGE AND CUPERTINO
This CAP evaluated community -wide and municipal operations GHG emission inventories and
forecasts to establish a starting point and probable future emissions levels if no action to reduce
emissions is taken (Step 1). Reduction targets were then defined to provide aspirational goals
for improvement (Step 2). Emission reduction measures and implementation actions were
written to help the City achieve its reduction targets (Step 3). Upon adoption of the CAP, the
City will take action to implement its reduction measures (Step 4), monitor progress towards
achievement of its reduction targets (Step 5), and evaluate effectiveness, celebrate successes,
and use monitoring results to make adjustments to improve performance of CAP measures in
the future (Step 6).
This CAP represents Cupertino's progress on Steps 1-3, though the agency has already
launched a variety of programs to implement emissions reductions (Step 4) throughout the
community by implementing its General Plan Sustainability Element; these initiatives are
described more fully in Chapter 3. The following discussion provides further detail on each step
of the CAP development process.
STEP 1. UNDERSTAND CURRENT AND FUTURE EMISSIONS
Understanding the source and scale of greenhouse gas emissions and the underlying emission -
generating activities is a critical element for any climate action planning process. The City's
2010 baseline GHG emissions inventory and future year emissions forecasts for 2020, 2035,
and 2050 identify the amount of emissions generated by each sector (e.g., energy/facilities,
transportation/vehicle fleet, potable water, solid waste) and relevant subsectors. This
information, described in detail within Chapter 2, identifies both the challenges and opportunities
facing the City in mitigating its emissions, and will assist the City Council to select appropriate
actions to reduce emissions. It also forms the basis for setting emission reduction targets and
strategies for future years. As previously mentioned, Cupertino has prepared emissions
inventories and forecasts at the community -wide and municipal operations levels.
STEP 2. SET EMISSION REDUCTION GOALS
Statewide guidance recommends that local governments adopt emissions reduction targets that
support the state's efforts towards its 2050 target. As described earlier, the state has adopted
reduction targets that would return statewide emissions to 1990 levels by 2020 and to 80%
below 1990 levels by 2050. The state is also encouraging local governments to adopt similar
targets through locally -developed climate action plans to contribute to these statewide efforts.
In order to do its part and continue to lead by example, the City has developed reduction targets
based on its 2010 baseline emissions inventory, which mirror the efforts at the state level. Per
guidance included in the 2008 Scoping Plan, the City established a near -term target of 15%
below baseline levels by 2020, which is meant to approximate a return to 1990 emissions levels.
This goal was then extrapolated to 2050 in order to mirror the state's goal for 80% below 1990
levels, which results in a City goal of 83% below 2010 levels by 2050. A 2035 goal of 49%
City of Cupertino CAP I December 2014
below 2010 levels was also identified to serve as a mid -point check -in between these near -term
and long-term goals. The CAP uses these same targets to evaluate the community -wide and
municipal operations reduction strategies.
These targets were presented to the public in the context of the community -wide CAP during
community workshops and at Planning Commission and City Council study sessions as part of
the consideration for developing appropriate local emissions reduction measures. While some
community members expressed a desire to adopt more stringent targets, the majority of
participants were more comfortable selecting these targets, which more closely align with
statewide efforts and those of neighboring jurisdictions. See Chapter 2 for further description of
the target setting process.
STEP 3. IDENTIFY AND LEVERAGE EXISTING ACTIONS
Greenhouse gas mitigation within local governments is most effective when a city can use
existing efforts as a foundation on which to build additional future initiatives. During the
development of the CAP, the City identified a wide range of actions that it has already taken to
encourage community -wide energy and water conservation, reduce municipal energy and water
use, support installation of renewable energy systems, improve vehicle efficiency in the
municipal fleet, support alternative vehicle use community -wide, and divert organic waste to
reduce landfill emissions. While the purpose of the CAP is to identify and define new actions,
the momentum from these existing actions provides a platform to launch additional emissions
mitigation in the future. Discussion of existing communitywide and municipal operations efforts
is provided within Chapter 3 and 4, respectively, where relevant to the implementation of
future action.
STEP 4. DEVELOP AND PRIORITIZE FUTURE ACTIONS
Future greenhouse gas emissions reduction actions need to be feasible, effective, and
compatible with other City objectives. A review of best practices from other leading jurisdictions
nationally and internationally was conducted to develop the actions contained within the CAP.
City staff preliminarily reviewed these best practices and identified strategies that are
compatible with community goals and City Council and other organizational priorities. Once the
preliminary list of measures was identified, draft actions and implementation steps were
developed that could be used to implement these measures by 2020. Emissions reduction
estimates were then developed from the list of measures. This information was shared with the
community and elected officials who provided guidance on the final list of CAP strategies and
implementation steps, and helped to prioritize the early action items for CAP implementation.
This measure development process is illustrated in Figure 1.4.
CLIMATE CHANGE AND CUPERTINO
Figure 1.4 — Measure Development Process
STEP 5. IMPLEMENT PLAN
The CAP directs a wide variety of actions to be implemented. Each action identifies specific
implementation steps, responsible parties, a timeline for completion, and recommended
performance indicators. Some of the actions can be directly executed by City staff or community
members, while other actions will require additional research, refinement, development, and
coordination in order to achieve the desired outcomes.
STEP 6. MONITOR AND EVALUATE EFFECTIVENESS
Although climate action planning is still relatively new in California, a key step in the planning
process is to monitor and evaluate the effectiveness of a plan and its actions. Effectiveness can
be defined in terms of:
• Overall and sector -level emissions as demonstrated by periodic inventories
■ Progress toward performance targets defined for each action
■ Reduction in City energy, fuel, and related operations and maintenance costs
Chapter 7 concludes the CAP by defining a framework and schedule for monitoring and
evaluating CAP effectiveness and updating the document in the future.
City of Cupertino CAP I December 2014
Climate Change Science
According to the US Environmental Protection Agency, global warming refers to the recent and
ongoing rise in global average temperature near Earth's surface, and is caused primarily by
increasing concentrations of greenhouse gases in the atmosphere. Global warming is causing
climate patterns to change. However, global warming itself represents only one aspect of
climate change. Climate change refers to any significant change in the measures of climate
lasting for an extended period of time, including major changes in temperature, precipitation, or
wind patterns, among other effects, that occur over several decades or longer."
Over the past century, human activities have released large amounts of carbon dioxide and
other greenhouse gases into the atmosphere. Greenhouse gases act like a blanket around
Earth, trapping energy from the sun in the atmosphere and causing it to warm. This
phenomenon is called the greenhouse effect and is natural
and necessary to support life on Earth (see Figure 1.5, next
page). Many greenhouse gases are also naturally occurring.
However, the buildup of greenhouse gases from human
activities and resulting global average temperature rise can
change Earth's climate and result in dangerous effects to
human health and welfare and to ecosystems."'
In the United States, 83.6% of GHG emissions are from
CO2, with 94.4% of CO2 emissions coming from the burning of fossil fuels.' Trend projections
indicate that atmospheric concentrations of GHG emissions will continue to increase throughout
this century. If these projections become reality, climate change will threaten our economic well-
being, public health, and environment.
California has an advantage in its scientific understanding of climate change, which stems from
public investment into climate research and publications. Much of this research is performed
through the California Climate Change Research Center created by the California Energy
Commission in 2003 as the first state -funded climate change research program in the country
(see: http://energy.ca.gov/research/environmental/climate.htm1). This research has provided a
solid body of vital data, which is available to assist state and local leaders to better understand
how climate change is affecting us now, what is in store ahead, and what we can do about it.
State -sponsored research has contributed greatly to recent advances in our understanding of
the potential impacts of climate change on California. A first assessment prepared by the
California Climate Change Center and published in 2006, made clear that the level of impacts is
a function of global emissions of greenhouse gases and that lower emissions can significantly
reduce those impacts.
CLIMATE CHANGE AND CUPERTINO
Figure 1.5 — Greenhouse Effect
EARTH
OSolar radiation passes through the atmosphere.
OA small amount of solar radiation is reflected
before entering the atmosphere.
OAfter reaching the Earth's surface, some infrared
radiation is emitted back through the atmosphere.
Source: AECOM 2014
OSome infrared radiation is absorbed by greenhouse
gases and stays in the atmosphere. The more
greenhouse gases there are, the more infrared
radiation, or heat, is trapped in the atmosphere.
The third and most recent publication, The 2012 Vulnerability and Adaptation Study, explores
local and statewide vulnerabilities to climate change, highlighting opportunities for taking
concrete actions to reduce climate change impacts.' The California legislature passed
legislation (discussed below in the section State Climate Change Actions) based upon the
findings of the most comprehensive, advanced, and thoroughly reviewed documents on the
science of climate change. The development of CAPs in California, including those in Santa
• City of Cupertino CAP I December 2014
Clara County, is based upon the actions of the California legislature and its reliance on these
findings. For further information on climate science generated for our state, please visit the
California Climate Change Portal at http://www.climatechange.ca.gov/.
BENEFITS OF ADDRESSING GHG EMISSIONS
Planning efforts intended to reduce GHG emissions through resource efficiency and
conservation measures often have multiple benefits that will improve the local quality of life, help
the community adapt to future impacts of climate change, support local economic development,
and demonstrate local sustainability leadership. While some of these "co -benefits" (i.e.,
achieving multiple ends) are qualitative, others are quantifiable improvements over current
conditions. This plan generally refers to co -benefits as the additional, yet interconnected,
benefits resulting from implementation of various CAP measures. Figure 1.6 presents icons that
illustrate the co -benefits discussed during the CAP's public outreach activities, though this list is
in no way exhaustive.
Figure 1.6 - CAP Measure Co -Benefits
Improves air quality Increases natural habitat
Reduces energy use • Reduces heat island effect
Promotes regional smart
Improves public health
growth
Reduces traffic congestion Creates local jobs
Reduces water use; Reduces waste;
Extends community water
Extends landfill lifespan
supply
Improves water quality; Provides long-term savings to
Reduces storm water run-off
residents, businesses, and local
governments
Improves local energy
Raises community awareness
independence
Conserves natural resources CHI Reduces landfill methane
Regional Implementation
Opportunities
CLIMATE CHANGE AND CUPERTINO
State Climate Change Actions
Cupertino's strategy for climate protection must be set within the context of the Bay Area and
the state, where much of the momentum for local action in the United States originates. As
mentioned above, California's climate -related actions were codified in AB 32, the California
Global Warming Solutions Act of 2006. In addition to codifying the state's 2020 reduction target
as originally envisioned in EO-S-3-05 (i.e., return to 1990 levels by 2020), AB 32 engendered
several companion laws that can assist local communities, such as Cupertino, in reducing their
community -wide GHG emissions. These legislative actions and regulations are referred to as
statewide actions throughout the CAP, and represent a significant source of estimated GHG
reductions.
This CAP estimated the GHG emission reductions associated with:
■ the Renewable Portfolio Standard (RPS)
■ California 2013 Building Energy Efficiency Standards
■ AB 1109 — Lighting Efficiency
■ AB 1493 — Pavley I and II
■ EO-S-1-07 — Low Carbon Fuel Standard
■ Vehicle Efficiency Regulations
As the regulatory framework surrounding AB 32 grows, it may be possible to evaluate a wider
range of statewide reductions sources in the future. The following section presents an overview
of each of these statewide actions included in the CAP. Chapter 2 provides additional
information on how these actions relate to achievement of the community -wide and municipal
operations targets.
RENEWABLE PORTFOLIO STANDARD
Senate Bill (SB) 1078, SB 107, EO-S-14-08, and SB X1-2 establish increasingly stringent RPS
requirements for California utilities. RPS-eligible energy sources include wind, solar,
geothermal, biomass, and small-scale hydro.
• SB 1078 requires investor -owned utilities to provide at least 20% of their electricity from
renewable resources by 2020.
■ SB 107 accelerated the SB 1078 the timeframe to take effect in 2010.
■ EO-S-14-08 increased the RPS further to 33% by 2020. PG&E, Cupertino's electricity
provider, delivered 23.8% of its electricity from eligible renewable sources in 2013.
■ SB X1-2 codified the 33% RPS requirement established by EO-S-14-08.
City of Cupertino CAP I December 2014
2013 BUILDING ENERGY EFFICIENCY STANDARDS
California's Building Standards Code (California Code of Regulations Title 24) dictates how new
buildings and major remodels are constructed in California. The Building Energy Efficiency
Standards (Title 24, Part 6), are a subset of the state building code, which detail energy
efficiency standards for residential and non-residential development. The standards are updated
on an approximately three-year cycle. The state has further increased building energy
conservation requirements through adoption of the 2013 standards, which went into effect
July 1, 2014. It is estimated that these revisions to the current 2008 Building Energy Efficiency
Standards will result in energy consumption reductions of 15-25% over the previous standards.
The California Green Building Standards Code (California Code of Regulations Title 24, Part 11)
includes additional requirements for new construction and renovation projects that may also
result in emissions reductions. This plan does not include these reductions as a separate
measure. However, the impact of these requirements may be accounted for in other statewide
or local reduction measures (e.g., construction and demolition waste diversion requirements).
Net Zero Energy New Buildings
In the 2007 Integrated Energy Policy Report, the CEC adopted a goal to achieve net zero
energy buildings in new residential construction by 2020 and non-residential construction by
2030. A net zero energy building consumes only as much energy on an annual basis as can be
generated with an on -site renewable energy system (e.g., solar, wind, geothermal). While the
pathway to realize this goal has not yet been defined, this goal will play a role in the future ability
to achieve the state's long-term reduction target. Future reduction estimates associated with this
goal may be quantifiable once an implementation pathway for this policy has been identified.
AB 1109 - LIGHTING EFFICIENCY
AB 1109 was signed into law in 2007. The California Lighting Efficiency and Toxics Reduction
Act requires the California Energy Commission to adopt energy efficiency standards for all
general purpose lights, reducing lighting energy usage in indoor residences and state facilities
by no less than 50%, by 2018, as well as require a 25% reduction in commercial facilities by that
same date. To achieve these efficiency levels, the California Energy Commission applied its
existing appliance efficiency standards to include lighting products, as well as required minimum
lumen/watt standards for different categories of lighting products. In addition, the bill prohibits
the manufacturing for sale or the sale of certain general purpose lights that contain
hazardous substances.
AB 1493 - PAVLEY I AND II
AB 1493, California's mobile -source GHG emissions regulations for passenger vehicles, or
California Clean Car Standards, was signed into law in 2002. AB 1493 requires ARB to develop
and adopt regulations that reduce GHG emissions from passenger vehicles, light -duty trucks,
ChapterCLIMATE CHANGE AND CUPERTINO '
and other non-commercial vehicles for personal transportation. In 2004, ARB approved
amendments to the California Code of Regulations adding GHG emissions standards to
California's existing standards for motor vehicle emissions.
EO-S-1-07 -Low CARBON FUEL STANDARD
EO-S-01-07 reduces the carbon intensity of California's transportation fuels by at least 10% by
2020. The Low Carbon Fuel Standard (LCFS) is a performance standard with flexible
compliance mechanisms that incentivizes the development of a diverse set of clean, low -carbon
transportation fuel options to reduce GHG emissions.
VEHICLE EFFICIENCY REGULATIONS
ARB has adopted several additional regulations to reduce emissions through improved vehicle
efficiency that will have local GHG emission reduction benefits in Cupertino. The following six
regulations were quantified and included as part of this CAP, assuming their ongoing or future
implementation, as appropriate.
Tire Inflation Regulation
On September 1, 2010, ARB's Tire Pressure Regulation took effect. The purpose of this
regulation is to reduce GHG emissions from vehicles operating with under -inflated tires by
inflating them to the recommended tire pressure rating. The regulation applies to vehicles with a
gross vehicle weight rating (GVWR) of 10,000 pounds or less. Under this regulation, automotive
service providers must meet the following requirements:
■ Check and inflate each vehicle's tires to the recommended tire pressure rating, with air
or nitrogen, as appropriate, at the time of performing any automotive maintenance or
repair service.
■ Indicate on the vehicle service invoice that a tire inflation service was completed and the
tire pressure measurements after the service were performed.
■ Perform the tire pressure service using a tire pressure gauge with a total permissible
error no greater than + two (2) pounds per square inch (psi).
■ Have access to a tire inflation reference that is current within three years of publication.
■ Keep a copy of the service invoice for a minimum of three years, and make the vehicle
service invoice available to the ARB, or its authorized representative upon request.
Tire Tread Program
This measure increases vehicle efficiency by creating an energy efficiency standard for
automobile tires to reduce rolling resistance. A reduction in GHG emissions results from
reduced fuel use. ARB staff estimates that reducing the rolling resistance of tires by 10% results
in a 2% increase in fuel efficiency.
City of Cupertino CAP I December 2014
Low Friction Engine Oils
This measure increases vehicle efficiency by mandating the use of engine oils that meet certain
low friction specifications. The American Petroleum Institute has established "energy conserving
designation" for certain oils. These specifications will be used as a starting point for the
mandated oils under this measure.
Solar Reflective Automotive Paint and Window Glazing
This measure increases vehicle efficiency by reducing the engine load for cooling the passenger
compartment with air conditioning. The use of solar reflective automotive paints and window
glazing reduces heating of the automobile passenger compartment from the sun resulting in
reduced air conditioning use. The result is both less frequent air conditioning use by drivers and
smaller air conditioners specified by manufacturers for new vehicles.
Heavy -Duty Vehicle GHG Emission Reduction (Aerodynamic Efficiency)
This regulation requires existing trucks/trailers to be retrofitted with the best available
technology and/or ARB-approved technology to increase vehicle aerodynamics and fuel
efficiency that will result in GHG reductions. This measure was identified as a Discrete Early
Action in the Scoping Plan, and became enforceable beginning in 2010. Technologies that
reduce GHG emissions and improve the fuel efficiency of trucks may include devices that
reduce aerodynamic drag and rolling resistance. These requirements apply to both California -
registered trucks and out-of-state registered trucks that travel to California.
Medium- and Heavy -Duty Vehicle Hybridization
This measure regulates or incentivizes GHG reductions from medium- and heavy-duty vehicles
used in vocational applications such as parcel delivery trucks, garbage trucks, utility trucks, and
transit buses. Hybrid electric technology has potential to significantly reduce GHG emissions
and improve vehicle efficiency from these vehicles.
Regional Coordination and Actions
In addition to the Scoping Plan and other actions taken at the statewide level, numerous county-
wide and other regional efforts have been established to support broad action towards
emissions reductions within the Bay Area. The following regional efforts promoting GHG
reductions are already in progress:
SANTA CLARA COUNTY -SPECIFIC:
■ Silicon Valley 2.0 — Led by the Santa Clara County office of sustainability, the Silicon
Valley 2.0 project includes development of long-term strategies that support climate
change mitigation and adaptation within the greater Silicon Valley region. The project
aims to identify likely climate change impacts that would negatively affect the economic
CLIMATE CHANGE AND CUPERTINO
vitality of the region or endanger its residents. This CAP was prepared as part of the
Silicon Valley 2.0 mitigation strategy, which included regional collaboration on the
development of community -wide and municipal operations CAPs for seven participating
jurisdictions. The broader adaptation strategy considered local impacts to various
facilities (e.g., vehicle infrastructure, buildings, utilities) within the region resulting from
several climate risks (e.g., rising sea level, riverine flooding, heat waves).
■ Silicon Valley Energy Watch — This program is a local government partnership
between the City of San Jose, PG&E, and Ecology Action, to promote energy efficiency
in municipal and non-profit buildings in Santa Clara County. Cupertino was the only
municipality to receive funding for its GreenBiz and green@schools programs through
SVEW's Community Energy Champions Grant program from 2011 to 2014.
■ Energy Upgrade California in Santa Clara County — This Santa Clara County
program aims to help residential consumers make improvements to their homes so they
will use less energy, conserve water and other natural resources, and become healthier
and more comfortable. The program connects homeowners with participating contractors
who can help plan and complete energy efficiency projects and take advantage of
rebates. Energy Upgrade California is a partnership among California counties, cities,
non-profit organizations, and the state's investor -owned utilities (e.g., PG&E).
■ Congestion Management Agency — VTA serves as the Congestion Management
Agency for Santa Clara County to identify strategies to respond to future transportation
needs, develop procedures to alleviate and control congestion, and promote county -wide
transportation solutions (i.e., Transit 511).
■ Santa Clara Valley Water District — The Santa Clara Valley Water District (SCVWD) is
the primary water resource agency for Santa Clara County. As such, SCVWD is
responsible for long-term water supply planning for the region and has taken steps in
response to California's recent drought conditions. Its Board of Directors passed a
resolution calling for mandatory measures to reach a water use reduction target equal to
20% of 2013 water use levels. SCVWD also provides rebates to encourage county
residents to conserve water in their homes and landscapes. The District provides
rebates for landscape conversions to low-water designs, irrigation hardware updates,
graywater-to-landscape systems, high -efficiency toilets and clothes washers, and multi-
family property submeter installation.
BAY AREA -FOCUSED:
■ Sustainable Communities Strategy/Regional Transportation Plan — Local
governments and regional agencies collaborated to develop a Sustainable Communities
Strategy (SCS) in compliance with the requirements of SB 375, titled Plan Bay Area.
This long-range integrated transportation and land-use/housing strategy for the Bay Area
entirety, was approved by the Association of Bay Area Governments and Metropolitan
Transportation Commission in 2013. Plan Bay Area defines the nine -county region's
City of Cupertino CAP I December 2014
SCS to accommodate future population growth and reduce emissions from cars and light
trucks including initiatives to expand housing and transportation choices, create healthier
communities and build a stronger regional economy. The aim of the forthcoming Santa
Clara County -focused SCS is to better integrate land use with public transportation in
order to reduce GHG emissions within our County specifically.
■ Joint Venture: Silicon Valley Network — Established in 1993, Joint Venture: Silicon
Valley Network provides analysis and action on issues affecting the local economy and
quality of life. The organization brings together established and emerging leaders — from
business, government, academia, labor, and the broader community — to spotlight issues
and work toward innovative solutions. Joint Venture is dedicated to promoting climate -
friendly activities that help the local economy and improve quality of life in Silicon Valley,
as is realized through its Climate Prosperity Council and Public Sector Climate
Task Force, through which Cupertino collaboratively procured its first solar project.
■ Silicon Valley Leadership Group Bay Area Climate Change Compact — Silicon
Valley Leadership Group (SVLG) is an organization consisting of principal officers and
senior managers of member companies to work cooperatively with local, regional, state,
and federal government officials to address major public policy issues affecting the
economic health and quality of life in Silicon Valley. In 2009, SVLG organized the Bay
Area Climate Change Compact, which establishes a framework for regional cooperation
and setting aggressive goals for reducing greenhouse gas emissions. Cupertino has
teamed with SVLG to pursue regional opportunities to procure electric vehicles and
charging stations and recently received a "Red Tape to Red Carpet Award" in the
category of Sustainable Green Development for its GreenBiz Program.
■ Bay Regional Energy Network — BayREN is a collaboration of the 9 counties that make
up the San Francisco Bay Area. Led by the Association of Bay Area Governments
(ABAG), BayREN implements effective energy saving programs on a regional level and
draws on the expertise, experience, and proven track record of Bay Area local
governments to develop and administer successful climate, resource, and sustainability
programs. BayREN is funded by California utility ratepayers under the auspices of the
California Public Utilities Commission. One of only two Regional Energy Networks in the
state, BayREN represents 20 percent of the state's population.
■ Sustainable Silicon Valley — In 2004, Sustainable Silicon Valley (SSV) organized a
regional voluntary initiative, setting a visionary target of reducing carbon dioxide (CO2)
emissions by 20% below the region's 1990 levels by the year 2010. SSV partners
participating in the voluntary CO2 emissions reduction program determined their own
baseline year and a CO2 percentage reduction goal to reach by 2010. Each pledging
partner develops tactics to reach their targets. Options varied from improvements in
equipment efficiency to energy conservation, the use of renewable energy sources, and
purchase of green power and/or promotion of alternative commute options.
CLIMATE CHANGE AND CUPERTINO
■ City/County Association of Governments of San Mateo County — The City/County
Association of Governments (C/CAG) is a council of governments consisting of the
County of San Mateo and its 20 cities. The organization works on topics such as
transportation, air quality, stormwater runoff, hazardous waste, solid waste and
recycling, land use near airports, abandoned vehicle abatement, and issues that affect
quality of life in general. Cupertino partnered with C/CAG through its Regionally
Integrated Climate Action Plan Suite (RICAPS) process to develop a cursory Climate
Action Plan that provided background information for this document.
■ Joint Policy Committee Bay Area Climate & Energy Resilience Project — The Bba i
Area Climate & Energy Resilience Project (BACERP) is a collaborative of more than 100
public, private, and non-profit stakeholders in the nine -county San Francisco Bay Area.
The primary purpose of the project is to support and enhance the local climate
adaptation efforts of cities, counties, and other organizations. BACERP is focused on
specific actions that will help all Bay Area stakeholders to move forward in a more
efficient and powerful manner.
• Sierra Club, Loma Prieta Chapter, Local Government Climate Action Survey — A
report released in 2014 detailing the climate leadership of communities located in Santa
Clara and San Mateo Counties to increase awareness of the environmental efforts of
local governments in the region, facilitate the exchange of best climate action practices,
and advocate for more decisive action worthy of the magnitude of climate change.
■ PG&E's Sustainable Communities Team — A PG&E Community Energy Manager has
been assigned to Santa Clara County to work jointly with each municipality to develop a
comprehensive energy management strategy that the City can implement across
institutional, residential, business, and industrial sectors. In addition, PG&E can provide
city and county energy use data, GHG inventory assistance, and information on
innovative pilot grant funding for projects that aim to reduce GHG emissions in
each community.
Local Efforts
Though the key tenants of sustainability were only recently formally integrated into the City's
hierarchy, the City of Cupertino has long prioritized energy efficiency, water conservation,
pollution prevention, materials management, green information technologies (IT) and
infrastructure (most recently the award -winning Don Burnett Bicycle Footbridge and Stevens
Creek Restoration Project), and alternative transportation technologies and commuting through
its municipal operations and community -wide services. Historically, these initiatives were
managed as independent projects and have since become integrated into the Sustainability
Division's scope of work to broaden into programs and service areas among diverse
stakeholder groups and effectively implement the Sustainability Element of the City's
General Plan.
0 City of Cupertino CAP I December 2014
Since its formation, the Sustainability Division has worked to bring environmental awareness
across departments and engage staff, businesses, students, and residents in activities to grow
environmental stewardship, achieve greenhouse gas reductions, and realize resource
conservation goals. These goals have since been institutionalized through the City's adoption of
diverse policies including an Environmentally Preferable Procurement Policy, Green Building
Ordinance, and Water Efficient Landscaping Ordinance, among others. Further, the City's
sustainability-linked efforts have led to two new community designations of Tree City USA by
the Arbor Day Foundation and silver -certified Bicycle Friendly Community by the American
League of Bicyclists.
Program staff's main duties are diverse, and focus primarily on:
■ Developing strategic plans,
■ establishing quantitative benchmarks and analyses (e.g., cost, utility consumption),
■ providing research and technical assistance,
■ fostering public agency/public-private partnerships,
■ tracking performance,
■ formulating municipal policies,
■ accessing grants, and
■ implementing and engaging stakeholders in innovative pilots and programs.
These actions are achieved through close coordination with City Council, senior management,
business leaders, and members of the community to develop a consistent plan to exceed
regulatory compliance and reach long- and short-range program goals, established both
internally and through regional (e.g., Bay Area Climate Compact) and national initiatives (e.g.,
Mayor's Climate Protection Agreement).
Cupertino simplifies its quantitative sustainability goals under the following four -phase
framework:
ower
Understand Reduce our EmpExcite our
our Impact Footprint our
Employees Community
Since the Division's formation, this team has benchmarked Cupertino's municipal and
community -wide emissions as a means of better understanding the City's impact (goal 1);
implemented myriad municipal energy and water efficiency projects (e.g., energy -efficient traffic
controller and streetlight retrofits, renewable energy projects, electric vehicle charging stations,
interior lighting upgrades, HVAC upgrades, IT energy management software installations,
irrigation controller retrofits) to reduce the City's footprint (goal 2); and empowered municipal
ChapterCLIMATE CHANGE AND CUPERTINO
employees to follow the City's lead by utilizing a new bicycle fleet, employee commute
programs, alternative work schedules, and community -wide energy efficiency programs (goal 3).
The Sustainability Division team is now focused on extending internal successes to the broader
community by expanding existing residential- and business -focused programs and services
(goal 4). Details of these initiatives are shared throughout the measure descriptions in
Chapters 3 and 4.
Plan Preparation
REGIONAL FRAMEWORK
This CAP was prepared as part of a regional effort led by the Santa Clara County Office of
Sustainability. Through this effort, local governments within Santa Clara County were invited to
participate in the joint preparation of community -wide and/or municipal operations climate action
plans to leverage grant funding provided by PG&E, and additional funding provided by the
Santa Clara County Office of Sustainability. Participants included the cities of Cupertino, Gilroy,
Morgan Hill, Mountain View, Saratoga, and San Jose, as well as the County of Santa Clara. As
part of this process, each of the CAPs were developed
from a similar template to provide overall consistency from
one CAP to the next and as a means of sourcing future
collaboration opportunities to regionally mitigate emissions
that know no boundaries.
Through this regional approach, the participants jointly
prepared baseline emissions inventories and forecasts with a consistent methodology that
allows direct comparison of one jurisdiction to the next. It also allowed development of common
emissions reduction targets and implementation timelines to further support future collaboration
towards emissions reductions. Early project meetings among the participants established a local
network of colleagues that forms the foundation of this regional collaboration framework.
PUBLIC OUTREACH AND COMMUNITY ENGAGEMENT
Given that this CAP will serve as a resiliency roadmap for the entire community, the City sought
to engage its residents, businesses, and broader stakeholder base in its design to ensure the
right approach was taken throughout the plan. The City provided several public engagement
opportunities during the CAP development process to present information, gather comments,
and begin a community dialogue that will continue through plan implementation. Two public
workshops were held at the LEED Platinum Kirsch Center for Environmental Studies at De Anza
College, along with supporting online surveys developed to mimic the workshop activities for
residents who were unable to attend. The City also held two focus group meetings to collect
additional input on specific topic areas. The first focus group meeting addressed the business
community through the Cupertino Chamber of Commerce, while the second invited comments
from representatives of the local real estate industry. The City also held study sessions with the
• City of Cupertino CAP I December 2014
Planning Commission and City Council prior to development of the CAP, both of which were
open to the public, to ensure the Plan aligned with the expectations of the City's elected and
appointed officials. Comments collected from each of these engagement opportunities were
used to inform the climate planning approach presented throughout this CAP. See Appendix A
for a summary of the public comments collected during plan preparation.
Scope and Content of the Climate Action Plan
The CAP comprises seven chapters: 1) Climate Change and Cupertino; 2) Greenhouse Gas
Emissions and Targets; 3) Community -wide Reduction Measures; 4) Local Government
Reduction Measures, 5) Personal Actions, 6) Adaptation and Resiliency, and 7) Benchmarks
and Next Steps. Appendices A through G provide additional detail on topics covered within the
CAP. The contents of each chapter and appendix are briefly described below:
CAP CHAPTERS:
■ Chapter 1: Climate Change and Cupertino describes the community's rationale for
reducing GHG emissions, as well as the goals of the CAP to comply with local Air
Quality Management District guidelines, as applicable. This chapter provides an
overview of the topics covered in the CAP, presents conventional climate change
science findings, and describes statewide actions to address climate change. This
chapter also introduces the CAP's relationship to the City's General Plan Amendment,
and its ability to enable a CEQA process known as "streamlining," which allows future
development projects that are found to be consistent with the CAP to skip certain steps
in the traditional CEQA review process.
■ Chapter 2: Greenhouse Gas Emissions and Targets outlines important first steps
taken to develop the CAP, including the 2010 baseline GHG inventories, forecasting
CLIMATE CHANGE AND CUPERTINO
future emissions in 2020, 2035, and 2050, and setting GHG reduction targets for 2020
and longer -range targets for 2035. This chapter also describes the local reductions
attributable to implementation of statewide climate change policy, and the resulting
emissions reduction gap between the targets and the statewide actions, which will be
addressed through local actions developed in Chapters 3 and 4.
■ Chapter 3: Community -wide Reduction Measures addresses five main reduction
strategies: energy, land use and transportation, water conservation, waste reduction,
and green infrastructure. The chapter provides a summary of projected reductions and a
description of the reduction strategy development process. It also identifies the following
information for each reduction strategy: key elements, existing programs and
accomplishments, implementation actions, performance metrics against which to
measure success, and estimated GHG reductions.
■ Chapter 4: Local Government Reduction Measures describes the specific efforts that
the City of Cupertino has already taken and will take in the future to lead by example in
emissions reductions. Similar to Chapter 3, this measure presents emissions reduction
opportunities organized into three key strategy areas: (1) Improve Facilities, (2) Convert
Vehicle Fleet, and (3) Reduce Solid Waste. The strategy areas include goals, reduction
measures, and implementation actions, along with supporting reduction estimates,
departmental responsibility, performance tracking information, and implementation
timelines.
■ Chapter 5: Personal Actions describes the steps that Cupertino's residents and local
businesses can take starting today to kick-off the implementation phase of the CAP.
• Chapter 6: Adaptation and Resiliency leverages state and regional resources that
identify the social, economic, and environmental vulnerabilities our changing climate
presents. It also offers a resilience framework that will enable our community to plan,
adapt, and thrive.
■ Chapter 7: Benchmarks and Next Steps describes the process to monitor the City's
progress toward achieving its GHG reduction targets. This chapter identifies monitoring
procedures, plan update processes, and other steps to ensure successful
CAP implementation.
CAP APPENDICES:
■ Appendix A: Community Outreach Responses summarizes the public comments
collected during plan preparation, including two community open houses, two focus
group meetings, and study sessions with the Planning Commission and City Council.
■ Appendix B: GHG Inventory and Reductions Methodology provides a technical
description of the methodology and data sources used to prepare the 2010 emissions
inventories and 2020, 2035, and 2050 emissions forecasts.
0 City of Cupertino CAP I December 2014
■ Appendix C: Implementation Tracking Framework describes how city staff will
implement CAP measures and related actions, and track the performance metrics
identified for each measure as part of the larger regional CAP program.
■ Appendix D: Climate Action Planning Best Management Practices provides the list
of GHG reduction best management practices (BMP) developed from a review of
regional, national, and international cities, which was presented to City staff for
identification of City actions already employed and potential new strategies for
consideration in the CAP.
■ Appendix E: Water Conservation and Energy Efficiency Toolkit presents the Do -It —
Yourself home energy efficiency and water conservation Green(a)-Home Toolkit so
Cupertino's residents can begin to take climate action.
■ Appendix F: Green Business Certification provides the checklist to get certified as a
green business through GreenBiz Cupertino, which offers free energy, water, and waste
assessments, free equipment to help businesses save water, free guidance to help with
the certification process, and recognition of business leadership.
■ Appendix G: green@school Certification shares background on the City's
green@school program, created to empower students as environmental change agents
on their school campuses, at home and throughout their community. green@school
trains K-12 Cupertino students as eco-experts to help shepherd their school through a
sustainability certification program to create a cleaner, greener and healthier school site.
Relationship to the General Plan Amendment
Whether by local desire, guidance from the State of California, or both, a growing number of
cities and counties are addressing climate change in their General Plans through inclusion of
policies and programs that also help reduce GHG emissions. Since GHG emissions are a cross-
cutting issue addressed by many General Plan elements, the CAP as a whole is generally
considered and defined as an implementation strategy for the General Plan. This structure
allows the City to update the CAP on an ongoing, as -needed basis to ensure that its climate
protection efforts reflect both current legislation and emerging best practices, without triggering
a General Plan Amendment.
In addition, several state agencies have provided guidance and case studies for local
governments to address climate change in their General Plans. For example:
■ Since 2008, the California Attorney General's office has provided guidance to local
governments on addressing climate change and greenhouse gas reduction through
General Plan policies. (See: http://oag.ca.gov/environment/climate-change)
■ The California Office of Planning and Research (OPR) is preparing an update to the
state's General Plan Guidelines that will include guidance for GHG emissions reduction
and climate adaptation. (See: http://www.opr.ca.gov/s_generalplanguidelines.php)
CLIMATE CHANGE AND CUPERTINO '
■ The California Natural Resources Agency released a Climate Adaptation Policy Guide
for local governments.
(See: http://resources.ca.gov/climate/safeguarding/adaptation policy guide/)
■ The California Department of Housing and Community Development released a
guidance document on General Plan housing element policies and programs addressing
climate change with case study examples.
(See: http://www.hcd.ca.gov/hpd/HE%20Guidance%2OComplete%20package.pdf)
■ The Office of Planning and Research prepared guidance documents for addressing
complete streets in General Plans as required by AB 1358.
(See: http://opr.ca.gov/docs/Update GP Guidelines Complete Streets.pdf)
Cupertino was simultaneously preparing an amendment to its General Plan while developing
the Climate Action Plan. Proposed General Plan Amendment growth projections and
policies/measures were considered during CAP preparation, and expanded upon, where
appropriate. At the time of CAP development, the City's policy commitment included
encouraging higher density, mixed -use and infill development in appropriate locations,
expanding energy efficiency and renewable energy development in the community, supporting
multi -modal transportation options, and continuing resource conservation efforts.
To ensure the CAP was able to provide future CEQA review streamlining benefits, as described
below, the community -wide emissions forecasts were developed based on the population,
employment, and resulting vehicle miles traveled (VMT) growth estimates resulting from build -
out of the General Plan Amendment's Land Use Alternative C scenario. This scenario
represented the highest growth scenario under consideration, and therefore, would also result in
the highest emissions growth. CAP measures were developed to provide sufficient emissions
reduction potential to achieve the City's 2020 emissions target under this highest -
growth alternative.
Relationship to the California Environmental Quality
Act
Local governments may prepare a Plan for Reduction of Greenhouse Gases that is consistent
with AB 32 goals. By preparing such a plan, the City can streamline CEQA review of
subsequent plans and projects that are consistent with the GHG reduction strategies and
targets in the plan (this is often referred to as "streamlining"). To meet the standards of a
qualified GHG reduction plan, Cupertino's CAP must achieve the following criteria (which
parallel and elaborate upon criteria established in state CEQA Guidelines Section
15183.5[b][1]):
■ Complete a baseline emissions inventory and project future emissions
■ Identify a community -wide reduction target
City of Cupertino CAP I December 2014
■ Prepare a CAP to identify strategies and measures to meet the reduction target
■ Monitor effectiveness of reduction measures and adapt the plan to changing conditions
■ Adopt the CAP in a public process following environmental review
This approach allows jurisdictions to analyze and mitigate the significant effects of GHGs at a
programmatic level, by adopting a plan for the reduction of GHG emissions in a public process
following environmental review. Later, as individual projects are proposed, project -specific
environmental documents may rely on the GHG emissions reductions measures in the CAP to
determine that estimated project -level GHG emissions would be less than significant in their
cumulative impacts analysis.
A project -specific environmental document that relies on this CAP for its cumulative impacts
analysis must identify specific CAP measures applicable to the project, and how the project
incorporates the measures. If the measures are not otherwise binding and enforceable, they
must be incorporated as mitigation measures applicable to the project. If substantial evidence
indicates that the GHG emissions of a proposed project may be cumulatively considerable,
notwithstanding the project's compliance with specific measures in this CAP, an EIR must be
prepared for the project. Following adoption of this CAP, the City will develop guidance on how
future projects seeking to use this CEQA streamlining benefit will be reviewed to ensure
compliance with the CAP's emissions reduction measures. The City's guidance could include
the development of a checklist or points -based rating system to evaluate future projects'
compliance with the CAP; an approach used by numerous communities throughout the state
seeking CAP -tied project -level CEQA streamlining (e.g., Sacramento, Los Altos, Pleasanton).
CLIMATE CHANGE AND CUPERTINO
•
0 1
C]
111
1 a:
�r-
Developing a set of measures and actions that can reduce Cupertino's greenhouse gas
emissions requires an understanding of baseline and future emissions -generating
activities. Once this information is established, the City can more easily identify areas
where it can leverage limited resources to yield the most effective emission reductions.
This chapter provides a summary of the 2010 baseline inventories for community -wide
and municipal operations emissions, as well as forecasts for 2020, 2035, and 2050. It also
describes the considerations for selecting reduction targets that are consistent with and
will contribute to the state's ongoing efforts.
Greenhouse Gas Inventories
Emissions inventories provide a snapshot of the amount and source of greenhouse gas
emissions in a given year. The baseline inventory serves as a reference point for reduction
targets and informs the measure and action selection process. Future inventory updates can
demonstrate progress toward the adopted targets and assess the effectiveness of City actions.
The City prepared 2010 baseline inventories as part of the multi -jurisdiction climate action
planning process led by Santa Clara County. These inventories, in following guidance from the
LGOP, BAAQMD, United Nations International Panel on Climate Change, and the Climate
Change Action Registry, assessed emissions from a variety of sources. As previously
described, Cupertino chose to prepare inventories at both the community -wide and municipal
operations levels. Various inventory preparation guidance documents clarify primary and
secondary emissions sources, and define the data needs of agency's seeking to conduct an
initial or follow-up inventory. The City will continue to follow the prevailing industry standard
guidance in the future so that its inventory updates can be compared to other jurisdictions
(though this may pose a challenge regarding comparisons to previous local inventory versions).
The baseline emissions inventory was prepared using a combination of empirical and modeled
data for the community as a whole, as well as local government operations. Data was collected
from a variety of sources, such as PG&E, CalRecycle, City department staff, and the Air
Resources Board. It was then converted into greenhouse gas estimates using emission factors
provided by PG&E and state and regional agencies to provide a common metric with which to
compare emissions sources, referred to as metric tons of carbon dioxide equivalent per year or
MT CO2e/yr. Appendix B shares additional details on the City's GHG inventory methodology and
data sources analyzed for further consideration.
EMISSIONS SECTORS
The CAP analyzes emissions from two different perspectives (i.e., community -wide and
municipal operations), but takes a similar approach in their analysis and reporting. In general,
baseline inventories organize emissions into categories, or sectors, based on the source of
emissions. These sectors are largely consistent between the community -wide and municipal
operations inventories, though naming conventions do differ slightly. Cupertino's community -
wide inventory includes emissions from the following sectors:
■ Energy (i.e., electricity and natural gas)
■ Transportation
■ Off -Road Equipment (e.g., industrial, commercial, and lawn and garden equipment)
■ Solid Waste
■ Potable Water
■ Wastewater
City of Cupertino CAP I December 2014
The municipal operations inventory includes slightly different sectors, which are named to more
accurately reflect the departmental sources of the emissions:
■ Facilities (electricity and natural gas)
■ Vehicle Fleet
■ Solid Waste
■ Water Services
Emissions are also categorized based upon how they are generated in relation to the scope of
the emissions inventory and the jurisdiction's ability to influence their mitigation. Emissions can
be classified into three scopes, as illustrated in Figure 2.1 through a federal emissions example.
Figure 2.1 — Common Sources of Federal Greenhouse Gas Emissions
1 2 3
vehiclo and F-avionwnt
PuroNpSgq
�IeCtrieity �
Stat�onBry scuroaa � �- .
� Fleat� ngJCppl�ng
On-5he Landhlls a
Wastewater Treatment
PurchaSed
Steam
e�lwx
Ftjgltive
Emissions 1 1�'+i
SCOPE 1: SCOPE :
Greenhouse gas emissions Greenhouse gas eini;sions
from sources that are owned or resulting from the genADratio of
Wntri?lled by a Feder! agenr:y- eleeti it ity, heat, or Steam
purchased by a Federal agency:
TF- rnr1M5 o(i and Di9trilx-Wori
wsses frprn
Purchased Electra€dy
Business Trave: 4 :4
ti ;
o Employee
# Commuting
caotractOd solid
Waste olspo6al
ContMCteo Wa%tevQter
Treatment
Others`
SCOPE 3:
Greenhouse gas ermssioa}s from
sources not owned or directly
Cpntrptled toy a Feral agency
but rafted to agerocy activities,
'Additional, significant Scope 3 emission sources exFst beyond the examples provided.
Source: https://www.fedcenter.-gov/Photos/index.cfm?id=16810
Scope 1 emissions are those generated from equipment or facilities that are directly owned by
the jurisdiction or community members, such as a home's hot water heater or a wastewater
• GREENHOUSE GAS EMISSIONS AND TARGETS
treatment plant. Scope 2 emissions are those resulting from the purchase of energy that is
transmitted from outside the jurisdiction's boundaries, such as electricity. Scope 3 emissions
result indirectly from a jurisdiction or community's activities and represent emissions sources
over which the jurisdiction does not have direct control, such as business -related air travel or
employee commutes. Typically, Scope 1 and Scope 2 emissions are included within a municipal
operations inventory and Scope 3 emissions are excluded to represent the full emissions over
which a jurisdiction has direct control to influence their reduction (though Scope 3 emissions can
be voluntarily included for informational purposes). Community -wide inventories often include
Scope 1 and 2 emissions as well, but also include some sources that would be considered
Scope 3 at the municipal level, such as emissions from community -wide transportation and
process emissions from landfills wastewater treatment plants or other large regional facilities.
See Appendix B for more information on the sources of emissions included within each of the
CAP'S baseline inventories.
Energy / Facilities
In general, energy emissions are generated through the combustion of fossil fuels to generate
electricity or directly provide power (e.g., natural gas combustion for water heating). The energy
sector includes the use of electricity and natural gas in residential, commercial, industrial, and
government land uses within the legal boundaries of Cupertino. Although emissions associated
with electricity production are likely to occur in a different jurisdiction, the emissions are
considered to be measured at the point of use and not the point of generation (this is called
"Scope 2" or indirect emissions). Consumers are thus considered accountable for the
generation of those emissions. Electricity -related GHG emissions are considered indirect
emissions because they are generated as a
result of activities occurring within the
jurisdiction, but occur in different geographic
Market Nuciear
areas. For example, a Cupertino resident may purchases 22%
consume electricity within the city, but that
electricity may be generated in a different region Renewable
of the state. Direct emissions (i.e., Scope 1) are _ 22%
those where the consumption activity directly 44ind:0%
generates the emissions, such as natural gas 'Large
combustion for heating or cooling (when this
�iydro solar. 6%
7 °la ceWer M 5%
activity occurs on site).
PG&E provides electricity and natural gas to
Cupertino, and provided electricity and natural
gas consumption data to develop the baseline
inventories. PG&E provided all electricity and
natural gas consumption data in the form of
kilowatt-hours per year (kWh/yr) and therms per
year (therms/yr), respectively. Electricity -related
a96
Natural. Gas + Other Fosse smar r.OJro
28%
' 2013 deliwnerX 5t&lics are preliminary and suhjedtoan irrdeFenderr!
-
a m9 and verrka1Dm thaJ vd1 nd be aoasrpleted uetil Oaoter 1. 2914_
F*wes represent % or PG&E'stotal burd�-d retail saes. -
Source:
http://www.greentechmedia.com/content/images/articles/PGE
-2013-RE.ipg
City of Cupertino CAP I December 2014
GHG emissions are quantified using a utility -specific (e.g., PG&E) emission factor that accounts
for the utility's electricity production portfolio (e.g., the mix of coal, oil, wind, solar, and other
sources of electricity production) in the baseline year of the emissions inventory. Natural gas
GHG emissions are also quantified using a utility -specific natural gas emissions factor, though
this is less subject to variation than the electricity emissions factor.
Transportation / Vehicle Fleet
Community -wide transportation emissions come from vehicle trips that begin and/or end within
Cupertino's boundaries. Pass -through trips (for example, non -local drivers on Interstate 280) are
not included within the emissions inventory because the CAP measures would not affect those
emissions. This sector includes GHG exhaust emissions from both private vehicles and City -
owned vehicles. Unlike most of the other emissions sectors, where activity data is available to
more precisely calculate actual resource consumption (e.g., electricity used, wastewater
generated, solid waste disposed), the transportation sector relies upon travel models to estimate
vehicle use within a community. Travel models estimate the total vehicle miles traveled (VMT)
within a community, which are then combined with vehicle fuel emissions factors to estimate
transportation -related emissions.
,lr , - 4 n m rrve:neb3 W:.y
Inverness W�y o r
0
ko�.e.lead fid- = _ q - Homestead Rd H'omesread Rd---, r-E-Homestread Rd-----IiomesteadRd-1 [R^-
_ �. Keiser Perm nle 5nnia a
rl r Clara Medloal Center "' K
PMdleton Rre I , �
Sers.r F
J s,,,lP''fc Wy 'I i vni�Serra,Fw Jun r
ur n �-.1APPle
- Merrflt b °'
0Wt f Heaven Cemetery o - _ -• Valk. Fashion ParkIF
;�' Ago ent TeehrsoEogies i
Al.nv pr Val loop ®
Cupertino Stevens Creek Blvd St—S Ci eek Illr_ �pPr
Sr�'velln Greek Blvd
� I sPa
rrr � m �
° e De nza College m xodnne
Yoss Ave
W � C`g FilSorr Ave [
e �
l k 'r Pacifica Dr Fm
McClellan Rd
1�a o xtrw�n,n i
e0
Deep Cliff Oclf Course_
For this CAP, VMT data were acquired from the City's General Plan Amendment transportation
consultant to ensure that emissions forecasts in the CAP align with the City's estimated growth
resulting from build -out of its General Plan Amendment. This model provided VMT data
separated by trip origin and destination. The VMT associated with vehicle trips that would
originate or terminate within the city were attributed to the community -wide transportation
sector.
Municipal operations vehicle fleet emissions were calculated based on fuel consumption from
the City's own vehicle fleet. In this way, vehicle -related emissions in the municipal inventory are
based on actual empirical data, and are not modeled as in the community -wide inventory. The
lfj" GREENHOUSE GAS EMISSIONS AND TARGETS
City's vehicle fleet emissions only include those vehicles and fleet equipment that are owned
and operated by the City. As previously described, the City contracts with other agencies for the
provision of certain services, such as police and fire services, street sweeping, and waste
hauling. Therefore, emissions related to use of these vehicles are not included within
Cupertino's municipal operations inventory and forecasts.
Emission factors for this sector were obtained from the California Air Resources Board's (ARB)
vehicle emissions model, EMFAC2011. EMFAC2011 is a mobile source emission model for
California that provides vehicle emission factors by both county and vehicle class. Santa Clara
County -specific emission factors were used in this emissions inventory.
Off Road Equipment
Off -road equipment emissions can come from local construction and mining activities, operation
of lawn and garden equipment (e.g., lawn mowers, leaf blowers), and use of light
commercial/industrial equipment (e.g., backhoes, forklifts). Data for construction, mining, light
commercial, industrial, and lawn and gardening equipment can be obtained from ARB's
OFFROAD2007 model, which provides county -level emissions factors for off -road equipment.
OFFROAD2007 provides total off -road equipment emissions by county. Similar to the
transportation sector, these emissions are modeled and not based on specific activity data. This
emissions sector is also only presented in the community -wide inventory.
Solid Waste
The solid waste sector includes
emissions associated with solid
waste disposal. During the solid
waste decomposition process,
only organic (i.e., carbon -based)
materials release greenhouse
gas emissions. Carbon dioxide
(CO2) emissions are generated
under aerobic conditions (i.e., in
the presence of oxygen), such
as when composting. Methane
(CH4) and CO2 emissions are
generated under anaerobic
conditions (i.e., in the absence
of oxygen), as in many landfill
environments. Waste collection
and hauling activities also Source: http://epa.gov/climatechange/images/life-cycle-images/lifecycle.ipg
generate GHG exhaust
emissions. However, hauling -related emissions are assumed to be included within the
commercial vehicle transportation model and represented within the community -wide
City of Cupertino CAP I December 2014
transportation sector. As described above, the City does not own its own waste hauling
vehicles, and therefore, emissions associated with solid waste collection are not included within
the municipal operations inventory.
Solid waste generated within the city is primarily sent to the Newby Island Sanitary Landfill.
Annual tons of community -wide solid waste generated by land uses (i.e., residential and non-
residential) and waste categorization data were collected from CalRecycle's online database.
Data on municipally -generated waste was provided by the City. The first -order -decay method
was used to estimate methane landfill emissions in order to incorporate the time factor of the
solid waste degradation process, which can take decades to occur. In future inventories, the
City will review opportunities to connect to the EPA Waste Reduction Model (WARM) to more
effectively analyze the full lifecycle of its materials management efforts, including source
reduction, recycling, combustion, composting, and landfilling (see graphic on previous page).
This tool is currently utilized by the City through its award -winning Food Recovery Challenge
activities, and should be expanded to be considered within future greenhouse gas emissions
inventories, depending upon the prevailing industry practice in inventory methodology.
Wastewater
The wastewater sector includes emissions resulting from wastewater treatment processes and
from energy used to power wastewater treatment plants. The 2006 International Panel on
Climate Change (IPCC) Guidelines for National Greenhouse Gas Inventories is commonly used
to quantify CH4 and nitrous oxide (N20) emissions resulting from wastewater treatment
processes. Generation of both types of emissions depend on the amount of annual throughput
(i.e., volume of wastewater), as well as characteristics of the wastewater itself and treatment
plant management processes. Energy -related GHG emissions associated with wastewater
treatment facility operation are typically removed from this sector to avoid double counting with
the energy sector.
Potable Water / Water Services
The potable water and water services sectors include energy emissions associated with water
treatment, distribution, and conveyance. The California Energy Commission's water -energy
intensity studies are commonly used to calculate the amount of electricity required to provide
potable water. GHG emissions associated with potable water supply are then calculated using
statewide electricity intensity factors.
UNITS OF MEASUREMENT
Emissions inventories are commonly expressed in metric tons (or tonnes) of carbon dioxide
equivalent per year (MT CO2e/yr) to provide a standard measurement that incorporates the
varying global warming potentials (GWP) of different greenhouse gases. GWP describes how
much heat a greenhouse gas can trap in the atmosphere relative to carbon dioxide, which has a
GWP of 1. For example, methane has a GWP of 25, which means that 1 metric ton of methane
pla!!pWterGREENHOUSE GAS EMISSIONS AND TARGETS
will trap 25 times more heat than 1 metric ton of carbon dioxide, making it a more potent
greenhouse gas. Some gases used in industrial applications can have a GWP thousands of
times larger than that of COZ. See Table 2.1 for a sample of common greenhouse gases and
their global warming potential.
Table 2.1
Greenhouse Gases and Global Warming Potential
Common Name
Chemical Formula
Global Warming Potential (100-yr)
Carbon Dioxide
CO2
1
Methane
CH4
25
Nitrous Oxide
N20
298
Tetrafluoromethane (PFC-14)
CF4
7,390
Fluoroform (HFC-23)
CHF3
14,800
Sulfur Hexafluoride
SF6
22,800
Source: IPCC Fourth Assessment Report, Climate Change 2007vii
Baseline IIIVUrILUI� 201f
The purpose of a baseline inventory is to provide a snapshot of GHG emissions in a given year.
A baseline inventory allows the City to identify major sources of emissions within the community
or resulting from its own operations, and then develop meaningful reduction measures that
address the major emissions contributors. The City developed its baseline emissions inventories
for the 2010 operational year as part of a
regional climate action planning effort in 2013, 41 ,
which corresponds to Step 1 of the CAP InventoryEstablishJGHG Reduction
development process as described in Chapter(Emissionaw
1. 2010 represented the most current, full
years' worth of data available to participating f
Step 3:
jurisdictions when the regional CAP IF Develop a
Recognize
project began. Climate
Action Plan
Cupertino, as well as the other participating
jurisdictions, is located within the Bay Area Air
Quality Management District's (BAAQMD) Step 4.
Implement
Track
jurisdictional boundary. Therefore, the City's L" Progress Measures
inventory was calculated to be consistent with
BAAQMD's GHG Plan Level Quantification
Guidance. This approach allowed all of the jointly -prepared community -wide GHG inventories
and CAPs (i.e., Cupertino, Gilroy, Morgan Hill, and unincorporated Santa Clara County) to be
developed in a consistent manner.
City of Cupertino CAP I December 2014
The following sections separately present the community -wide and municipal operations
emissions inventories. These baseline inventories were prepared under a separate project
contract from the emissions forecasts and the CAP document itself, and therefore, certain
specifics of the baseline inventory methodology are unknown. However, the following section
describes how baseline inventories are typically prepared, and provides details related to
Cupertino's baseline inventory where known. See Appendix B for the emissions
inventory methodology.
COMMUNITY -WIDE 2010 BASELINE INVENTORY
Cupertino's community -wide baseline emissions inventory totals 307,288 MT CO2e/yr in 2010.
As shown in Figure 2.2, energy use is the largest contributor of GHG emissions in the city
(55%), with transportation emissions contributing the majority of the remainder (34%). Most
community -wide emissions inventories find that energy and transportation emissions account for
the overwhelming majority of total emissions. In Cupertino, the energy and transportation
sectors account for approximately 89% of total emissions, suggesting that local reduction efforts
should focus on these areas. Off -road sources provide 7% of the inventory, and solid waste
emissions provide another 2%. Potable water use and wastewater treatment are both small
contributors by comparison, making up the remaining 2% of the inventory. See Table 2.2 for the
total emissions from each sector.
Figure 2.2 — 2010 Community -wide Baseline Emissions by Sector
n w ni 9 rio/ n Ao/
K
Source: AECOM 2014
■ Energy
Transportation
■ Off -Road Sources
■ Solid Waste
■ Wastewater
■ Potable Water
GREENHOUSE GAS EMISSIONS AND TARGETS
Table 2.2
2010 Community -wide Emissions
Emission Sector
Emissions
(MT CO2elyr)
Communitywide Total
(%)
Energy
169,547
55.2%
Electricity Subtotal
85,452
27.8%
Residential
25,427
8.3%
Commercial
60,025
19.5%
Natural Gas Subtotal
84,095
27.4%
Residential
49,986
16.3%
Commercial
34,109
11.1 %
Transportation
104,112
33.9%
Off -Road Sources
22,390
7.3%
Solid Waste
5,403
1.8%
Wastewater
4,640
1.5%
Potable Water
1,197
0.4%
Total
307,288
100.0%
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
MUNICIPAL OPERATIONS 2010 BASELINE INVENTORY
The municipal operations baseline inventory shows that the City's actions generated a total of
1,775 metric tons of carbon dioxide equivalent emissions (MT CO2e) in 2010. As referenced
above, these emissions are a sub -sector of the community -wide inventory (i.e., the community -
wide inventory is inclusive of municipal operations emissions), and represent less than 1 % of
total community -wide emissions. As shown in Table 2.3 and Figure 2.3, emissions from the
Facilities sector were the largest contributor of emissions (70.4%), followed by the Vehicle Fleet
(23.9%) and Solid Waste (5.4%) sectors. Emissions from the Water Services sector are a small
contributor by comparison, making up only 0.4% of the baseline inventory. This sector includes
the energy used to operate the City's landscape irrigation system.
City of Cupertino CAP I December 2014
Emission Sector
Emissions
(MT CO2elyr)
City Total (%)
Facilities
1,249
70.4%
Building Energy
837
47.2%
Public Lighting
412
23.2%
Vehicle Fleet
424
23.9%
Solid Waste
95
5.4%
Water Services
7
0.4%
Total
1,775
100%
Source: AECOM 2013
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Figure 2.3 — 2010 Municipal Operations Baseline Emissions by Sector
23.9%
■ Facilities
Vehicle Fleet
■ Solid Waste
■ Water Services
70.4%
Source: AECOM 2014
GREENHOUSE GAS EMISSIONS AND TARGETS
As shown in Table 2.3 above, the Facilities sector includes emissions from building energy use
as well as public lighting. Within the Building Energy subsector, approximately 69% of emissions
come from electricity use (e.g., interior lighting, office equipment), while the remaining 31 % are
related to natural gas use (e.g., building heating, hot water heating). Building energy use
contributes 47% of total municipal
emissions. The Public Lighting Facilities Subsectors
subsector comprises electricity- 100%
related emissions from City -owned 80%
lighting sources, including traffic 60%
signals, streetlights, park lighting, 40%
and other outdoor lighting. Public 20%
lighting accounts for nearly one -
quarter of total municipal emissions 0%
as shown to the right
23%
Total Emissions Building Energy Public Lighting
Approximately 75% of City vehicle fleet emissions are generated by gasoline vehicles. The
Grounds Department uses the largest amount of gasoline (33%) while providing clean and safe
recreational areas, followed by the Streets Department (25%) during maintenance of
transportation infrastructure and signage. Diesel vehicles contribute the remaining 25% of City
fleet emissions. Trucks and equipment operated by the Streets Department, the Building
Department, and the Traffic Department generate almost all of these diesel emissions.
Solid Waste sector emissions come from municipally -generated waste that is sent to the landfill
where organic waste materials create methane gas during the decomposition process.
Examples of municipally -generated organic waste include food scraps; office paper, cardboard,
and other compostable paper products; and landscape trimmings that are disposed of in the
solid waste stream.
Water sector emissions include the electricity used to pump, treat, and convey water used in
City landscape irrigation.
Business -as -Usual (BAU) Emissions Forecasts (2020,
2035, and 2050)
The baseline inventories were used to forecast future community -wide and municipal operations
GHG emissions under a business -as -usual (BAU) scenario. Cupertino's GHG emissions were
forecast for the future years 2020, 2035, and 2050, assuming that historic trends describing
energy and water consumption, travel, and solid waste generation will remain the same in the
future, from a per -capita perspective. Therefore, emissions forecasts demonstrate what
emissions levels are likely to be under a scenario in which no statewide or local actions are
taken to curtail emissions growth.
City of Cupertino CAP I December 2014
BAU emission forecasts provide insight regarding the scale of reductions necessary to achieve
an emissions target before considering reductions likely to result from statewide actions (e.g.,
vehicle efficiency standards), inherent technological advancements (e.g., lighting technology), or
new voluntary or mandatory conservation efforts (e.g., landscape irrigation restrictions). The
BAU emission forecasts do not anticipate new sources of emissions or increased consumption
rates in existing sectors. For example, as use of personal electronics (e.g., smart phones,
tablets) increases, emissions from electricity plug -load may also increase. Therefore, the only
variable influencing the BAU forecasts is projected population and employment growth within
the City. The BAU forecasts used the best available population and employment growth
assumptions from the City's General Plan Amendment process, which was in progress at the
same time that the CAP was under development. The City's General Plan transportation
consultant provided future VMT activity levels using assumptions based on build -out of the
highest growth land use alternative under consideration for the General Plan Amendment.
The 2020 emissions forecast year aligns with the AB 32 target year. Similarly, the 2050 forecast
year aligns with the state's long-term target year, while the 2035 forecast year provides a mid-
point between 2020 and 2050. These forecasts were developed for planning purposes, and due
to the complexity of each emissions sector and the uncertainty of future population and
employment growth within the City, are subject to change. Therefore, as the 2020, 2035, and
2050 horizon years approach, the City will reevaluate its emissions projections to incorporate
additional data points from periodic emissions inventories and revised City growth estimates.
Regular emissions inventory updates will also help to assess progress towards the reduction
targets, allowing for revisions to CAP measures as necessary. Reduction measures described
in Chapters 3 and 4 are applied to BAU emissions forecast levels to determine if the City is on
track to achieve its targets. As with the baseline inventories, the following sections separately
present the community -wide and municipal operations emissions forecasts. See Appendix B for
details on the emission forecast methodology.
COMMUNITY -WIDE BUSINESS -AS -USUAL EMISSION FORECASTS
Figure 2.4 illustrates Cupertino's community -wide emissions forecasts by sector from 2010-
2050. As shown in the corresponding Table 2.4, community -wide emissions are forecast to
increase in future years under the business -as -usual scenario to approximately:
■ 355,610 MT CO2e/yr by 2020 (15.7% above the 2010 baseline),
■ 427,807 MT CO2e/yr by 2035 (39.2% above the 2010 baseline), and
■ 499,659 MT CO2e/yr by 2050 (62.6% above the 2010 baseline).
GREENHOUSE GAS EMISSIONS AND TARGETS
Figure 2.4 - Community -wide Emissions Forecasts by Sector - 2020, 2035, 2050
300,000
250,000
L
d
N
v 150,000
100,000
50,000
0
2010 2020 2035 2050
Source: AECOM 2014
Energy
Transportation
Off -Road Sources
Solid Waste
Wastewater
Potable Water
Table 2.4
Community -wide Business -as -Usual Emissions (2010 - 2050)
Emission Sector
2010 Emissions
(MT CO2elyr)
2020 Emissions
(MT CO2elyr)
2035 Emissions
(MT CO2elyr)
2050 Emissions
(MT CO2elyr)
Energy
169,547
195,535
234,518
273,500
Electricity Subtotal
85,452
100,062
121,977
143,894
Residential
25,427
27,239
29,958
32,677
Commercial
60,025
72,823
92,020
111,217
Natural Gas Subtotal
84,095
95,473
112,540
129,607
Residential
49,986
53,549
58,894
64,238
Commercial
34,109
41,924
53,647
65,369
Transportation
104,112
119,641
142,569
165,371
Off -Road Sources
22,390
27,519
35,214
42,909
Solid Waste
5,403
6,215
7,558
8,714
Wastewater
4,640
5,325
6,318
7,285
Potable Water
1,197
1,374
1,630
1,880
Total
307,288
355,610
427,807
499,659
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
City of Cupertino CAP i December 2014
MUNICIPAL OPERATIONS BUSINESS -AS -USUAL EMISSION FORECASTS
Figure 2.5 illustrates the BAU municipal operation emissions forecasts by sector for 2020, 2035,
and 2050. As shown in Table 2.5, municipal operations emissions are estimated to increase in
future years under the business -as -usual scenario based upon projected population and
employment growth within the city, to approximately:
■ 1,855 MT CO2e/year by 2020 (4.5% above the 2010 baseline),
■ 1,969 MT CO2e/year by 2035 (10.9% above the 2010 baseline), and
■ 2,076 MT CO2e/year by 2050 (17.0% above the 2010 baseline).
Figure 2.5 — Municipal Operations Emissions Forecasts by Sector — 2020, 2035, 2050
1,600
1,400
1,200
L 1,000
m
Facilities
O 800 Vehicle Fleet
Solid Waste
� 600
Water Services
400
200
0
2010 2020 2035 2050
Source: AECOM 2014
GREENHOUSE GAS EMISSIONS AND TARGETS
Table 2.5
Municipal Operations Business -as -Usual Emissions (2010 - 2050)
Emission Sector
2010 Emissions
(MT CO2elyr)
2020 Emissions
(MT CO2elyr)
2035 Emissions
(MT CO2elyr)
2050 Emissions
(MT CO2elyr)
Facilities
1,249
1,299
1,370
1,436
Building Energy
837
871
918
962
Public Lighting
412
428
452
473
Vehicle Fleet
424
449
486
521
Solid Waste
95
99
105
110
Water Services
7
7
8
9
Total
1,775
1,855
1,969
2,076
Source: AECOM 2013
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Emissions in each sector are projected to increase under the business -as -usual scenario
because the City's population and employment are anticipated to continue growing. As
described above, these BAU projections are based on estimated population and employment
growth within the City as envisioned in the General Plan Amendment, which would lead to
increased demand for government services, which leads to additional emissions resulting from
the provision of those services. However, emissions growth across the sectors is estimated to
occur at different rates based on the relationship between the types of government services
provided within each sector and population and employment growth. The emissions sector
growth forecasts are as follows:
■ Facilities: Emissions from the Facilities sector are projected to grow by 4% in 2020, by
10% in 2035, and by 15% in 2050. Energy use is a function of the number of City -owned
buildings/facilities and the number of City staff working in those buildings. It is assumed
that as the City's population and employment grows, additional municipal buildings and
supporting staff will be necessary to continue providing a high-level of quality
government services. The City already anticipates a modest increase in the number of
facilities operating to serve the community (i.e., construction of an Environmental
Education Center is underway, and the Civic Center Master Planning process may
propose additional buildings), along with increased staffing to offer support services for
its growing population (estimated to reach 71,300 residents by 2040 based on build -out
of the City's General Plan Amendment). The slower growth rate for this sector (relative to
Vehicle Fleet and Water sectors) is due to assumed efficiencies of scale that can be
realized for future service provision, such that existing City administrative and service
buildings and staff can accommodate some portion of future population growth.
■ Vehicle Fleet: Emissions from the Vehicle Fleet sector are projected to grow by 6% in
2020, by 15% in 2035, and by 23% in 2050. City departments are assumed to
experience varied demand for additional vehicles depending upon how closely their
provision of services is tied to population and employment growth. For example, the
City of Cupertino CAP I December 2014
Streets Department may not need additional vehicles unless new City streets are
developed as a result of population growth, whereas the Building Department may
require additional vehicles to inspect a higher number of residential and commercial
buildings resulting from denser future development.
■ Solid Waste: As with the Facilities sector, Solid Waste emissions are projected to grow
by 4% in 2020, by 10% in 2035, and by 15% in 2050. Emissions in this sector are closely
related to the growth in City staff from which the waste included in the municipal
operations inventory is generated. Therefore, the same growth estimates used in the
Facilities sector were assumed here as well.
■ Water: Emissions in this sector are estimated to grow at a rate closely correlated to
population and employment growth. This assumes that additional park space will be
provided to support a growing population, and that landscape irrigation would occur within
these new parks comparable to that of parks existing in the baseline year. Emissions from
this sector are estimated to increase by 10% in 2020, 25% in 2035, and 40% in 2050.
Adjusted Business -as -Usual Emissions (ABAU)
Forecasts (2020, 2035, and 2050)
As described in Chapter 1, the State of California has adopted and implemented numerous
policies and programs that will help to achieve the state's long-term emissions reduction target.
Adjusted business -as -usual (ABAU) forecasts consider the impact of this legislation to show
what a community's emissions will likely be if the state continues to make progress on
implementing its high-level actions. ABAU forecasts can be useful in identifying the remaining
reductions gap between a community's ABAU forecasts and its reduction targets. Local
measures can then be developed to fill any gaps to support target achievement.
COMMUNITY -WIDE EMISSIONS ADJUSTED BUSINESS -AS -USUAL FORECASTS
Most of Cupertino's anticipated community -wide emission reductions are estimated to come
from statewide actions. This CAP assumes that emissions within the energy and transportation
sectors will be reduced through the statewide efforts described in Chapter 1. This includes
regulations addressing the use of renewable energy sources, building energy efficiency, and
GHG emissions from passenger cars and trucks. When the impact of these statewide actions is
applied to Cupertino's BAU emissions forecast, the resulting ABAU emissions levels begin to
show the pathway towards achieving future reduction targets. These actions provide important
reductions that are applied toward Cupertino's community -wide emissions targets, reducing the
total amount of emissions to be addressed through local community actions.
This CAP also considers PG&E's future mix of electricity generation sources as planned through
2020, though this is not specifically a statewide action. In addition to its compliance with the
state's Renewable Portfolio Standard (RPS), PG&E also anticipates that the non-RPS compliant
portion of its portfolio will become cleaner as their use of natural gas increases and that of coal
�j; GREENHOUSE GAS EMISSIONS AND TARGETS
decreases. Natural gas releases less CO2 than coal when burned, which will result in reduced
carbon emissions from PG&E's electricity generation portfolio as this shift is implemented.
The City will monitor the effectiveness of state legislation to ensure that the anticipated level of
reductions is achieved locally, and to ensure
that all applicable statewide reductions are
included in future CAP updates. This CAP
considers locally -realized emissions
reductions from:
■ Renewable Portfolio Standard (RPS),
■ California 2013 Building Energy
Efficiency Standards,
■ AB 1109 — Lighting Efficiency
■ AB 1493 — Pavley I and 11,
■ EO-S-1-07 — Low Carbon Fuel
Standard, and
■ Vehicle Efficiency Regulations
Source:
http://extras.mnqinteractive.com/1ive/media/site568/201 3/1028/20131
028 climate-2.JPG
Including only these statewide initiatives towards the GHG reduction targets is considered a
conservative approach because the AB 32 Scoping Plan describes numerous other actions that
will likely result in statewide reductions (e.g., High Speed Rail, Million Solar Roofs program).
The actions included herein represent those for which a methodology is available to calculate
Cupertino's likely share of these reductions. Other actions will provide statewide benefits, but
cannot be accurately attributed to Cupertino at this time, and should be carefully tracked for
consideration during future year CAP updates
Table 2.6 summarizes the anticipated reductions associated with these statewide actions in
years 2020 and 2035. Based on these estimated reductions, Figure 2.6 shows the trajectory of
community -wide BAU and ABAU emissions forecasts from baseline year 2010 through 2035.
City of Cupertino CAP I December 2014
Table 2.6
2020 and 2035 Community -wide Emission Reductions from Statewide Actions
State or Federal Action
2020 Reduction
(MT CO2elyr)
2035 Reduction
(MT CO2elyr)
Renewable Portfolio Standard (33% by 2020) + PG&E De -carbonization
34,267
42,117
2013 California Building Energy Efficiency Standards
866
3,063
AB 1109 Lighting Efficiency
5,059
5,253
Pavley I and II and Low Carbon Fuel Standard
36,535
55,535
Vehicle Efficiency Regulations
3,534
4,217
Total
80,261
110,185
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Figure 2.6 — Community -wide ABAU Emissions Forecasts
450,000
400,000
L
350,000
am
N
O
V
300,000
250,000
200,000
2010 2020 2035
BAU Emissions ABAU Emissions
As shown in Figure 2.6, statewide actions set Cupertino's emissions on a downward trajectory
by 2020, but begin to trend upward after that. At the time of CAP preparation, ARB only
provided statewide reductions estimates through horizon year 2020, though it is likely that
additional statewide action will be taken to further reduce emissions in order to achieve the
state's 2050 reduction target. While the precise impact of future statewide actions is currently
unknown, it could be assumed that they will continue to provide the same level of reduction
impact at the community -wide level for local CAP planning purposes. That is, if statewide
actions are estimated to provide approximately 85% of reductions needed for local target
achievement by 2020 (as is the case in Cupertino), then it could be assumed that statewide
actions would provide a comparable proportion of reductions needed in future target years as
ChapterGREENHOUSE GAS EMISSIONS AND TARGETS
well. Based on that assumption, Table 2.7 shows what statewide actions would achieve in
Cupertino in 2035 and 2050 if their level of impact in 2020 is maintained. This table does not
attempt to estimate the distribution of statewide reductions among the currently known
statewide actions, but instead presents total statewide reduction estimates based on the
community -wide BAU forecasts and reduction targets presented in Chapter 1. Figure 2.7
illustrates how these statewide reductions compare to the community -wide BAU forecasts. It will
be important for the City to monitor future state -level planning efforts related to these statewide
actions and others described in the Scoping Plan to determine with more certainty what role
state actions will play in target achievement and what the remaining role for local action will be.
Table 2.7
Alternative Emissions Reduction Estimates from Statewide Actions
2010
2020
2035
2050
BAU Emissions
307,288
355,610
427,807
499,659
Reduction Target
15% below
2010
49% below
2010
83% below
2010
-
261,195
156,717
52,239
Reductions Needed
-
94,415
271,090
447,420
Reductions from Statewide Actions
-
80,261
230,427
380,307
Contribution of Statewide Actions to Target
-
85%
85%
85%
Source: AECOM 2014
Figure 2.7 — Revised Community -wide ABAU Forecasts
500,000
400,000
L
d
N
0 300,000
t-
100,000
0
2010
2020 2035
BAU Emissions ABAU Emissions
2050
City of Cupertino CAP I December 2014
MUNICIPAL OPERATIONS ADJUSTED BUSINESS -AS -USUAL EMISSION FORECASTS
Within the municipal operations ABAU forecasts developed for the CAP, it is assumed that
Facilities and Water sector emissions will be reduced through implementation of the Renewable
Portfolio Standard (RPS). As previously described, the standard effectively requires electrical
utilities to reduce the carbon intensity of their electricity by obtaining 33% of their generation
portfolio from renewable sources by 2020.
This statewide action will help reduce municipal operations emissions and contribute toward
achievement of the City's emissions targets. The City will monitor the effectiveness of this
legislation to ensure that the anticipated level of reductions is achieved locally, and to ensure
that all applicable statewide reductions are included, should additional actions be developed
that would apply to the CAP. Unlike the community -wide ABAU forecasts described above, the
municipal operations forecasts do not apply reductions from statewide actions related to vehicle
emissions, such as Assembly Bill 1493 (Pavley I and II), Executive Order S-1-07 (Low Carbon
Fuel Standard), or other vehicle efficiency regulations. These actions were purposefully
excluded to avoid double counting between the state's actions and the City's initiatives to
reduce emissions from its fleet (as described in Chapter 4).
Table 2.8 identifies municipal operations ABAU forecast emissions for 2020, 2035, and 2050 by
subtracting the estimated reductions associated with implementation of the state's RPS. It is
possible that the state may increase the requirements associated with the RPS, which would
result in greater emissions reductions. However, at the time of CAP preparation, compliance
with the standard only required a 33% renewable electricity portfolio by 2020. The calculations
in Table 2.8 assume that the standard is achieved by 2020 and is not exceeded (i.e., remains at
33%) in the 2035 and 2050 target years. Therefore, municipal operations emissions are
estimated to decrease by 2020 under the adjusted business -as -usual scenario as a result of the
RPS, and then begin to increase again through 2050 to approximately:
■ 1,490 MT CO2e/year by 2020 (16.1 % below the 2010 baseline),
■ 1,584 MT CO2e/year by 2035 (10.8% below the 2010 baseline), and
■ 1,672 MT CO2e/year by 2050 (5.8% below the 2010 baseline).
See Figure 2.8 for a graph of the City's BAU and ABAU emissions forecasts.
GREENHOUSE GAS EMISSIONS AND TARGETS
Table 2.8
Municipal Operations Adjusted Business -as -Usual Emissions (2010 - 2050)
Emission Sector
2010 Emissions
(MT CO2elyr)
2020 Emissions
(MT CO2elyr)
2035 Emissions
(MT CO2elyr)
2050 Emissions
(MT CO2elyr)
Facilities
1,249
1,299
1,370
1,436
Building Energy
837
871
918
962
Public Lighting
412
428
452
473
Vehicle Fleet
424
449
486
521
Solid Waste
95
99
105
110
Water Services
7
7
8
9
BAU Total
1,775
1,855
1,969
2,076
Statewide Reductions
Renewable Portfolio
Standard
-
(365)
(385)
(404)
ABAU Total
1,775
1,490
1,584
1,672
% below 2010 Levels
-
16.1%
10.8%
5.8%
Source: AECOM 2013
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Figure 2.8 — Municipal Operations ABAU Emissions Forecasts
2,200
2,100
2,000
1,900
i
0
1,800
t-
1,700
1,600
1,500
1,400 '
2010 2020 2035 2050
— — BAU Emissions ABAU Emissions
City of Cupertino CAP I December 2014
GHG Emission Reduction Targets
The first and most essential step in the design of any plan is defining the goal(s) of that plan. As
previously described, the second step in the
CAP development process is to establish a
GHG emissions reduction target. The CAP's
singular goal is to reduce emissions, and the GHG Reduction
reduction target serves as an aspirational Emissions
metric that will focus City strategies to
achieve future emissions reductions. The
target is designed to support statewide
emissions reduction efforts, and allow use of
recently enacted CEQA streamlining
benefits. Establishing a clear and attainable
target can motivate staff and community
members, help drive long-term strategies,
and elevate transparency and accountability
to achieve the objectives of this CAP.
Step 6: Step 3:
ReDevelop a
cognize
Achievement Climate
Action Plan
Step 5:
Monitor and Step 4:
Track Implement
Progress Measures
MASS EMISSIONS AND EFFICIENCY THRESHOLDS
In general, an emissions reduction target can be expressed as either mass emissions
reductions or efficiency thresholds. Mass emissions targets establish an absolute emissions
level to be achieved by a target year, such as 100,000 MT CO2e/yr by 2020. Typically, mass
emissions targets are expressed as a percent below the emissions level of some baseline year,
such as 80% below 1990 levels by 2050 (i.e., as outlined in Governor Schwarzenegger's
Executive Order S-3-05). Alternatively, efficiency thresholds set a target level of emissions per
population or per service population (i.e., population plus local jobs), such as 6.6 MT
CO2e/SP/yr (i.e., as used in Cupertino's 2014 General Plan Amendment). Efficiency thresholds
demonstrate a city's ability to grow population and employment, while emissions shrink on a per
unit basis; in effect, a city could be growing more efficiently from an emissions standpoint. In this
case, total emissions within a city may increase while still achieving an efficiency target, as long
as service population is growing faster than emissions. Both types of targets are useful to
consider when selecting an appropriate emissions reduction target for a community.
It is anticipated that the Governor's Office of Planning and Research will provide future guidance
regarding preparation of plans for the reduction of GHG emissions. This guidance may identify
mass emissions reduction targets as preferable to the use of efficiency metrics at the
community -wide planning level to ensure that each jurisdiction in California makes progress
towards actual mass emissions reductions. However, at the time of this CAP's preparation there
was no state -level guidance requiring local governments to adopt specific reduction targets.
Similarly, the Bay Area Air Quality Management District is currently in the process of developing
regional emissions reduction targets, which can serve as guidance for local climate action
�j; GREENHOUSE GAS EMISSIONS AND TARGETS
planning in the future. At the time of this CAP's preparation, BAAQMD had not developed this
guidance on how to select appropriate local reduction targets for jurisdictions using a baseline
year of 2009 or later. For purposes of this CAP, the City selected mass emissions targets as
described below.
TARGET SETTING CONSIDERATIONS
The City considered a range of GHG emission reduction targets during plan preparation. In
making its target selection, the City weighed numerous factors, such as:
■ existing California climate change legislation, direction from ARB, and guidance from
California's Air Districts;
■ general understanding of the probable range of GHG reduction opportunities from
various types of local and statewide measures;
■ range of targets and goals set by other area jurisdictions who have completed or begun
preparation of CAPs; and
■ feasibility of achieving different GHG targets.
State Legislation and Guidance
The underlying purpose of AB 32 is to take state action that will result in an absolute reduction
in the atmospheric level of carbon dioxide and other greenhouse gases, which contribute to the
impacts commonly associated with climate change. Therefore, the state has set mass
emissions reduction targets at the statewide level.
As described in Chapter 1, Executive Order S-3-05 identified California's vulnerability to the
impacts of GHG emissions. The Executive Order established a long-range GHG reduction
target of 80% below 1990 levels by 2050. Subsequently, AB 32, the California Global Warming
Solutions Act of 2006 was signed, requiring California to reduce statewide GHG emissions to
1990 levels by 2020.
AB 32 also directed ARB to develop and implement regulations that reduce statewide GHG
emissions. ARB approved The Climate Change Scoping Plan (Scoping Plan) in December
2008, which outlines the state's plan to achieve the GHG reductions required in AB 32. The
Scoping Plan does not define the specific role local governments, like the City of Cupertino, will
play to contribute toward meeting the state's GHG reduction goals, but does identify cities and
counties as "essential partners" within the overall statewide effort.
As such, many cities and counties began to asses local GHG contributions and develop
community -focused Climate Action Plans. However, many local governments do not have
access to sufficient historical data to prepare a 1990 baseline emissions inventory, which would
allow local governments to establish reduction targets that exactly mimic the state's own targets.
In the 2008 Scoping Plan, ARB "encourages local governments to adopt a reduction goal for
municipal operations emissions and move toward establishing similar goals for community
City of Cupertino CAP I December 2014
emissions that parallel the state's commitment to reduce greenhouse gas emissions by
approximately 15 percent from current levels by 2020.
Based on this language, many community -wide CAPs have selected a reduction target of 15%
below baseline levels by 2020 to parallel the state's target. Some CAPs also establish a longer -
term target to show a trajectory towards the state's 2050 goal of 80% below 1990 levels.
California Environmental Quality Act
As described in Chapter 1, the City of Cupertino intends to
use a provision of CEQA that allows communities that have
adopted a "... local plan for the reduction or mitigation of
GHG emissions" (pursuant to SB 97 and state CEQA
Guidelines Section 15183.5) to not require individual,
project -level greenhouse gas analysis in CEQA documents
for projects that are consistent with the City's CAP. The
CAP meets the framework set forth in the CEQA
Guidelines so that the City can rely on the GHG analysis
and application of GHG reduction measures in the CAP to
satisfy the requirements of CEQA. As part of the
implementation process, the City will establish the means
by which it will determine consistency of future proposed
projects (development projects, plans, and other actions
subject to CEQA review) with the CAP. State CEQA
Guidelines Section 15183.5 establishes the criteria that
a GHG reduction plan, such as
Cupertino's CAP, should meet in order to provide for streamlining of future development
projects consistent with the plan. In general, such plans should:
■ Quantify GHG emissions within a defined area,
■ Establish a level where GHG emissions are not cumulatively considerable,
■ Identify emissions from activities covered by the plan,
■ Specify measures to achieve the emissions reduction goal,
■ Monitor progress and amend if necessary, and
■ Be adopted in a public process following environmental review.
Section 15183.5(b)(1)(B) specifically requires that a GHG reduction target must "Establish a level,
below which the contribution to [GHG] emissions from activities covered by the plan would not
be cumulatively considerable." To comply with this provision within the guidelines, a reduction
target must be based on substantial evidence.
GREENHOUSE GAS EMISSIONS AND TARGETS
Air Quality Management District Guidance
Several Air Districts and state agencies, including the Bay Area Air Quality Management District
(BAAQMD) and ARB, have established the required substantial evidence associated with
recommended community -wide emissions reduction targets as described above per the
California Environmental Quality Act.
As previously mentioned, the 2008 Scoping Plan presents substantial evidence recommending
local agencies seek to reduce community -wide emissions by 15% below current emission levels
by 2020. In 2010, BAAQMD also adopted CEQA Air Quality Guidelines that presented
substantial evidence for three community -wide emissions reduction targets: 1) 1990 levels by
2020, 2) 15% below current (2008 or earlier) levels by 2020, or 3) use of an efficiency threshold
of 6.6 MT CO2e/yr per service population (i.e., residents plus employees) by 2020. This efficiency
threshold is intended to be used only in the context of general or community -wide plans, not
individual development projects.
However, BAAQMD's June 2010 adopted thresholds of significance were challenged in a
lawsuit, and the Alameda County Superior Court issued a judgment finding in 2012 that the Air
District had failed to comply with CEQA when it adopted the thresholds. The court found that the
adoption of the thresholds constituted a "project" under CEQA and ordered the Air District to
examine whether the thresholds would have a significant impact on the environment under
CEQA before recommending their use. The court issued a writ of mandate ordering the Air
District to set aside the thresholds and cease dissemination of them until the Air District had
complied with CEQA. In view of the trial court's order, which remains in place pending final
resolution of the case, the Air District is no longer recommending that the thresholds be used as
a generally applicable measure of a project's significant air quality impacts.
However, the court did not determine whether the thresholds are or are not based on substantial
evidence and thus valid on the merits. Therefore, cities could continue to rely on the substantial
evidence based on statewide data and analysis relative to AB 32 that underlies the June 2010
BAAQMD thresholds when making an independent determination of significance of plan -level
GHG impacts pursuant to state CEQA Guidelines Section 15064.7(c).
In addition, BAAQMD has not yet revised its community -wide emissions reduction target
guidance to reflect baseline inventories prepared after 2008. It is increasingly common for
jurisdictions to prepare a baseline inventory using the most recent set of annual data available;
baseline years of 2009 through 2012 are not uncommon among more recent CAP development
projects. However, BAAQMD's original target -setting guidance only identified targets up to a
2008 baseline year. As baseline years progress, cities have more time to implement emissions -
reducing measures on their own, such as locally -adopted green building ordinances, local
retrofit promotion programs, city-wide streetlight retrofits, or other actions that would serve to
reduce community -wide emissions. BAAQMD is in the process of updating its target -setting
guidance, and is expected to consider locally -implemented emissions reduction activity that may
have occurred since the state's climate change legislation was adopted, as well as the impacts,
if any, that the economic recession had upon Bay Area communities' emissions growth.
City of Cupertino CAP I December 2014
CUPERTINO'S EMISSIONS REDUCTION TARGETS
As described above, BAAQMD has provided guidance on selecting appropriate community -wide
emissions targets for jurisdictions with baseline years of 2005-2008. However, Cupertino
prepared its baseline inventories using the most current data available at the time of CAP
preparation, which resulted in selection of a 2010 baseline year. Since BAAQMD's previous
guidance suggested that a 15% reduction below a 2005-2008 baseline year could approximate
a return to 1990 levels, it could be assumed that later baseline years would need to reduce
emissions by a greater amount to similarly return to 1990 levels, as shown in Figure 2.9.
Figure 2.9 — Reduction Targets based on Baseline Year
12,500
12,000
11,500
11,000
10,500
10,000
9,500
9,000
8,500
8,000
2005
I
22.7% below 2010
15.0% below 2005
2010
— — BAU Emissions Target
2020
BAAQMD's current guidance was based on ARB's 2007 statewide inventory and forecasts for
the 2020 horizon year. Table 2.9 presents this original statewide information expressed as
million metric tons of CO2e. ARB used a baseline year created from the average emissions
inventories for 2002-2004, and also provided a 2020 target year emissions forecast. The 2005-
2010 BAU emissions values presented here were interpolated based on ARB's baseline year
and forecast estimate assuming straight line growth between these two points. The bottom row
shows what reduction target below each baseline year would be required to achieve a return to
1990 levels. As shown, a 2008 baseline year would require a target of nearly 15%, while a 2010
baseline year would require a target of 17% to approximate a return to 1990 levels.
GREENHOUSE GAS EMISSIONS AND TARGETS
Table 2.9
2007 Statewide Emissions Inventory, Forecasts, and Reduction Targets
2002-2004
1990
Average
2005
2006
2007
2008
2009
2010
2020
Statewide BAU Emissions
(MMT CO2e)
427'
469'
477
485
493
501
509
517
596'
Target Needed to Achieve
1990 Levels
0.0%
9.0%
10.5%
11.9%
13.4%
14.7%
16.1 %
17.3%
28.4%
Source: AECOM 2014
Note: MMT CO2e = million metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
From ARB's Climate Change Scoping Plan, December 2008, pages 12-13
However, since BAAQMD provided its original guidance, ARB has updated the statewide
inventory and 2020 forecasts to account for the economic recession that began in 2008.
Table 2.10 presents this updated information using a 2008 baseline year. As shown, the 2020
emissions forecasts have been revised lower than those originally estimated in 2007. As a
result, reduction targets to approximate a return to 1990 levels are also lower. Under this
revised scenario, a 2008 baseline would only need to reduce emissions by 10% to return to
1990 levels, while a 2010 baseline would need reductions of approximately 12%.
Table 2.10
2010 Statewide Emissions Inventory, Forecasts, and Reduction Targets
1990
2008
2010
2020
Statewide BAU Emissions
(MMT CO2e)
4271
4752
487
5453
% below Baseline to Reach 1990 Levels
0.0%
10.1%
12.3%
21.7%
Source: AECOM 2014
Note: MMT CO2e = million metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
From ARB's Climate Change Scoping Plan, December 2008, pages 12
2 From ARB's Greenhouse Gas Inventory — 2020 Emissions Forecast:
http://www.arb.ca.gov/cc/inventory/data/tables/2020 qhq emissions forecast 2010-10-28.pdf
s From ARB's Greenhouse Gas Inventory — 2020 Emissions Forecast: http://www.arb.ca.gov/cc/inventory/data/forecast.htm;
includes 2020 forecast value (i.e., 507 MMT CO2e/yr) plus 38 MMT CO2e/yr representing reductions anticipated from Pavley I
and RPS, for a total 2020 BAU inventory of 545 MMT CO2e/yr
In light of more current guidance from OPR or BAAQMD at the time of document preparation,
Cupertino has selected a reduction target of 15% below 2010 baseline levels by 2020 as a
proxy for a return to 1990 levels. This target falls squarely between those shown in Tables 2.9
and 2.10 for 2010 baseline years, and serves to demonstrate the City's commitment to
supporting the state's emissions reduction goals by exceeding the reduction target associated
with the revised statewide inventory (i.e., 12.3%). During future CAP updates, more refined
targets may be available for incorporation into the plan, but at this time the selected target
represents the best available data to allow local governments to approximate a return to 1990
levels. This 2020 target was also extrapolated to 2050 to determine what level of reductions the
City would need to achieve 80% below 1990 levels, per the state's long-term target. The City
City of Cupertino CAP I December 2014
also developed an additional 2035 target to serve as a mid -point check -in between the 2020
and 2050 horizon years.
Based on these target -setting considerations, Cupertino has established the following GHG
emissions reduction targets for 2020, 2035, and 2050:
■ 2020: 15% below 2010 emissions levels (approximates a return to 1990 levels)
■ 2035: 49% below 2010 emissions levels (provides a mid -point target)
■ 2050: 83% below 2010 emissions levels (approximates 80% below 1990 levels).
These targets will allow the City to demonstrate contributions toward statewide absolute
emissions reductions, and will provide opportunities for future CEQA streamlining benefits
based on the substantial evidence supporting these metrics found in the Scoping Plan and
BAAQMD's June 2010 thresholds of significance. These targets are also consistent with those
selected by the other participating jurisdictions in the CAP development process, which further
supports the regional collaboration established during plan development. The 2020 target is
directly related to the previously described guidance from ARB and BAAQMD, whereas the
2035 target represents consistency with a linear trajectory towards the state's long-term target
of 80% below 1990 levels by 2050.
Tables 2.11 and 2.12 summarize the emissions reduction targets, contributions from statewide
actions, and the remaining emissions reduction gaps to be addressed through implementation
of local actions at the community -wide and municipal operations levels, respectively. As shown
in Table 2.11, the community would face an emissions reduction gap of approximately 14,000
MT COZe/yr in 2020 after considering the likely impact of statewide actions. Similar reductions
gaps are shown for 2035 and 2050 as well. Additional reductions will likely need to be provided
through development and implementation of local CAP measures, as described in Chapter 3.
Table 2.11
Community -wide 2020 and 2035 Emissions Reduction Targets
2010
(MT CO2e/yr)
2020
(MT CO2elyr)
2035
(MT CO2e/yr)
2050
(MT CO2e/yr)
BAU Emissions Inventory and Forecasts
307,288
355,610
427,807
499,659
Reduction Target
_
15% below
2010 levels
49% below
2010 levels
83% below
2010 levels
261,195
156,717
52,239
Reductions Needed to Achieve Target
-
94,415
271,090
447,420
Assumed Statewide Reductions
-
-80,261
-230,427
-380,307
Local Action Reductions Needed to
Achieve Target
-
14,154
40,663
67,113
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Per Table 2.7 alternative statewide reduction estimates
GREENHOUSE GAS EMISSIONS AND TARGETS
.ja
As shown in Table 2.12, Cupertino is projected to achieve its 2020 municipal operations target
without need for additional local action. Emissions reductions estimated from statewide actions
would exceed the City's reduction target for that year. However, as municipal operations
emissions increase through 2035 and 2050, a reductions gap is projected to develop, which can
be addressed through implementation of the reduction strategies described in Chapter 4.
2010
2020
2035
2050
(MT CO2elyr)
(MT CO2elyr)
(MT CO2elyr)
(MT CO2elyr)
BAU Emissions Inventory and Forecasts
1,775
1,855
1,969
2,076
Reduction Target
15% below
49% below
83% below
_
2010levels
2010levels
2010levels
1,509
905
302
Reductions Needed to Achieve Target
-
346
1,064
1,774
Assumed Statewide Reductions'
-
-365
-385
-404
Local Action Reductions Needed to
-
0
679
1,370
Achieve Target
Source: AECOM 2014
Note: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
Per Table 2.7
City of Cupertino CAP I December 2014
'HU HALL
r
I�l1�lll�ll�1►�1�\'e►��l I�l�:���1�[M�[•l►�■1�117!�.'i�l:��:
K
This chapter presents the goals, measures, and actions that the City and community
members could implement to reduce greenhouse gas emissions to achieve the community -
wide targets. The chapter provides a description of the CAP measure development process, a
summary of the emission reductions anticipated from implementation of each proposed
measure, a discussion regarding estimated achievement of the community's 2020 emissions
reduction target, and recommendations for putting Cupertino on a pathway toward reaching
its 2035 and 2050 targets. The remainder of the chapter provides detailed descriptions of the
individual measures and implementation actions.
Measure Development
The measures presented within this chapter were developed by considering best management
practices in local emissions reduction from jurisdictions throughout the United States and
abroad. The project team first considered a comprehensive list of available strategies, and
identified those which Cupertino has already implemented. From this much smaller list of
potential strategies not yet pursued locally, City staff preliminarily identified new strategies that
might be successful options for the community to consider. The City then hosted two community
workshops and two focus group meetings to gather public input on these potential options. The
workshops presented the City's emissions inventory and forecasts, estimated emissions
reduction potential from the proposed measures, and their relationship to the City's proposed
reduction targets. Following these workshops and focus group meetings, the project team
presented similar information to the Planning Commission and City Council at study sessions
open to the public. The project team also conveyed public comments collected to date at these
study sessions to help inform additional comments provided by the Planning Commission and
City Council. The CAP's final list of reduction measures was developed based on this collection
of input from the community, City staff, and elected officials. Figure 3.1 illustrates the process
used to refine the community -wide measures into the final version presented in the CAP.
Figure 3.1 — Community -wide Measure Development Process
Hosted Focus Group
Meetings
Held Planning
Commission / City
Council Study
Sessions
• City of Cupertino CAP I November 2014
Reduction Strategies
The community -wide reduction measures are organized topically into strategy areas. Each
strategy area comprises an overarching goal, a collection of reduction measures related to a
certain topic, and action steps to guide implementation of each measure. The measures
identified in this chapter affect issues within the City's direct influence, and were selected to
influence emissions reductions within the community (as opposed to emphasizing other
potential co -benefits). As described in Chapter 1, this document focuses on achievement of the
City's emissions reductions goals. Strategies related to the general principles of sustainability
that do not directly reduce GHG emissions were excluded from this document (such as,
reducing plastic bag waste), though they may contribute to the City's quality of life and overall
environmental well-being and will remain under the implementation purview of the Sustainability
Division.
The measures presented here were developed by (a) evaluating existing community conditions,
(b) identifying emission reduction opportunities within the community, (c) reviewing best
practices from other jurisdictions, (d) incorporating state and regional laws, guidelines, and
recommendations, and (e) engaging community members to gather additional ideas and
comments, and generate support to lead implementation of the CAP.
COMMUNITY -WIDE REDUCTION MEASURES
Cupertino's emissions reduction measures are organized into the
following five goals:
GOAL 1 — REDUCE ENERGY USE:
Increase energy efficiency in existing buildings and increase
use of renewable energy community -wide.
GOAL 2 — ENCOURAGE ALTERNATIVE
TRANSPORTATION:
Support transit, carpooling, walking, and bicycling as viable
transportation modes to decrease the number of single -
occupancy vehicle trips within the community.
GOAL 3 — CONSERVE WATER:
Promote the efficient use and conservation of water in
buildings and landscapes.
noGOAL 4 — REDUCE SOLID WASTE -
Strengthen waste reduction efforts through recycling and
organics collection and reduced consumption of materials that
otherwise end up in landfills.
GOAL 5 — EXPAND GREEN INFRASTRUCTURE:
Enhance the City's existing urban forest on public and private
Z7 lands.
• • City of Cupertino CAP I December 2014
COMMUNITY -WIDE REDUCTION MEASURES
Within the framework of the five goals, this chapter presents 20 community -wide reduction
measures. The majority of measures are focused on the Energy and Transportation & Land Use
strategies because, as was shown in Chapter 2, these represent the greatest emissions sources
in the community and therefore provide the best opportunities for deep emissions reductions as
well. Figure 3.2 illustrates the interlocking community -wide reduction goals and their
corresponding measures. The "C" in the measure numbers indicates it is a community -wide
measure (as opposed to "M" for municipal operations as is used in Chapter 4), while the next
letter(s) identifies with which goal the measure is associated.
Figure 3.2 — Reduction Goals and Measures
GOALS
Goal
Encourage
Alternative
Transportation
Goal 4
Reduce Solid
Waste
Goal 5
Pvnnnrl r%rnnn
MEASURES
COMMUNITY -WIDE REDUCTION MEASURES
67
Summary of Reductions
Table 3.1 presents an overview of the 20 community -wide reduction measures that are
presented in greater detail later in this chapter. It lists the measure numbers, titles, and
estimated 2020 and 2035 reduction potential, organized according to their overarching goals. It
also shows the total estimated reductions from implementation of the CAP, including statewide
reductions, community -wide measures, and municipal operations measures. At the bottom of
the table, these reduction totals are compared to reductions needed to achieve the 2020 and
2035 targets. As shown, this CAP estimates that the City will achieve its 2020 community -wide
reduction target with a 15.4% reduction below 2010 levels. It also estimates that implementation
of this CAP will set the City on a course towards its 2035 target. Further discussion of near -term
target achievement and additional actions to assist in long-term target achievement are
presented at the end of this chapter. As a reminder, emissions reductions are not directly
associated with "Supporting Measures" (or cannot be accurately quantified at this time), as
outlined in the CAP's Executive Summary. However, these supporting measures still play an
important role in the implementation of other measures and achievement of the City's reduction
targets, which is why they are included in this CAP and tables below.
Table 3.1
Community -wide Measures and Quantified
Reductions
Reduction Goals and Measures
2020 2035
(MT CO2elyear) (MT CO2elyear)
REDUCE ENERGY USE
C-E-1
Energy Use Data and Analysis
400 850
C-E-2
Retrofit Financing
8,150 10,525
C-E-3
Homes & Commercial Building Retrofit Outreach
Supporting Measure
C-E-4
Energy Assurance & Resiliency Plan
Supporting Measure
C-E-5
Community -wide Solar Photovoltaic Development
1,575 4,400
C-E-6
Community -wide Solar Hot Water Development
0 925
C-E-7
Community Choice Energy Option
Supporting Measure'
Energy Subtotal
10,125 16,700
ENCOURAGE ALTERNATIVE TRANSPORTATION
C-T-1
Bicycle & Pedestrian Environment Enhancements
Supporting Measure
C-T-2
Bikeshare
Supporting Measure
C-T-3
Transportation Demand Management
925 2,375
C-T-4
Transit Route Expansion
Supporting Measure
C-T-5
Transit Priority
Supporting Measure
C-T-6
Transit -Oriented Development
Supporting Measure
C-T-7
Communitywide Alternative Fuel Vehicles
2,850 10,225
Transportation Subtotal
3,775 12,600
• City of Cupertino CAP I December 2014
Table 3.1
Community -wide Measures and Quantified Reductions
Reduction Goals and Measures 2020 2035
(MT CO2elyear) (MT CO2elyear)
CONSERVE WATER
C-W-1 SB-7X-7
C-W-2 Recvcled Water Irrigation Proqram
325 375
Supporting Measure
Water Subtotal 325 375
REDUCE SOLID WASTE
C-SW-1 Zero Waste Goal Supporting Measure
C-SW-2 Food Scrap and Compostable Paper Diversion 150 750
C-SW-3 Construction & Demolition Waste Diversion Program 125 550
Solid Waste Subtotal
275
1,300
EXPAND GREEN INFRASTRUCTURE
C-G-1 Urban Forest Program
200
725
Green Infrastructure Subtotal
200
725
MONITOR PROGRESS TOWARD LONG-TERM TARGETS
C-2035-1 Long -Term Target Monitoring
Supporting Measure
STATEWIDE REDUCTIONS
Renewable Portfolio Standard
34,267
-
2013 California Building Energy Efficiency Standards
866
-
AB 1109 — Lighting Efficiency
5,059
-
Pavley I and II and Low Carbon Fuel Standard
36,535
-
Vehicle Efficiency Regulations
3,534
-
Statewide Reductions Subtotal
80,261
230,427'
Community -wide Measures Subtotal
14,700
31,700
Municipal Operations Measures Subtotal
7003
1,2003
TOTAL REDUCTIONS 95,661 263,327
Reduction Target 15% below baseline 49% below baseline
Reductions Needed 94,415 271,090
stimated Reduction Level below 2010 Baselin o 0
Source: AECOM 2014
Notes: MT CO2e = metric tons of carbon dioxide equivalent; column sums may not match total shown due to rounding
See discussion titled Progress towards 2035 Target at end of Chapter 3 for a description of why emissions reductions from this
measure are not included in this table
2 See Chapter 2, Table 2.7 for a discussion of calculating future reductions from statewide actions
3 Interpolated from municipal operations reduction estimates for 2020 and 2050, as shown in Table 4.6
COMMUNITY -WIDE REDUCTION MEASURES •'
Reduction Measure Structure
As described above, this chapter is organized according to the five reduction strategy areas:
energy, transportation and land use, water, solid waste, and green infrastructure. These
strategies represent the primary avenues by which to reduce community -wide GHG emissions
in Cupertino. Each strategy area section begins with an introduction to its reduction goal and the
overarching concepts that tie that particular strategy to GHG emission generation and potential
reductions. This overview is followed by the specific measures and actions that will translate the
City's vision into on -the -ground implementation.
REDUCTION MEASURES
Measures define the programs, policies, and projects that the City will undertake to accomplish
its GHG emission reduction goals. Each measure includes information related to GHG reduction
potential, measure co -benefits, and a description of past and future City actions within this area.
An implementation table is also provided at the end of each measure to quickly identify the next
steps for action. These tables include action steps, the current status of measure
implementation, departmental responsibility, implementation timelines, and progress indicators.
Figure 3.3 illustrates how each piece of information is presented throughout the chapter.
Measure Title
Each measure begins with a color -coded title bar that relates to the underlying strategy area
(e.g., Energy, Solid Waste). The title bar contains the measure number and title, which are used
as references in summary tables throughout the CAP.
Measure
The measure is a one or two sentence statement about the action to be taken. The statements
expand upon the concept indicated in the measure title, but are not as detailed as the
action steps presented later.
GHG Reduction Potential
The estimated annual emissions reduction potential of each quantifiable measure is provided for
2020 and 2035 in MT CO2e/yr. Measures identified as "Supporting Measures" contribute to
GHG reductions and are an important component of this CAP, but currently lack a methodology
to quantify their individual emissions reduction potential. In the case of Transportation Strategy
measures, many of the "Supporting Measures" do provide emissions reductions, which have
already been embodied in the CAP through the incorporation of the General Plan Amendment
VMT data used to prepare the emissions forecasts, as described in Chapter 2.
City of Cupertino CAP I December 2014
Figure 3.3 — Reduction Measure Infographic
MEASURE TITLE --a MEASUREC-E-1 ENERGY USE DATAANDANALYSISA
MEASURE
Increase resident and building ownedtenantloperator knowledge
about how, when, and where building energy is used.
GHG REDUCTION
2020GHG Reduction Potential: MTCO
2035 GHG Reduction Potential: 850 MT CO elyr
POTENTIAL
Fill
aN
[mpw'ng e W eifiriency and management In a .b.g building can pmvltle lire immetllam be . of reduced
CO -BENEFITS
asbns and baibingcp—b-1 savings through u[d.yact savirgs, and potentially prondw bnger_mrm
mainlerrance [oat aaving�Atltlhiorralty, aevancee amlytic energy managemlaN sV_ have lnue q'i
become more auphsliceled end oher another tool to achieve deep cost-effective energy say.ga. &riltl.rg
eficiency and conaervetion improvements also..P e'nisW.afi of addf-1 rerwwable energy syakems, since
!base sy.tana mvltl be.iz accommodate me bwer balding energy daneada.
IMPLEMENTATION
TABLE
ACTIONS —
PROGRESS
INDICATORS
Analryng buildmg-.pectic energy use dam wn help to identify operationm.npro—.toppwmn afaulty
mecha .i systems, dl rig fadlftiea managers or building operators b mom cI.dy conhal operating cosh.
l-he ativanree energy efficiency analytic. proreas uses deity and hourly bolding energy meter data, weatirer
dam, GIS mapping, end aM., iMq to determbe how a building uses energy. This type of d.m analysis allows
far remote building audits fits[ can often identify low- a no -cost opera[ 1 improvements leadhg b greater
buldmg elhciency. PG&E act numerous thud ,ty service povidcrs offer advanced anatytiw services threugh
software subscriptions or tllmct montiorirg_ Bnike Pm fimral manual maker reading, advanced maker
mhasbrmbre (AMI), caammly refermtl m as S dMebm, allows two-way mmmumration between the WPHy
comparry aId the meter. When conbined wiN advanced metering analytiw software !hat wgahees and analyzes
meter dam, me carte# and value of the datah ampIOW. Heating a more p..c . energy management tool.
As of damary 13, At 3, PG&E cuammem can obmin usage information in real time by whet y ronnecfing m
their.mad meters bmugh PG&E'. Home and Business A.M. NeWM*ng (HAN) program. The HAN pogram
P d. dm benefits of advanced energy analytic. b re.identi
work with PG&E in derebping h. HAN.npbmenfation pmgra m mcrease pogrom PmticiPatian w m M.
community. The City vlll M. PMer with otlier jurletlktions, P E. and thhd IV a k. gmvideram increase
a.eafad.anced.-My.nalyhw.rlage-ml.nd. alDEPARTMENT
MEASURE
BACKGROUND
INFORMATION
Action
Status
Res hnsibil'
Timetine
atiorl d
YyMk wMs PG&Em mclihle a99esave A arietwat(HAM (HAN)
PG&E'sHmre am u..raa.ar�wagran
O
5u�inabiM Giriabn01
willm omerona
PaMer wirh PG61; WlsrSaia Claa Caur.. fowl
govenrmerlh, B.nlyaly.e q g—.1rs, and law
6 hraia.ae.mwmbliah ladeg regional adwmcod nreEnirg
O
Suminability C�ebn
and eralydwikkwIai�arr program Nroonnadel arW
reaitlatfial buik6ga
CMebaa[e with dla:r5ada Clan Carly bw goacnrtnerls
matluvebp adeaclr pogram tfMt mnnwniales bone rRa d
c
sa�inabim Gidabn
rig adyanred aaiytiwmlmpave er.agyeffdawy a,d
reearE cagy bib
Pm ress Indicafars Year
2.2W,WCkM11r aaretl-asauras iEl%of anrestlerNel aquaelmtegeb 2nlgb Y.c yea (.e., 1.27
n;ilina.gff) yaredpaeBmad.a narralni®f>ograr,
2ff20
TE,h kVAtyr saved-affiurws tb%ofaingle fanilyrrife fi e_I-W MCC Fanesl arA nMtib•rily un�
{le_, 3W) paticiPam n adrametl analytira Program
4,4W,1pC kWhrfyr cared-asaunw 2h%of anre®derAal agree 1,,hW m W10 baeFe yea (c, 25
million sglt)patidpaiea in sera Aanay[iw pcgran 2�
2.DW.MC kWhrlyr.area-a.sin+wa 25%of Bird. tartly r Ce-. 3,M harem sat 1G'%olm!-fariy
...s (i e_, 6M) PaNcipete m arNawee aretyhw pmgmm
STATUS
RESPONSIBILTY
IMPLEMENTATION
TIMELINE
COMMUNITY -WIDE REDUCTION MEASURES
Co -Benefits
Co -benefits describe the various additional outcomes that could occur as a result of measure
implementation, beyond emissions reductions. Co -benefit icons are used to illustrate these
overlapping outcomes. Figure 3.4 shows the co -benefits and their corresponding icons used
throughout this chapter, though this list is no way comprehensive of all possible co -benefits.
Figure 3.4 - CAP Measure Co -Benefits
Improves air quality j Increases natural habitat
Reduces energy use Reduces heat island effect
M�� Promotes regional smart
growth Improves public health
Reduces traffic congestion Creates local jobs
Reduces water use; Reduces waste;
Extends community water
Extends landfill lifespan
supply
Improves water quality; Provides long-term savings to
Reduces storm water run-off
residents, businesses, and local
governments
Improves local energy 1P
independence Raises community awareness
Conserves natural resources CHI Reduces landfill methane
Regional Implementation
Opportunities
Measure Background Information
The measure background section provides information about the specifics of a measure,
including descriptions of various technologies or financing mechanisms. This section also
provides information on currently available rebates and other financial incentives related to the
measure, and describes any actions the City has taken to date towards implementation of that
measure. Additionally, some descriptions provide guidance that will be used in program
implementation, such as components of the outreach plan and which segments of the
community should be targeted for inclusion.
City of Cupertino CAP I December 2014
Actions, Status, and Department Responsibility
Actions identify specific steps that the City will take to implement each measure. The status
column indicates whether an action is an existing City priority or a new item proposed by the
CAP. Measure status is indicated with the icons shown below:
Existing City Actions Proposed New Actions
The implementation table also identifies responsible departments that would be best positioned
to lead or provide input for implementation of certain tasks.
Implementation Timeline
The timeline column in the implementation tables indicates when each implementation step
should occur based on the following four timeframes:
On -going items are actions the City already performs or programs the City already
offers that should be continued in the future.
Near -term items are those that should be pursued immediately, within a 1-2 year
0 timeframe following CAP adoption.
Medium -term items will help to achieve the 2020 reduction target, and should be
pursued within 3-5 years following CAP adoption.
Long-term items will help provide broader measure implementation, but are not
0 critical to immediate success; these items include actions that can be started now
and will take 5+ years to complete, or can be actions that do not require
implementation consideration for at least 5 years.
Progress Indicators
Progress indicators describe the specific action that is being quantified to estimate the reduction
potential. These indicators enable City staff, the City Council, and the public to track
implementation and monitor overall CAP progress. Progress indicators are provided for both
2020 and 2035, and are specifically described when possible (e.g., 500 single family homes will
install a solar hot water heater). Progress indicators are not provided for supporting measures,
which do not have quantifiable emissions reductions.
now-
• COMMUNITY -WIDE REDUCTION MEASURES
Goal 1 — Reduce Energy Use
Increase energy efficiency in existing
homes and buildings and increase use of
renewable energy community -wide.
City of Cupertino CAP I December 2014
The consumption of electricity for
appliances, lighting, and cooling, and
combustion of natural gas for heating,
cooking, and other processes within
residential, commercial, and industrial
buildings generated more than half of
Cupertino's community -wide GHG
emissions in 2010 (see pie chart).
These emissions can be reduced by
improving energy efficiency in new and
existing buildings and increasing the
amount of electricity and heat
generated from renewable energy
sources.
2010 Baseline Emissions
1-1
55%
■ Energy
Transportation
Off -Road Sources
Solid Waste
Wastewater
Potable Water
In Cupertino, approximately 68%'X of the housing stock was built before California's energy
code, Title 24 Part 6, was first adopted in 1978. Consequently, this building stock offers
considerable opportunity for cost-effective energy efficiency retrofits to decrease the use of both
electricity and natural gas. The City plans to achieve building energy efficiency improvements in
both existing and new buildings through a combination of community outreach and education,
continuation of existing programs, and regulations.
The Pacific Gas and Electric Company
(PG&E) is Cupertino's energy utility,
providing both natural gas and electricity
for residential, commercial, industrial, and
municipal uses. PG&E provides electricity
generated at hydroelectric, nuclear,
renewable, natural gas, and coal facilities.
As of 2012, Renewable Portfolio
Standard -compliant renewable energy
facilities and contracts provided 19% of
the electricity delivered to customers.X As
PG&E continues to comply with the
provisions of the RPS mandate, it will
expand its renewable electricity portfolio,
making additional GHG-free electricity
available to customers in Cupertino.
Source: Amazon News
The City will encourage community -wide installation of rooftop solar photovoltaic (PV) and solar
hot water systems to increase the portion of Cupertino's energy portfolio provided from
renewable sources, including opportunities for solar PV installations on municipal buildings
and facilities.
• - COMMUNITY -WIDE REDUCTION MEASURES
The total GHG emission reduction potential of the Energy Strategy is 12,150 MT CO2e/yr in
2020 and 16,700 MT CO2e/yr in 2035. This represents approximately 75.0% percent of total
2020 reductions anticipated from local CAP measure implementation.
MEASURE C-E-1 ENERGY USE DATA AND ANALYSIS
Increase resident and building owner/tenant/operator knowledge about how, when, and
where building energy is used.
2020 GHG Reduction Potential: 400 MT CO2e/yr
2035 GHG Reduction Potential: 850 MT CO2e/yr
ED 92 4D
Improving energy efficiency and management in existing buildings can provide the immediate
benefits of reduced emissions and building operational savings through utility cost savings, and
potentially provides longer -term maintenance cost savings. Additionally, advanced analytic
energy management systems have increasingly become more sophisticated and offer another
tool to achieve deep cost-effective energy savings. Building efficiency and conservation
improvements also support installation of additional renewable energy systems, since these
systems could be sized to accommodate the lower building energy demands.
Analyzing building -specific energy use data can help to identify operational improvement
opportunities or faulty mechanical systems, allowing facilities managers or building operators to
more closely control operating costs. The advanced energy efficiency analytics process uses
daily and hourly building energy meter data, weather data, GIS mapping, and other inputs to
determine how a building uses energy. This type of data analysis allows for remote building
audits that can often identify low- or no -cost operational improvements leading to greater
building efficiency. PG&E and numerous third -party service providers offer advanced analytics
services through software subscriptions or direct monitoring. Unlike traditional manual meter
reading, advanced meter infrastructure (AMI), commonly referred to as Smart Meters, allows
two-way communication between the utility company and the meter. When combined with
advanced metering analytics software that organizes and analyzes meter data, the context and
value of the data is amplified, creating a more proactive energy management tool.
As of January 13, 2013, PG&E customers can obtain usage information in real time by
wirelessly connecting to their smart meters through PG&E's Home and Business Area
Networking (HAN) program. The HAN program provides the benefits of advanced energy
analytics to residential and small-business customers. The City will work with PG&E in
developing its HAN implementation program to increase program participation within the
City of Cupertino CAP I December 2014
community. The City will also partner with other jurisdictions, PG&E, and third -party service
providers to increase use of advanced energy analytics in large commercial and
industrial buildings.
Tracking community -wide energy use savings can be challenging when energy data is
aggregated at the zip -code or block level. The City will work with residents and businesses
during implementation of this measure to identify strategies for sharing energy use data in a way
that illustrates success stories and local energy -saving potential, while still protecting end -users
privacy. As with most of the measures in the CAP, the City and community members will need
to partner together and leverage information and resources to fully implement the strategies
described in this plan.
Home and Business Area
Network Pilot Program
Get in-depth information about
your energy usage and costs.
Source: pge.com
Action
Status
Responsibility
Timeline
Work with PG&E to facilitate aggressive implementation of
A PG&E's Home and Business Area Network (HAN) program
O
Sustainability Division
0
within Cupertino
Partner with PG&E, other Santa Clara County local
governments, third -party service providers, and local
B businesses to establish leading regional advanced metering
O
Sustainability Division
0
and analytics implementation program for commercial and
residential buildings
Collaborate with other Santa Clara County local governments
C to develop outreach program that communicates benefits of
O
Sustainability Division
0
using advanced analytics to improve energy efficiency and
reduce energy bills
Progress Indicators Year
2,200,000 kWhr/yr saved — assumes 10% of nonresidential square footage in 2010 baseline year
(i.e., 1.27 million sqft) participates in advanced analytics program; 2020
775,000 kWhr/yr saved — assumes 10% of single family units (i.e., 1,500 homes) and 5% of multi -family units
(i.e., 300) participate in advanced analytics program
4,400,000 kWhr/yr saved — assumes 20% of nonresidential square footage in 2010 baseline year
(i.e., 2.5 million sqft) participates in advanced analytics program 2035
2,000,000 kWhr/yr saved — assumes 25% of single family units (i.e., 3,750 homes) and 10% of multi -family
units (i.e., 600) participate in advanced analytics program
COMMUNITY -WIDE REDUCTION MEASURES
MEASURE C-E-2 RETROFIT FINANCING
Promote existing and support development of new private financing options for home
and commercial building retrofits and renewable energy development.
2020 GHG Reduction Potential: 8,150 MT CO2e/yr
2035 GHG Reduction Potential: 10,525 MT CO2e/yr
0
4
Energy efficiency improvements to residential and nonresidential structures can reduce both
energy bills and GHG emissions. Many residences (approximately 65 percentx') in Cupertino are
owner —occupied, and thus the financial savings of home energy efficiency retrofits are in the
long-term economic interest of the homeowner. As such, the City will emphasize voluntary
participation in energy efficiency retrofit programs, in lieu of mandatory programs, as guided by
feedback collected during the City's CAP community outreach efforts.
Financing typically represents the primary barrier to broad implementation of building retrofits.
Inadequate financing options or lack of awareness to existing financing and rebate options can
prevent property owners from making energy- and water -conservation improvements.
Distribution of information on available programs as well as leveraging programs through
partnerships with utility companies, non-profit organizations, and other funding providers can
lead to greater community -wide implementation of efficiency retrofits. The City currently
provides energy conservation resources on its website such as tools to manage energy use,
conservation information, and energy efficient product rebates and tax credits. The website also
includes information on the City's GreenQHome and GreenBiz programs which provide free
energy audits and an energy- and water -saving direct -install program to homeowners and
businesses, respectively.
As part of its efforts to encourage voluntary building retrofits, the City will enhance its website by
linking to information on existing energy efficiency rebates and other financial incentives,
including PG&E programs for residents and businesses, PACE financing districts, and energy
service companies. The website could also contain local case studies of residents and
businesses that have completed cost-effective energy efficiency improvements. The City will
also promote resources such as California Flex Alert, the Department of Energy's (DOE)
Weatherization Assistance Program for low-income households, and PG&E's SmartEnergy
Analyzer TM program, all of which link residential property owners to educational and financial
resources. The City will also finalize it's in -progress Financing Energy Efficiency Guide for
Businesses, developed as part of the City's Silicon Valley Energy Watch grant to expand the
City of Cupertino CAP I December 2014
GreenBiz suite of services, which is also priortizing the creation of a program -level Property
Manager Guide.
PG&E and Energy Upgrade California
Many of PG&E's building retrofit programs are offered through Energy Upgrade California,
which provides educational materials and an online platform that provides access to incentives,
technical assistance, and qualified contractors. Typical rebates and incentives available to
Santa Clara County residents through Energy Upgrade California include PG&E's Basic and
Advanced Retrofit Packages; pool pumps and motor rebates; efficient water heaters/blankets;
heating, ventilation, and air conditioning (HVAC) upgrades; furnace upgrades; and wall
insulation installation. In addition, PG&E is working to a fulfill Goal 2.2 of the CPUC Long -Term
Energy Efficiency Strategic Plan, which states, "By 2020, 100 percent of eligible and willing
customers will have received all cost-effective Low Income Energy Efficiency measures." PG&E
also offers an on -bill financing program that provides low -interest loans to non-residential
customers for qualified energy efficiency improvements.
Based on data provided by PG&E, participation in PG&E home and building retrofit programs
since the 2010 baseline year has provided significant electricity and natural gas savings.
Residential programs have resulted in electricity savings totaling nearly 3.8 million kWh/yr and
natural gas savings of approximately 12,600 therms/yr. Commercial programs have created
annual electricity savings of more than 19 million kWh, and natural gas savings of more than
620,000 therms/yr.X" Together these PG&E programs provide emission reductions that
contribute approximately 7% of the 2020 target. The City will work with PG&E to identify the
• COMMUNITY -WIDE REDUCTION MEASURES '
most successful programs to continue their promotion in outreach campaigns, as well as identify
less successful programs that would benefit from additional local marketing and promotion.
Property Assessed Clean Energy Districts
Property assessed clean energy (PACE) finance programs provide another source of retrofit
and renewable energy development financing. PACE programs were first enabled through AB
811 legislation. This bill allows land -secured loans for homeowners and businesses who install
energy efficiency projects and clean -energy generation systems. Senate Bill 555 reinforced
implementation opportunities for PACE programs by expanding the scope of activities allowed
within a community facilities district, as defined by the Mello -Roos Community Facilities Act of
1982. A PACE program permits property owners within participating districts to finance the
installation of energy- and water -efficiency improvements in their home or business through a
lien against their property that is repaid through their property tax bill. If the property is sold,
payment responsibility transfers to the new owners, allowing building owners to avoid up -front
installation costs while at the same time requiring little or no investment of local government
general funds. In some instances, the new lender may require repayment of the existing lien, in
which case the remaining PACE loan is repaid from the proceeds of the property sale.
Cupertino is a participating member of the CaliforniaFIRST (PACE) program, which allows
funding for commercial, industrial, non-profit owned, and multi -family residential projects.
CaliforniaFIRST is in the process of expanding this program to provide financing options to
smaller (i.e., less than 5 units) residential buildings as well. The City will continue its
participation in the CaliforniaFIRST program, and will continue its efforts to work with other
regional governments to establish a county -wide PACE program available to residential property
owners. The City will also work with PACE program administrators and the local realtor
community to develop and share informational materials regarding the availability of this
financing mechanism within the community.
Energy Service Companies
Another retrofit financing option is through energy performance contracting (EPC). EPC
provides customers with a comprehensive set of energy efficiency and renewable energy
generation measures. Energy service companies (ESCOs) often use EPC to provide energy -
efficiency -related services in which the ESCO guarantees a level of energy savings (or energy
generation, in the case of renewable energy programs), and assumes some performance risk
during the project's economic life. ESCOs typically provide building energy audits, improvement
recommendations, financing and installation, and performance monitoring. This model removes
the barrier of up -front capital investments to encourage additional building retrofits.
The City can support use of ESCOs and EPC by developing a market aggregation program that
identifies interested commercial and industrial property owners and assembles them into a
market of sufficient scale. To City will also work with local mortgage lenders to reduce or
remove limitations that would prevent use of EPC in commercial properties.
City of Cupertino CAP I December 2014
Action
Status Responsibility Timeline
Property Assessed Clean Energy
Continue to participate in California FIRST to make PACE
A financing available to commercial, industrial, multi -family
© Sustainability Division
residential (5+ units), and non -profit -owned buildings
Continue to participate in effort with other Santa Clara County
local governments to establish countywide PACE financing
B district available for residential property owners (could also
© Sustainability Division
provide another source of commercial financing to compliment
California FIRST program)
Work with PACE financing providers to educate local Realtor
C and contractor community about PACE offerings, process, and
O Sustainability Division
benefits to increase participation
Finalize GreenBiz Financing Guide and create residential -
focused guide and companion website to direct interested
D parties to utility, public agency, and local lending institution
O Sustainability Division i
resources to advance energy efficiency and water
conservation measures
Energy Service Company Promotion
Develop business energy performance contracting market
aggregation program that identifies interested commercial and
D industrial properties and aggregates them into markets of
O Sustainability Division
4L
sufficient scale to attract energy service companies (ESCOs)
or energy service agreement (ESA) providers
Work with local commercial banks to reduce mortgage lender
E limitations on external financing that limit use of ESCO and
O Sustainability Division
0
ESA contracts
Progress Indicators
Year
750 single-family houses install a comprehensive retrofit package;
450 single-family houses install a basic retrofit package;
300 multi -family units receive a comprehensive retrofit package;
2020
175 multi -family units receive a basic retrofit package;
875,000 square feet of nonresidential space installs a comprehensive retrofit package
1,500 single-family houses install a comprehensive retrofit package;
1,500 single-family houses install a basic retrofit package;
600 multi -family units receive a comprehensive retrofit package;
2035
600 multi -family units receive a basic retrofit package;
1,900,000 square feet of nonresidential space installs a comprehensive
retrofit package
COMMUNITY -WIDE REDUCTION MEASURES
MEASURE C-E-3 HOME & COMMERCIAL BUILDING RETROFIT OUTREACH
Develop aggressive outreach program to drive voluntary participation in energy- and
water -efficiency retrofits.
Supporting Measure — Reductions included with Measure E-2
ED 0 63 0 (D
In addition to its outreach activities related to building retrofit financing described in Measure C-
E-2, the City will also partner with the local realtor community on a targeted building owner
outreach campaign. During the measure development phase, several building retrofit
regulations were considered for inclusion in the CAP, most of which would have been triggered
at a building's point -of -sale. These considerations included residential and commercial energy
conservation ordinances (RECO/CECO), commercial lighting retrofit requirements, building
energy rating requirements, and a building retro-commissioning requirement. However, these
regulations were ultimately removed from further development and consideration due to the
City's ability to achieve its near -term (i.e., 2020) target without pursuing additional regulations
and the likely minimal reduction potential of these regulations due to the City's low building
turnover rates. Based on input from the local Realtor community, Cupertino historically has low
turnover of residential properties (estimated to be around 3% of total residential units each
year), which would make development of mandatory point -of -sale retrofit programs infeasible as
a primary emissions reduction strategy because they would apply to so few buildings each year.
Instead, the City will focus on encouraging voluntary building retrofits through collaboration with
the City's Housing Division and local Realtors who will have first contact with the City's new
residents to achieve its 2020 goals.
First, the City will prioritize access to energy efficiency and water conservation programs to
those economically disadvantaged residents who can benefit the most. In addition to the City's
260 current Below Market Rate (BMR) units, the City's Regional Housing Needs Allocation -
consistent Housing Element projects the addition of 794 new affordable homes to support
extremely low, low, and moderate income community members by 2022. As such, the City's
Sustainability Division is discussing opportunities to partner with the Housing Division to develop
a program that would connect this population to available financial tools (e.g., California
Alternative Rates for Energy (CARE), Family Electric Rate Assistance (FERA), Energy Savings
Assistance Programs) and services that can help reduce household energy use, lower monthly
utility bills, and also improve occupant comfort and indoor air quality. To achieve 2020 CAP
objectives, staff will prioritize this partnership to improve the energy efficiency of approximately
1,000 affordable homes, including attic insulation, weather stripping, minor housing repairs, and
related energy conservation measures.
City of Cupertino CAP I December 2014
Next, the City will work with the local Realtor community to develop and implement an energy
efficiency outreach campaign that targets new residents and businesses. Through this
partnership, the City can provide new property owners with information on the benefits of cost-
effective building retrofits, direct them to the financial and contractor resources previously
described (i.e. Energy Upgrade California, Green@Home, HAN), and share case studies of
successful retrofits to similar buildings in the community. The City can also continue to partner
with the Cupertino Chamber of Commerce to welcome new businesses with similar types of
information (i.e., GreenBiz) or launch a geographic -focused campaign targeting businesses
located within the "Heart of the City", the forthcoming Main Street project, or a future Business
Improvement District. This approach will be deployed as part of the City's current Green
Business Challenge, run in partnership with ICLEI, and lessons learned should be applied to
future commercial facility energy and water audit, benchmarking, and financing efforts.
The City will also continue to partner with its Community Development Department, Planning
and Building Divisions, to review opportunities to connect with existing home and building
owners pursuing retrofit projects. Using the City's updated Community Development software,
staff will also track projects that trigger the Green Building Ordinance, CalGreen, or Water
Efficient Landscaping Ordinance to gather energy and water conservation data metrics that will
inform future CAP -updates. Based upon this information, staff will revisit the effectiveness of its
voluntary and incentive -based approach to achieving greenhouse gas emissions reduction
goals and reconsider the efficacy of mandatory requirements (i.e. conservation ordinances,
lighting retrofit requirements, building benchmarking or rating requirements, etc.) as part of
future scheduled CAP reports to Council and the community.
This CAP assumes that a voluntary market- and incentive -based approach to energy
conservation will be successful at helping the community to achieve its emissions reduction
targets. As part of regular inventory updates and CAP revisions, if the City finds that it is falling
short of its targets, building -oriented regulations could be considered to increase energy
efficiency improvements within the City's existing building stock. As previously mentioned, these
types of regulations were considered during the CAP development process, but were omitted in
favor of voluntary market -driven approaches instead based on comments collected during the
CAP's outreach activities. See Appendix A for a summary of public comments received during
CAP preparation.
Action Status Responsibility Timeline
A Partner with Housing Division to design a low- to moderate- O Sustainability Division
income targeted energy and water conservation pilot program 0
COMMUNITY -WIDE REDUCTION MEASURES
Partner with local realtor community to develop and implement
a building owner outreach campaign that targets new building
B owners to provide information on available building energy
O Sustainability Division
0
efficiency audit and retrofit programs, as well as locally -
available financing options (including PACE financing)
Identify ways to streamline permitting process for large non-
C residential retrofit programs; consider developing checklists,
Sustainability Division
4L
guides and/or a City liaison role in Building Department to
assist projects through the permitting process
During CAP implementation monitoring and updates,
determine if voluntary, incentive -based approach to existing
building retrofits is achieving desired results regarding energy
conservation; if implementation metrics in Measure C-E-2 are
not being met, first identify additional outreach strategies or
incentives that could increase voluntary participation based on
focus group discussions with local contractors, Realtors,
D business owners, and community leaders; if additional
Sustainability Division
4L
outreach/incentives still fail to produce necessary results,
engage community members again regarding potential building
regulations that could increase energy savings; benefits from
adding new building regulations should first be analyzed with
regards to current state building regulations, opportunities to
increase reductions from other CAP measures, and
cost/benefit analysis or potential new regulations
MEASURE C-E-4 ENERGY ASSURANCE & RESILIENCY PLAN
Develop a long-term community -wide energy conservation plan that considers future
opportunities to influence building energy efficiency through additional or enhanced
building regulations.
Supporting Measure — Not Quantified
4
To ensure the security of future energy supplies in light of estimated climate change impacts,
the City will develop a long-term energy assurance & resiliency plan to guide widespread energy
conservation within the community, following the CaLEAP model (see caleap.org). As part of
this strategic plan, the City will evaluate the success of locally implemented programs designed
to conserve energy, and determine if additional progress can be made. Based on the most
current statewide energy conservation legislation at the time of strategic plan preparation, the
City will research successful case studies of additional energy conservation programs or
regulations from other cities and states. The City will give preference for further consideration to
those programs that have shown to be successful at reducing energy use, and are voluntary,
incentive -based programs, before considering development of additional energy -related City
regulations. The City will work closely with the local Realtor community during strategic plan
�84
City of Cupertino CAP I December 2014
preparation, particularly as related to the research of energy -conserving regulations used in
other jurisdictions.
Action
Status Responsibility
Timeline
Develop overarching energy plan for community that considers
A energy sources and their reliability with regards to estimated
O Sustainability Division
"
1
'!
climate change impacts
Based on most current Statewide legislation (e.g., CalGreen
code) and successful case studies in other cities, research
B additional opportunities for feasible building retrofit regulations
O Sustainability Division
that generate long-term energy savings in existing building
stock
Consider emissions reduction potential from additional
4q
regulations in context of other available emissions reduction
C strategies and give preference to voluntary, incentive -based
Sustainability Division
programs that allow City to achieve its emissions reduction
targets
Work closely with local realtor community to identify barriers to
44
D implementation and develop strategies to reduce potential
O Sustainability Division
burden on building sellers and real estate transaction process
MEASURE C-E-5 COMMUNITY -WIDE SOLAR PHOTOVOLTAIC DEVELOPMENT
Encourage voluntary community -wide solar photovoltaic development through
regulatory barrier reduction and public outreach campaigns.
2020 GHG Reduction Potential: 3,600 MT CO2e/yr
2035 GHG Reduction Potential: 4,400 MT CO2e/yr
Distributed renewable energy systems generate clean, renewable electricity on site, where the
energy will be used. Increasing the use of distributed renewable energy systems (e.g., rooftop
solar, ground -source heat pumps, solar water heaters) prevents the combustion of fossil fuels to
generate electricity, thereby reducing GHG emissions.
Solar photovoltaic (PV) systems generate electrical power by converting solar radiation into
direct current electricity. Residential, commercial, and industrial rooftops all provide
opportunities for PV installations. Currently, the City's website provides information on the City's
Solar Roadmap, developed through the U.S. Department of Energy SunShot Program, and the
• COMMUNITY -WIDE REDUCTION MEASURES
California Solar Initiative. Cupertino also offers a heavily subsidized permit fee for residents
pursing solar installations on new or existing homes, and the application process can be
completed on-line. Other programs available to Cupertino residents and businesses that
encourage PV installation include Green@Home Cupertino, GreenBiz Cupertino, and Energy
Upgrade California. The PACE financing districts described in Measure C-E-2 also includes
renewable energy systems within their finance options.
According to utility grid interconnection data provided by PG&E, Cupertino installed nearly
1.7 megawatts (MW) of residential PV capacity since the 2010 baseline year. An additional
3.8 Mw of PV capacity was installed on commercial properties during the same time period.X
Additionally, the Apple Campus 2 project is expected to incorporate approximately 650,000
square feet of solar panels capable of generating 15,000,000 kilowatt hours per year (kWh/yr).X'V
The City has prepared several solar reports to study the viability of municipal buildings and
facilities to support solar PV installations. These site -scale solar PV systems could help to offset
building or facility -specific energy loads. Combined with energy -efficiency improvements (e.g.,
lighting retrofits, HVAC maintenance), PV installations could offset the entire electricity load of
certain buildings or facilities. Through its most recent solar feasibility study, the City has
explored the feasibility of five installation locations: City Hall, Community Hall, the library, the
corporation yard, and the parking lots around the Civic Center complex. The study considered
the existing electricity demand of these buildings compared to the potential PV electricity
generation that could be supported by each site. If all five sites are pursued, the City could
install approximately 500 kilowatts (kW) of PV capacity with a generation potential of nearly
820,000 kWh/yr.
While numerous barriers can prevent widespread adoption of solar PV technology, including
local regulations, up -front costs, and misinformation or lack of information; new opportunities for
financing and collaboration have emerged that reduce these barriers and encourage more
Californians to utilize solar energy.
Barriers to PV installation include homeowner's association covenants or design review that
prohibit or restrict solar panel installation, or zoning ordinances that restrict the types of districts
in which solar facilities are allowed. Other barriers are more subtle, such as height restrictions,
lot coverage limitations, or setback requirements that do not allow for the placement of solar
panels on existing rooftops or building sites. Screening requirements for rooftop equipment and
landscaping requirements that limit access to solar resources can also act as barriers. Each of
these barriers is being evaluated as part of the City's participation in the Department of Energy
American Solar Transformation Initiative Solar Roadmap process. This program helps local
governments, electric utilities and service providers implement global best practices at the local
level to make solar energy easier, faster and more cost effective (see: solarroadmap.com).
Solar Service Providers
As with building retrofit programs, financing is also critical to the success of the solar PV
program. Financing models, such as power purchase agreements (PPAs), can be used to offset
City of Cupertino CAP I December 2014
the initial capital cost. With Solar PPAs, solar service providers install PV systems which they
own and maintain, then sell the electricity generated back to the property owner at an
established rate. Solar PV rebates may also be available through the investor owned utility -
funded California Solar Initiative and its related programs, as well. In partnership with solar
service providers, the City can conduct outreach to advertise the availability of such financing
options. As part of this promotion work, the City should identify any remaining regulatory
barriers to widespread solar PV installations in the community. To date, the City has streamlined
its solar permitting process and reduced permitting fees associated with rooftop solar PV
installation, so additional regulatory barriers may no longer exist.
Community Shared Solar Promotion
Community shared solar programs allow the purchase of locally -produced solar energy, even if
a participants' building is not suitable for installation of its own solar PV systems. Community
solar typically includes a solar -electric system that provides power to a group of community
members that may collectively own the system. A 2008 study by the National Renewable
Energy Laboratory found that only approximately one -quarter of residential rooftop area is
suitable for solar PV installation." Collective PV system ownership allows participation in
renewable energy development for those who cannot install PV systems on their own buildings
for various reasons (e.g., tenant does not own building, structural issues, poor solar access), but
still want to receive the benefits associated with clean electricity. As part of its proposed Green
Option Program, PG&E anticipates offering a Community Solar Program that will allow
customers to voluntarily purchase electricity from small- and mid -sized solar programs developed
nearby in exchange for higher per kilowatt hour electricity costs associated with development of
the systems (see: http://www.pge.com/myhome/environment/pge/greenoption/faq).
The City will provide outreach and information regarding various community solar options. The
City can also identify interested community partners to develop a community solar pilot
program, and assist those partners through the City's permitting process to establish a local
model for additional future projects. If permitting barriers are identified during the pilot project,
the City would work to reduce or remove those barriers if possible.
Solar Empowerment Zones
The City could prepare an initial solar analysis to identify potential areas of the community that
could support large-scale solar PV installations, referred to here as solar empowerment zones.
The analysis would consider factors such as existing building orientation, solar access, roof
types, and property ownership. As with the other solar PV programs described above, the City
might identify regulatory barriers preventing such development, and could work to reduce or
remove those obstacles. The Building Department could also perform an initial analysis of
building roof systems within the identified areas to generalize building types and estimate their
feasibility to accommodate solar PV installations without substantial retrofits. Additional building -
specific analysis would be required prior to actual PV system installation, and this initial
assessment could remove some of the unknown variables preventing further consideration on
• COMMUNITY -WIDE REDUCTION MEASURES
the part of the property owner. Outreach to community members and property owners within
any identified solar empowerment zones will be necessary to present the results of the solar
analysis and share information on available solar financing options.
Action
Status
Responsibility
Timeline
Solar Service Provider PPA Promotion
Conduct outreach program to educate residents and
A businesses about potential benefits of solar service providers'
Sustainability Division
0
power purchase agreements (PPA)
B Host workshop with area solar service providers to identify
opportunities to streamline installation of solar PV systems
Sustainability Division
0
44
C Pending result of PPA workshop, remove identified barriers to
Sustainability Division
wide -scale solar installation throughout city
Provide general information on City website describing various
D solar PV financing / installation options (e.g., PPA, community
O
Sustainability Division
4L
shared solar, outright purchase)
Community Shared Solar Promotion
Conduct outreach program to educate residents and
E businesses about opportunities for community shared solar PV
O
Sustainability Division
4L
systems; invite neighborhood groups/organizations to help
identify potential interest
F Work with PG&E to share information about PG&E's
Community Solar program
O
Sustainability Division
0
Work closely with identified candidate to develop successful
pilot program (e.g., assist group in navigating permitting
G requirements) that can be replicated by others; share success
Sustainability Division
stories on City's Sustainability website; work to remove
regulatory barriers identified during pilot project
Solar Empowerment Zones
Conduct analysis to identify areas within City most suited for
large-scale photovoltaic system development (e.g., excellent
solar access; large, flat rooftop or parking lot expanses;
H
Sustainability Division
0
minimal number of property owners); identify potential barriers
(e.g., regulatory, ownership, structural / technical) to
photovoltaic system development in these areas
i Identify these areas as "priority solar development areas" and
work to reduce existing barriers to system development
O
Planning Department
0
City of Cupertino CAP I December 2014
Conduct focused outreach to land owners and tenants
J regarding photovoltaic system development opportunities;
Sustainability Division
partner with PACE program, PG&E, or other renewable energy
funders as appropriate on outreach campaign
Building Regulations
Consider including solar pre -wiring / pre -plumbing
K requirements in future revisions to City's Green Building
O Building Division
Ordinance
Instruct building and plan check officials to provide information
to customers on the benefits of pre -wiring / pre -plumbing for
L solar applications at the time of new construction or substantial
O Building Division
0
retrofits, including lower up -front costs as compared to
retrofitting buildings in the future
Progress Indicators
Year
1.5 MW of new solar PV capacity installed community -wide (residential and nonresidential combined —
excluding Apple Campus 2 project listed below);
2020
Apple Campus 2 solar PV systems installed to generate 15 million kWh/yr;
5.5 MW of existing solar PV installed from 2010-2014
5.0 MW of new solar PV capacity installed community -wide (residential and nonresidential combined —
excluding Apple Campus 2 project listed below);
2035
Apple Campus 2 solar PV systems installed to generate 15 million kWh/yr;
5.5 MW of existing solar PV installed from 2010-2014
MEASURE C-E-6 COMMUNITY -WIDE SOLAR HOT WATER DEVELOPMENT
Encourage communitywide solar hot water development through regulatory barrier
reduction and public outreach campaigns.
2020 GHG Reduction Potential: 0 MT CO2e/yr
2035 GHG Reduction Potential: 925 MT CO2e/yr
Z11 1, ***1 !:
By using the sun's energy to heat or preheat water, solar hot water heaters can complement
natural gas or electric systems, reducing usage, utility costs, and carbon emissions. Solar water
heating systems include solar collectors, typically placed on roofs, which are attached to an
insulated water storage tank. According to the California Solar Initiative (CSI), solar hot water
systems can lower energy bills by meeting 50 to 80 percent of hot water needs. The California
Solar Water Heating and Efficiency Act of 2007 (AB 1470) created a 10-year program aimed at
installing solar water heaters in homes and businesses and was designed to lower system
purchase costs, which typically range from $3,000 to $6,000. Similar to solar PV installations,
ChapterCOMMUNITY-WIDE REDUCTION MEASURES
rebates and utilization of the PACE financing program to amortize remaining costs can help
reduce upfront installation costs.
Due to system costs and relatively low prices for natural gas, participation in the CSI-Thermal
Program has been less robust than seen in the statewide solar PV program. In the future,
installations of solar thermal systems may become more financially viable as technology costs
decrease or energy prices increase. The City will partner with PG&E to promote voluntary
installation of solar thermal systems through an outreach campaign that targets high -volume hot
water users (e.g., Laundromats, multi -family residential buildings). The City could host
roundtable discussions that bring together potential customers to discuss barriers to
implementation, and identify solutions to overcome those obstacles.
In addition to community -wide application, the City has preliminarily considered opportunity sites
for solar thermal systems using a high-level study, which identified several municipal facilities
that may be good candidates. However, it was determined that more cost-effective energy
improvements should be pursued first. Future analysis of this opportunity may conclude that
solar thermal projects are viable for installation at municipal facilities with high hot water heating
loads, such as the Sports Center, Blackberry Farm Pool, or new buildings envisioned in the
Civic Center Master Plan.
Action
Status
Responsibility
Timeline
Collaborate with PG&E and California Solar Initiative - Thermal
A Program to develop local outreach program to maximize
Sustainability Division
0
installation of solar hot water systems and leverage existing
funding opportunities
Work with PG&E to identify businesses and multi -family
residential building owners with high hot water use, and
B
Sustainability Division
provide targeted outreach with promotional materials for
participation in CSI-Thermal Program
Host roundtable discussion with large hot water users to
C identify potential City barriers to installation of solar thermal
Sustainability Division
0
systems; work with City departments to remove or reduce
identified barriers, where possible
Progress Indicators Year
750 single-family houses install a solar thermal system capable of providing 70% of the building's hot water
heating energy;
300 multi -family buildings install a solar thermal system capable of providing 65% of the building's hot water 2035
heating energy;
630,000 square feet of nonresidential space installs a solar thermal system capable of providing 30% of the
building's hot water heating energy
' City of Cupertino CAP I December 2014
MEASURE C-E-7 COMMUNITY CHOICE ENERGY OPTION
Partner with other Santa Clara County jurisdictions to evaluate the development of a
regional CCE option, including identification of the geographic scope, potential costs to
participating jurisdictions and residents, and potential liabilities.
2020 GHG Reduction Potential: 46,300 MT CO2e/yr (Note: Not included in progress toward
2020 target calculations)
2035 GHG Reduction Potential: 56,875 MT CO2e/yr (Note: See Progress towards 2035 Target
discussion at end of chapter)
ED Im Ir 4D
Assembly Bill 117, which was signed into law in 2002, enables California cities and counties,
either individually or collectively, to supply electricity to customers within their borders through
the establishment of a community choice aggregation district (refer to here as community choice
energy (CCE)). Unlike a municipal utility, a CCE does not own the transmission and delivery
systems, but is responsible for providing electricity to its constituent residents and businesses.
The CCE may own electric generating facilities, but more often, it purchases electricity from
private electricity generators. A key benefit of a CCE is that the participating jurisdictions can
determine the amount of renewable energy contained within the generation portfolio. For
example, a Santa Clara County CCE could decide to provide 75% of its electricity from
renewable sources, which would exceed state requirements directing California's utilities to
provide 33% of their electricity from renewable sources by 2020.
Developing a CCE would require a detailed analysis of energy demand, efficiency opportunities,
and renewable generation opportunities in the county. Using existing models from other
counties (e.g., Marin County) is likely to reduce the initial program design costs. The program
would be most effective if the City partnered with other Santa Clara County cities and the county
government to jointly pursue a CCE program. While developing this CAP, Cupertino joined the
cities of Sunnyvale and Mountain View and the County of Santa Clara to collaboratively pursue
an initial CCE feasibility study.
As shown above, a CCE option could provide substantial reductions opportunity by 2020 if
implemented in Cupertino. However, for purposes of this CAP it was assumed that a local CCE
program in which Cupertino's residents and businesses could voluntarily participate would not
be implemented prior to the 2020 target year due to the lead time required for existing CCEs to
perform necessary studies, form governing bodies, and complete other administrative tasks. At
the statewide level, increasing access to clean electricity has been identified as a primary
mechanism for achieving the state's long-term emissions reduction goals. Therefore, this CAP
included the CCE measure as an item for early action to lay the foundation for future emissions
ChapterCOMMUNITY-WIDE REDUCTION MEASURES
reduction opportunities. See the discussion on Progress towards 2035 Target at the end of this
chapter for an estimate of its long-term emissions reduction potential.
Action
Status Responsibility
Timeline
A Work with other Santa Clara County partners to conduct
feasibility study of developing multi -jurisdiction CCA program
O Sustainability Division
0
If study determines CCA to be feasible and advantageous to
AN
Cupertino residents and businesses, work with Santa Clara
B County partners to prepare necessary additional study reports,
O Sustainability Division
informational materials, and any other supporting research
and/or documents to help pursue development of CCA
program
City of Cupertino CAP I December 2014
1111;�i 1�
���,A(4r
IIIS�I`+-'M
lS F�. iY'
i. !'
!■F- -PW
19
Goal 2 — Encourage Alternative
Transportation
Support transit, carpooling, walking,
and bicycling as viable transportation
modes to decrease the number of single -
occupancy vehicle trips within
the community.
COMMUNITY -WIDE REDUCTION MEASURES '
Transportation -related emissions make
up approximately 40% of the
community -wide 2010 emissions
inventory (see pie chart). Vehicle fuel
efficiency, fuel carbon content, and
vehicle operations, all influence the
amount of transportation emissions
generated in a community. However,
these emissions are largely generated
by the number of vehicle miles traveled
(VMT) by residents and employees.
Long vehicle trips and high numbers of
trips create higher emissions.
34%
2010 Baseline Emissions
Energy
Transportation
■ Off -Road Sources
Solid Waste
Wastewater
Potable Water
While state -mandated technological changes in fuel efficiency and reductions in fuel carbon
content are estimated to greatly reduce transportation emissions, additional reductions will
require local and regional action. Eliminating or shortening vehicle trips is made possible
through increasing alternative transportation options, such as transit, bicycling, or walking, and
through the distribution of diverse land uses relative to transportation options.
The Transportation and Land Use Strategy includes efforts to improve pedestrian mobility to
encourage walking between nearby destinations and accommodate non -automotive circulation.
Enhancing the bicycling network and improving access to transit stops also support multi -modal
transportation options. Where people live, work, shop, and play also determines how far they
have to travel daily, whether they choose to walk, bike, use public transit, or drive. Measures
that support mixed land uses and opportunities for higher density development along existing
transit routes are essential to supporting alternative transportation options. Facilitating a
transition to alternative fueled vehicles and managing daily traffic demand can also reduce
emissions. This includes incorporating alternative fuel vehicles in the municipal fleet, providing
charging and refueling stations for alternative fueled vehicles community -wide, and assisting
local businesses with single occupancy vehicle travel reduction efforts.
As described in Chapter 2, the CAP's emissions forecasts were based on VMT growth
estimates developed as part of the City's General Plan Amendment project. These VMT
estimates considered the City's General Plan Amendment land use and circulation policies and
the land use distributions associated with the highest VMT land use alternative; therefore, many
of the measures presented in this strategy area do not have specific emissions reduction
estimates. Instead, their VMT-reduction potential is assumed to be reflected within the General
Plan Amendment's VMT data, which was used to prepare the CAP's emissions forecasts.
Several measures go above and beyond what was envisioned within the General Plan
Amendment policies and have been quantified separately here.
City of Cupertino CAP I December 2014
Emissions reductions from the Transportation and Land Use Strategy total 3,350 MT CO2e/yr in
2020, and 12,600 MT CO2e/yr in 2035. This represents approximately 21 % of total local CAP
measure reductions in 2020.
MEASURE C-T-1 BICYCLE & PEDESTRIAN ENVIRONMENT ENHANCEMENTS
Continue to encourage multi -modal transportation, including walking and biking, through
safety and comfort enhancements in the bicycle and pedestrian environment.
Supporting Measur, Jot Uuantitied
Bicycle and pedestrian enhancements support safe and comfortable biking and walking
environments, potentially increasing local bicycle trips and foot traffic to retail establishments
and businesses, while decreasing automobile trips and emissions. Bicycle improvements can
include the addition of bike lanes and
markings (e.g., green lanes), pursuing "road
diets" (i.e., lane reduction or re-
channelization), creating bike storage facilities
and parking spaces, and developing way -
finding signage to points of interest, among
other strategies. Pedestrian enhancements
can include the provision of seating, shading,
way -finding signage, safe crosswalks, and
traffic calming measures such as roundabouts
and curb extensions. Providing connectivity
and convenient, enjoyable bikeways and
pedestrian areas is also essential for
improving residents' quality of life. A Bicycle or
Pedestrian Master Plan provides a framework
for local governments to address cyclist and
pedestrian safety, identifying important
improvements that would increase safety and
comfort within a community.
In 2002, Cupertino adopted its Pedestrian
Transportation Plan which recommends
various capital improvement projects that
• COMMUNITY -WIDE REDUCTION MEASURES '
would improve pedestrian connectivity and safety throughout the city. These fall into the
categories of Pedestrian Circulation/Safety Projects, Improvement to Help Pedestrians Cross
Streets, Missing Sidewalks, Short-Cuts/Pathways/Bridges, and Traffic Calming/Bike Lanes.
These projects have been prioritized into high, medium and low categories, which help the City
focus their efforts on the projects of most importance. The City has also included design
aesthetics such as pavers and landscape strips in some pedestrian areas. These improvements
increase safety and encourage walking to nearby destinations, thereby reducing vehicle trips.
The City also adopted a Bicycle Transportation Plan in 2011, which describes long-term goals
with respect to the creation of a safe, convenient, and comprehensive network of bicycle
facilities throughout the City. The Plan is divided into five main chapters to address
Environment, Engineering, Encouragement, Education, and Enforcement. The heart of the Plan
(Chapter 3) proposes 17 unique bikeways be placed throughout the community to expand
Cupertino's already vast bikeways network (see; www.cupertino.org/bikemap). It also shares
funding strategies to implement these infrastructure improvements and ensure their use through
residential and school -focused education and behavior change -focused campaigns, growing
existing Walk -One -Week and Boltage programs (learn more at www.cupertino.org/bicycling).
The City should update its Bicycle and Pedestrian Transportation Plans, and plans to do so in
partnership with its Bicycle Pedestrian Commission in the short-term, to identify which priority
projects have already been completed and which remain to be implemented, and identify any
new projects that should be included for prioritization. The City should also continue to identify
internal and external funding sources to support plan implementation.
City of Cupertino CAP I December 2014
Action Status Responsibility Timeline
Update City's Bicycle and Pedestrian Transportation Plans to
A reflect current bicycle and pedestrian safety and access needs; Transportation Division
prioritize new projects identified
Partner with local bicycle advocacy groups / clubs and
B neighborhood groups to identify dangerous bicycle or
pedestrian conditions, and develop strategies to address
problem areas
Transportation Division 4L
C Identify grant -funds to pursue Plan -recommended education, Sustainability Division
design, and/or construction projects 4L
Partner with schools, neighborhood groups, and businesses to
encourage alternative transportation commute options. Expand
D alternative commute measures within existing sustainability Sustainability Division
programs, including Green@Home, GreenBiz, and 4L
green@school
Continue to evaluate City's bike & walkability through use of
E online and community surveying tools including WalkScore, Sustainability &
Bicycle Friendly Community criteria, Safe Routes to School Transportation Divisions
Walkability Checklist, etc. 4L
MEASURE C-T-2 BIKESHARE PROGRAM
Explore feasibility of developing local bikeshare program.
Supporting Measure — Not Quantified
0
4
Bicycling can be a healthy and enjoyable alternative to driving that reduces vehicle miles
traveled, resulting in lower community -wide emissions and local air quality improvement.
Bikeshare programs allow participants to rent bicycles for short periods of time from bicycle
kiosks or stations located at nodes of activity within a community, such as schools, retail
districts, and civic areas. Bike sharing increases mobility by providing a flexible transportation
option, and has the potential to expand long-term practices of urban bicycling as new users
become accustomed to riding safely in and around higher -traffic areas.
IIIIIIIIIIIIIIIIe • COMMUNITY -WIDE REDUCTION MEASURES '
To encourage the use of bicycles as an alternative mode of transportation, it is essential for a
city to provide a network of well-connected bicycle routes, lanes, and paths that link key
destinations (e.g., employments centers, transit hubs, commercial districts) with residential
areas, and to make bicycles available for use. The Bay Area Bike Share Program launched in
August 2013 to make bikes available to riders in the Bay Area. The program now represents a
bike sharing system with over 700 bikes and 70 stations across the region, with locations in San
Francisco, Redwood City, Mountain View, Palo Alto, and San Jose. In its first three months,
riders made more than 80,000 trips, traveling approximately 178,000 miles.
Taking the lead and as a means to encourage other large employers, the City of Cupertino
established its own municipal bike share program to provide bicycles for use by City employees.
In order to extend the benefits offered by its municipal program to the broader community, the
City will evaluate the potential demand for a city-wide bikeshare program, and explore future
system expansion opportunities with the Bay Area Bike Share program.
' City of Cupertino CAP I December 2014
Action
Status
Responsibility
Timeline
A Continue to operate municipal bike fleet for City employee use
and encouragement of bike fleets at large employers
©
Sustainability Division
0
B Evaluate potential demand for city-wide bikeshare program;
discuss expansion opportunities with Bay Area Bike Share
Q
Sustainability Division
0
If participation in Bay Area Bike Share is deemed infeasible,
discuss potential for locally -operated system with that
0
C organization to identify likely barriers to successful bike share
Sustainability Division
network in Cupertino (e.g., infrastructure limitations, locational
disadvantages, land use concerns, low potential
user/destination densities)
COMMUNITY -WIDE REDUCTION MEASURES ' '
s
MEASURE C-T-3 TRANSPORTATION DEMAND MANAGEMENT
Provide informational resources to local businesses subject to SB 1339 transportation
demand management program requirements and encourage additional voluntary
participation in the program.
2020 GHG Reduction Potential: 925 MT CO2e/yr
2035 GHG Reduction Potential: 2,375 MT CO2e/yr
a
Q94
Transportation demand management (TDM) programs apply strategies and policies to reduce
travel demand (specifically single -occupancy vehicles) and traffic congestion, particularly at
peak commute hours. Instead of increasing capacity by widening or adding roadway, TDMs
promote cost-effective strategies, such as carpooling, flexible schedules, and the use of public
transit as a means to reduce VMT and transportation -related emissions.
Within the region, several agencies have programs and measures that encourage alternatives
to driving alone. The Metropolitan Transportation Commission (MTC) is the transportation
planning, coordinating, and financing agency for the nine -county San Francisco Bay area. MTC
provides alternative transportation resources on its 511.org website, including a trip planner,
maps (e.g., high -occupancy vehicle, park -and -ride lots, bike paths), carpool and car -sharing
services, and mobile applications that provide real-time transportation information. The Santa
Clara Valley Transportation Authority (VTA) also provides incentives to use public
transportation, including a park -and -ride lot that serves several bus lines, and a subsidized
employer and multi -family resident transit pass called the Eco Pass. These programs offer an
opportunity for the City to develop partnerships that leverage resources, expand incentives, and
further support efforts to reduce regional traffic congestion, lower emissions, and improve
public health.
Transportation Demand Management Program
Employee commutes represent a substantial portion of total vehicle trips made within the Bay
Area. To address that source of vehicle emissions and traffic congestion, SB 1339 authorizes
the Bay Area Air Quality Management District (BAAQMD) and Metropolitan Transportation
Commission (MTC) to adopt and implement a regional ordinance known as the Bay Area
Commuter Benefits Program. The program requires employers with 50 or more employees
within MTC's jurisdiction to select one of four commuter benefit options including:
■ the option for employees to pay for their transit or vanpool expenses with pre-tax dollars,
as allowed by current federal law;
City of Cupertino CAP I December 2014
■ a transit or vanpool subsidy to reduce, or cover, employees' monthly transit or vanpool
costs;
■ a low-cost or free shuttle, vanpool, or bus service operated by or for the employer; or
■ an alternative method that would be equally as effective as the other options in reducing
single -occupant vehicle trips (and/or vehicle emissions).
The City of Cupertino is within MTC's boundaries and therefore, subject to the requirements of
SB 1339. The City will support BAAQMD, VTA, and MTC in implementation of the program, and
will work locally to encourage voluntary participation in similar TDM actions by smaller
businesses that are not subject to the regulation. The City will work with the Cupertino Chamber
of Commerce to identify case studies of small, local businesses that offer TDM programs and
share these examples with Cupertino businesses.
Parking Cash Out
Another option to support multi -modal commute trips is to provide parking cash out options to
employees. In these programs, employees can elect to permanently give up their parking space
(often leased by the company) in exchange for a small cash bonus, often a fraction of the
parking space leasing cost to the employer. The cash out payments may be spent however the
employee chooses, included to purchase transit fares / passes or pay carpool participation fees,
or simply saved if the participant has no transportation -related expenses. The City can work with
the Cupertino Chamber of Commerce to perform an informal survey of local businesses that
lease parking spaces, and provide them with informational materials on parking cash out
programs and multi -modal transportation options that would allow their employees to
confidently participate.
Carpool / Rideshare Program
As previously mentioned, 511.org provides rideshare opportunities within the Bay Area,
including a ride match service to connect riders with existing drivers or facilitate the
development of new carpool groups. The City will partner with 511.org to provide informational
resources on the benefits and process of carpooling to local businesses, with special focus
given to small businesses that are not subject to the requirements of SB 1339 described above.
Guaranteed Ride Home
Another incentive to support voluntary use of multi -modal commute options is the provision of a
guaranteed ride home program. A guaranteed ride home program applies to individuals who
regularly commute by public transit, carpool/vanpool, walking, or bicycling when personal
emergencies arise (e.g., leave work early due to illness, pick up a sick child, work overtime).
These programs typically provide free shuttle and taxi services and / or reimbursements for
such services. VTA already provides an Emergency Ride Home service to individuals who use
its Eco Pass program. To provide a similar service to a wider number of multi -model commuters
(e.g., bicyclists, carpoolers, walkers), the City can work with other local governments and
• COMMUNITY -WIDE REDUCTION MEASURES
agencies to develop a county -wide Guaranteed Ride Home Program. A county -wide program
would further facilitate confidence in multi -modal transportation as a reliable and convenient
daily option.
Action Status
Responsibility
Timeline
Transportation Demand Management Program
Support regional efforts to implement SIB 1339 commute
A benefit requirements for employers with more than 50
Sustainability Division
0
employees
Work with VTA and/or 511.org on outreach campaigns
targeting employers with fewer than 50 employees to
0
encourage voluntary participation in TDM program activities,
B including pre-tax deductions for alternative travel mode
Sustainability Division
expenses, transit pass subsidies, and new vanpool
development; share best -practices in TDM programs with local
businesses to identify options that have been successful at
small scale
Parking Cash Out
Work with Cupertino Chamber of Commerce to conduct
C informal survey of businesses that lease employee parking
Sustainability &
Economic Divisions
0
spaces
Develop program to work with businesses that lease parking
Sustainability &
D spaces to describe benefits of parking cash -out programs for
Economic Divisions
businesses and employees
Carpool / Rideshare Program
Partner with 511.org and employers to leverage new ride-
E matching technologies and promote rideshare among
Sustainability Division
employees
Guaranteed Ride Home
Work with other Santa Clara County partners to develop
F Guaranteed Ride Home program for employees who work in
Sustainability Division
Santa Clara County and commute to work via alternative travel
options (e.g., public transit, carpool/vanpool, biking, walking)
Progress Indicators Year
10% of total employees in 2020 participate in TDM program that offers rideshare promotion, telecommuting/ 2020
alternative schedules, and subsidized transit fares
20% of total employees in 2020 participate in TDM program that offers rideshare promotion, telecommuting/ 2035
alternative schedules, and subsidized transit fares
0 City of Cupertino CAP l December 2014
MEASURE C-T-4 TRANSIT ROUTE EXPANSION
Explore options to develop local community shuttle or community -wide car sharing to fill
gaps in existing transit network.
Supporting Measure — Not Quantified
Where people live determines how far they travel to work, to shopping, and to other
destinations, and influences whether they choose to walk, bike, use public transit, or drive. If
residents live near bus stops, neighborhood -serving commercial centers, or their work places,
they are more likely to use multi -modal, lower -emission travel modes than drive single
occupancy vehicles. However, when users have difficulty getting from their starting location to a
transit network or from a transit network to their final destination (commonly referred to as "the
last mile" in transportation planning), they may be more likely to forgo transit use altogether.
Solutions that enhance connectivity and convenience can therefore improve transit ridership.
Caltrain provides commuter service along the San Francisco peninsula, through the South Bay
to San Jose and Gilroy. However, the closest station to Cupertino is in Sunnyvale, which is
approximately five miles away. Currently, VTA provides bus service to the Caltrain station only
on specific routes and a specific schedule. Comments made during the CAP's public
participation activities indicated a desire for better connections to BART and Caltrain, and
possible development of a community shuttle system to connect high -activity areas. Such a
shuttle in Cupertino might connect the Civic Center, De Anza College, major retail areas, and
higher -density residential neighborhoods. A shuttle could possibly include connections to the
Caltrain station in Sunnyvale to further support broad transit options within the Bay Area.
Apple currently provides free shuttle services for its employees to and from work through a
shuttle network extending throughout the Bay Area. The City should consider the impacts of
Apple's existing shuttle system when evaluating the community -wide demand for a system that
would be available to general public. The City should also collect input from other large
employers as part of its feasibility assessment. The City can look to other communities for
potential funding strategies that could support this program. As an example, the Emeryville
Emery -Go -Round and Mountain View shuttle are privately funded by local commercial property
owners within the City's business improvement district and a Transportation Management
Association (TMA), respectively, but are free of cost to anyone to ride. The City is exploring the
creation of several business improvement districts as part of a series of new development
projects and should carefully consider this as a source of potential alternative transportation
funding, alongside the consideration of creating a Cupertino -focused TMA.
• - COMMUNITY -WIDE REDUCTION MEASURES
Finally, the City could support private entities introducing car share services, which are
becoming increasingly more prevalent in the Bay Area. These types of services include
corporate offerings (e.g., ZipCar, City Car Share) and peer -to -peer networks (e.g., RelayRides,
Getaround) to serve as transit connectors and single occupancy vehicle substitutes. These
staples of the newly -emerging sharing economy are thriving due to growing Generation Y
workers dependency, as they often seek lower impact urban, and often car -free, lifestyles.
Action Status
Responsibility
Timeline
Conduct feasibility study that evaluates potential for community
A shuttle between Cal Train, Civic Center, major employment /
Sustainability &
Economic Divisions
retail centers in Cupertino, and DeAnza Community College
Research possible funding strategies with business
B improvement districts, major employers, community
Sustainability Division
0
organizations, and other appropriate partners
Support further development of private car share options for
residents and daytime employee population, such as through
0
C efforts to identify adequate parking locations for shared
Sustainability Division
vehicles (e.g., ZipCar) or working with local business
community to increase knowledge of available options
s
MEASURE C-T-5 TRANSIT PRIORITY
Improve transit service reliability and speed.
Supporting Measure — Not Quantified
0
Building an efficient transportation system can improve traffic flow and reduce congestion -
related transportation emissions. Intelligent transportation systems (ITS) incorporate traffic
signal synchronization on major roadways to reduce instances of "stop -and -go" traffic and
vehicle idling. Specific types of ITS can help to better facilitate transit service, particularly at
congested intersections.
0 City of Cupertino CAP I December 2014
Transit Signal Priority
Transit signal priority (TSP) operational strategies can improve the reliability and efficiency of
transit service, especially in areas with heavy traffic congestion, by prioritizing transit vehicles in
and around designated intersections. TSP are often incorporated into the design of bus rapid
transit (BRT) networks to maintain the faster vehicle travel times associated with those systems.
VTA is currently planning for the Stevens Creek BRT project, which would provide bus rapid
transit along a nearly 9-mile stretch of Stevens Creek Boulevard from De Anza College to the
Transit Mall in downtown San Jose. The project would incorporate TSP to provide faster travel
times for the BRT vehicles. The City will continue to work with VTA in developing the Stevens
Creek BRT project, and consider land use -related planning opportunities around the designated
BRT stops as part of a transit -oriented development strategy (see Measure C-T-6).
Transit Intersection Queue Jumps
Similar to TSP, queue jumps also facilitate the movement of transit vehicles through congested
intersections. Transit intersection queue jumps are a type of roadway configuration that gives
preference to buses at intersections. The jumps consist of a short stretch of additional travel
lane at the approach to a signalized intersection, allowing higher -capacity transit vehicles to
jump to the front of the queue, reducing the delay caused by traffic signals, and improving the
operational efficiency of the transit system. The lanes are often accompanied by a separate
traffic signal allowing transit vehicles a head start through the intersection. Queue jumps can
also be incorporated into BRT system design, particularly in areas where a dedicated BRT lane
cannot be provided. The City can work with VTA to identify potential opportunities for queue
jumps within the City along primary bus corridors.
7easure C-T-5 Implementation Table
Action Status
Responsibility
Timeline
Transit Signal Priority
Work with VTA to identify local roadways on which traffic
A congestion frequently leads to impacted transit reliability or
Transportation Division
timing
Consider opportunities for transit -priority signal integration
B along these routes that would not further contribute to
Transportation Division
congestion problems
Transit Intersection Queue Jumps
Based on work with VTA to identify congestion problems along
C primary transit routes, also investigate opportunities for
Transportation Division
integration of intersection queue jump lanes (in conjunction
with priority signals) to further facilitate on -time transit service
COMMUNITY -WIDE REDUCTION MEASURES 0
s
MEASURE C-T-6 TRANSIT -ORIENTED DEVELOPMENT
Continue to encourage development that takes advantage of its location near local
transit options (e.g., major bus stops) through higher densities and intensities to
increase ridership potential.
Supporting Measure — Not Quantified
Transit -oriented development (TOD) places higher density and intensity development within
walking distance of primary transit stops. This approach brings residents and jobs closer to
transit opportunities, providing additional ridership for the public transit system. Successful TOD
can take various shapes, depending on the character of the community. TOD can focus on
increasing employment near transit stops, typically within a '/2-mile radius, provided adequate
pedestrian connectivity is available for riders to then reach their jobs. It can also focus on
increasing residential densities near transit stops, usually within a 1/4-mile radius. TOD can also
include a mix of uses (e.g., residential, office, retail) when the goal is to develop a more
complete neighborhood center.
Community opposition to increased densities or intensities may hinder local efforts to encourage
TOD. Local land use and development policies may also pose a barrier. Parking standards that
ignore the potential for reduced automobile trips in TOD may inhibit development due to the
high cost of providing parking. The City currently considers parking reductions for projects that
provide for shared parking in certain TOD or mixed -use developments.
Within Santa Clara County, the Cores, Corridors, and Station Areas Priority Development Area
PDA encourages high -density development around important transit areas. This includes
portions of De Anza and Stevens Creek Boulevards in Cupertino. In addition, VTA developed a
Community Design and Transportation (CDT) Manual with a compilation of transportation and
land use "best practices" intended to enhance the way communities are planned, designed,
funded, and built. The CDT program provides capital grants intended to help VTA member
agencies, cities, towns, and the County of Santa Clara, design and build transit- and pedestrian -
friendly projects, and include these elements in capital projects related to transit facilities,
streets, and core areas such as downtowns.
As part of its ongoing planning efforts toward transit -oriented and mixed -use development as
expressed in the General Plan Amendment, the City will continue to plan for areas that can
support a net increase in population or employment and are located within walking distance to
major transit stops. The City will also continue to consider the infrastructure capacity of these
development areas with respect to their ability to support increased levels of development.
City of Cupertino CAP I December 2014
Action Status Responsibility Timeline
Through City's General Plan process, identify areas that could
A support net increase in population or employment through land Planning Division
use changes within 1/4 mile walking distance of priority transit
stops Planning Department
Evaluate infrastructure capacity for higher-density/intensity
B development in transit areas, and develop prioritization and
funding strategies to complete necessary improvements
Continue to consider off-street parking requirements for transit-
C oriented and mixed -use developments, for developments
providing shared parking, and for developments that
incorporate travel demand management measures
Planning Division
dim
Planning Division
MEASURE C-T-7 COMMUNITY -WIDE ALTERNATIVE FUEL VEHICLES
Encourage community -wide use of alternative fuel vehicles through expansion of
alternative vehicle refueling infrastructure.
2020 GHG Reduction Potential: 2,850 MT CO2e/yr
2035 GHG Reduction Potential: 10,225 MT CO2e/yr
One of the key challenges to adoption of alternative -fueled vehicles, specifically those powered
by natural gas, hydrogen fuel, and electricity, is the limited refueling infrastructure available to
support a broad range of vehicles. However, developing the required refueling infrastructure to
encourage the use of low- or zero -emissions alternative fuel vehicles will be necessary to
support the state's long-term emission reduction efforts.
To advance work in this space, Cupertino is teaming up with four other cities and the Santa
Clara County Office of Sustainability to launch its "Driving to Net Zero: Decarbonizing
Transportation in Silicon Valley" project, which was recently awarded a $550,000 grant from the
California Strategic Growth Council (SGC) for an innovative regional alternative fuel vehicle
(AFV) planning effort. This effort, which includes elements of policy, codes and permitting,
technical and cost issues, public -private partnerships, and coordination of AFV infrastructure,
will be a catalyst for growth in this sector locally and serve as a model for other regions
throughout the state and country. Tools and findings from this project will inform Cupertino-
• - COMMUNITY -WIDE REDUCTION MEASURES
specific activities to expand alternative fuel infrastructure in our community and is anticipated to
further accelerate alternative vehicle procurement of personal and fleet vehicles across our City.
Alternative Fuel Vehicle Charging / Refueling Infrastructure
The City of Cupertino provides an EV Charging Station and Alternative Transportation
Resources webpage to share information related to alternative fueling infrastructure in the
community. The City has already installed a publicly available dual -plug charging station
through a contract with ChargePoint and recently received a grant to install four additional public
charging stations throughout the City The charging station is located on Rodrigues Avenue
adjacent to the Civic Center parking lot entrance. The broader ChargePoint Network allows
registered users to review charging station availability and to make reservations. Although
Cupertino's station is not available for reservation at this time, this could become an option in
the future based on demand. There are nearly 100 private home -based and commercial EV
chargers located throughout the city, some of which may be available to the public. The City's
webpage provides links to the Silicon Valley Energy Map and Department of Energy EV Station
Location Map, charging station planning resources, and alternative vehicle resources including
a buying guide.
In addition to EV charging stations,
the City is supporting a developer
proposal to site a fuel cell refueling
station for public use on Stevens
Creek Boulevard. Fuel cell vehicles
are electric vehicles powered by
hydrogen. They provide refill times
similar to combustion vehicles (e.g.,
gasoline and diesel vehicles), with
zero emissions and power
characteristics of battery electric
vehicles. Cupertino's station is
expected to be operational by the
summer of 2015. While not yet as
common as electric vehicles,
additional fuel cell passenger vehicle models are being introduced to the market, and broader
construction of refueling stations is underway across the state.
Compressed natural gas (CNG) represents another alternative -fuel technology that requires
special refueling infrastructure. CNG vehicles are more common in large vehicle fleets, such as
municipal bus fleets or delivery vehicle fleets, because they provide significant emissions
reductions over diesel engines and currently provide fuel price savings as a result of increased
domestic natural gas production. There are also CNG passenger vehicle and light -duty truck
models available for use by the general public. PG&E currently operates a CNG refueling
station in Cupertino on N. Blaney Avenue that is open for public use with a pre -arranged PG&E
City of Cupertino CAP I December 2014
account. The City may also want to consider the role of CNG vehicles in the future within the
municipal fleet, to determine if a CNG refueling station at the City's Corporation Yard could
support a long-term emissions reduction strategy.
EV Charging Station Pre -wiring Requirements for New Residential Construction
The majority of EV charging occurs at home, where vehicles can be left to charge overnight to
take advantage of utility time -of -use pricing discounts. However, most existing construction was
developed prior to consideration of vehicles' charging needs in a garage or carport. Depending
on the age of the building, its electrical system, and the design of the garage, electrical retrofits
to accommodate an at-home EV charging unit could cost several hundred to several thousand
dollars. Increasingly, pre -wiring to accommodate the future installation of EV charging systems
is being designed into new residential and commercial construction. The City of Cupertino has
already adopted EV charging unit pre -wiring requirements for certain types of new construction,
such as residential and small businesses, to help support this important infrastructure in
the future.
As part of the City's involvement in the Santa Clara County "Driving to Net Zero" SGC Grant
project noted above, Cupertino will explore additional building and zoning code revisions that
expands electric vehicle supply equipment (EVSE) installations throughout the community. In
addition to the existing pre -wiring requirements already adopted in our jurisdiction, this project
will evaluate charging station requirements for new or renovated multi -family commercial
development, preferential parking requirements for new commercial development, and
compliance with other regulations (e.g., Americans with Disabilities Act) and pursue expedited
permitting processes for EVSE integration in new and existing development.
COMMUNITY -WIDE REDUCTION MEASURES 0
Alternative Fuel Vehicle Public Outreach Program
To encourage further adoption of alternative fuel vehicles in the community, the City will
continue to share information on local and regional alternative fueling infrastructure,
considerations when purchasing an alternative fuel vehicle, the City's EV charging policy, and
other relevant information on its website. The City will share information regarding its efforts to
reduce emissions from operation of the municipal fleet, including the incorporation of alternative
fuel vehicles and plans for additional public refueling infrastructure.
Here also, the "Driving Net Zero" SGC Grant project will enable Cupertino's access to free
consulting services to evaluate incentives that facilitate community alternative fuel vehicle (AFV)
adoption. Incentives being evaluated through this effort are those often applied in the early
stages of the adoption curve, which can be gradually retired after AFVs have achieved market
momentum. Local incentives to be reviewed include public parking policies that provide
preferential or free parking for AFVs, reduced parking requirements for private developments
that implement shared -parking and car -sharing systems in tandem with EVSE integration, and
reduced on -street parking permit fees for AFVs (where applicable). In addition, the project will
assess the potential for reduced EV charging and CNG fueling prices. It will also share guidance
on local jurisdiction financial incentives for AFV purchases by residents and businesses, and
offer funding mechanisms to incentivize expansion of charging stations to further open access
to private infrastructure.
Action
Status Responsibility Timeline
Alternative Fuel Vehicle Charging / Refueling Infrastructure
Continue to explore cost-effective ways to increase alternative
vehicle charging / refueling infrastructure within City for public
A use; review permitting and inspection process to identify
© Transportation Division
0
potential barriers to installation and define strategies to reduce
or remove barriers through SGC grant or other means
Develop Alternative Fuel Infrastructure Siting Plan focused on
strategic development of EV charging stations and municipal
CNG fueling stations based upon demand analyses and
B feasibility studies; EV station siting plans will identify
Sustainability &
0
appropriate locations for Level 1 (slow charge), Level 2 (fast
Transportation Division
charge), and Level 3 and DC (rapid charge) charging stations
in community and will analyze different models for charging
station ownership/management (i.e., public vs. private sector)
Work with MTC and Bay Area local governments to develop
C informational brochures and technical support for developers /
Sustainability Division
0
contractors interested in providing public electric vehicle (EV)
charging ports in new projects
Identify regional partners for collaboration on multi -family EV
D charging station retrofit program to develop strategies for
Sustainability & Planning
0
installing EV chargers in existing multi -family
Division
buildings/apartment developments
0 City of Cupertino CAP I December 2014
EV Charging Station Pre -wiring Requirements for New Residential Construction (SFR and MFR)
Continue to enforce pre -wiring for at-home/business electric
E vehicle charging ports in new construction per City's existing
Planning Division
ordinance and evaluate additional building code and zoning
code revisions recommended through SGC Grant
Alternative Fuel Vehicle Public Outreach Program
Pursue local incentives, partnerships, and funding
F mechanisms guided by SGC Grant; Provide links on City's
website to sources of cash rebates or other financial incentives
Sustainability Division
0
for purchase and/or lease of alternative fuel vehicles
G Continue to provide links to existing maps identifying Bay Area
alternative fuel charging and refueling infrastructure
©
Sustainability Division
Share information regarding City's efforts to transition its
H municipal fleet towards alternative fuel vehicles, including
Sustainability Division
4L
plans for additional installation of recharging / refueling
infrastructure that would be open to public use
Progress Indicators Year
Community -wide motor vehicle profile shifts as follows:
5% of gasoline passenger vehicles shift to plug-in hybrid electric (PHEV);
5% of diesel passenger vehicles shift to PHEV; 2020
5% of gasoline light -duty trucks shift to PHEV;
3% of gasoline heavy-duty trucks shift to CNG;
3% of diesel heavy-duty trucks shift to CNG;
40% of diesel buses shift to CNG. 20% shift to PHEV
Community -wide motor vehicle profile shifts as follows
8% of gasoline passenger vehicles shift to plug-in hybrid electric (PHEV); 2% shift to battery -electric (BEV); 5%
shift to CNG
8% of diesel passenger vehicles shift to PHEV; 2% shift to battery -electric (BEV); 5% shift to CNG 2035
8% of gasoline light -duty trucks shift to PHEV; 2% shift to battery -electric (BEV); 5% shift to CNG
25% of gasoline heavy-duty trucks shift to CNG;
25% of diesel heavy-duty trucks shift to CNG;
45% of diesel buses shift to CNG, 30% shift to PHEV
COMMUNITY -WIDE REDUCTION MEASURES 0
Goal 3 — Conserve Water
Promote the efficient use and conservation
of water in buildings and landscapes.
0 City of Cupertino CAP I December 2014
On September 30, 2014, California
ended one of the driest water years on
record (note: California's water years
run October 1 through September 30).
With the recent drought spanning the
previous three years, there is no
guarantee that the 2015 water year will
be any wetter. Given this
unpredictability, it is more critical than
ever that water conservation efforts be
enhanced to sustain this vital resource.
Water -related GHG emissions are
primarily a result of energy used to
pump, transport, and treat potable
water and wastewater. Emissions
2010 Baseline Emissions
1.5%, /-0.4%
I
Energy
Transportation
Off -Road Sources
d
Solid Waste
■ Wastewater
■ Potable Water
associated with this sector accounted for approximately 2% of the community -wide GHG
inventory (see pie chart), which indicates a relatively small contribution for water conservation in
the City's emissions reduction strategy. This is due to the fact that much of Cupertino's water
supply is delivered through gravity -fed systems that use relatively less energy than systems
relying on industrial pumps to transport water across the state or western United States.
However, with water supplies expected to continue declining, water conservation strategies
have the additional benefits of aligning demand with future water availability.
This strategy area considers emissions reductions resulting from local implementation of
statewide water conservation legislation. It considers opportunities for future recycled water use
in irrigation within the community to further conserve potable water supplies as well.
The total GHG emissions reduction potential of the Water Strategy is 325 MT CO2e/yr in 2020
and 375 MT CO2e/yr in 2035. This represents approximately 2% of total local CAP
measure reductions.
COMMUNITY -WIDE REDUCTION MEASURES 0
MEASURE C-W-1 SB-X7-7
2020 GHG Reduction Potential: 325 MT CO2e/yr
2035 GHG Reduction Potential: 375 MT CO2e/yr
L`J
Implement water conservation policies contained within Cupertino's Urban Water
Management Plan to achieve 20 percent per capita water reductions by 2020.
The state has made water conservation a priority through adoption of SB X7-7 in 2009, which
requires California to achieve a 20% reduction in urban per capita water use by December 31,
2020. The state is required to make incremental progress toward this goal by reducing per
capita water use by at least 10% by December 31, 2015. SB X7-7 requires each urban retail
water supplier to develop both long-term urban water use targets and an interim urban water
use target. This law creates a framework for future planning and actions for urban and
agricultural users to reduce per capita water consumption 20% by 2020.
The San Jose Water Company and California Water Service Company are the major water
suppliers within the city's boundaries. Both have adopted UWMP's that identify best
management practices in water conservation, which are being implemented to achieve the
state's water conservation goals. These conservation strategies include:
■ Residential water surveys
■ Customer rebates, vouchers, retrofits, and conservation kits
■ Customer water loss audits
■ Residential landscape surveys, large landscape conservation programs, and
irrigation retrofits
■ Metering and residential conservation pricing
■ Public information and education programs
■ Full-time water conservation supervisor
In addition to these water -conserving activities led by the water suppliers, the City has also
shown initiative in incorporating conservation strategies into municipal landscaping practices
and building operations. The City highlights its myriad efforts on its website (see:
Cupertino.org/savewater), including use of drought tolerant plants, adjustments to lawn mower
blade heights, reduced water schedules and installation of climate -sensitive irrigation systems,
installation of water -efficient fixtures in major City facilities, and active monitoring of fixtures and
City of Cupertino CAP I December 2014
water bills to support early leak detection. In addition to municipal water conservation practices,
the City also offers its GreenBiz and Green@Home programs, which provide free indoor and
outdoor water assessments and equipment upgrades (e.g., faucets, showerheads, toilets) to
residents and local businesses. These highly successful programs have saved 5.5 million
gallons of water to date, and saved participants $100,000 from water and energy savings.
While the City already highlights these accomplishments on its website, community participants
in the CAP's public outreach activities expressed a desire for more publicity regarding the City's
sustainability program successes, such as online walking tour maps to visit xeriscape projects
or other water -conserving landscape installations. The City will continue to promote its own
water conservation activities as well as programs available for community participation.
Action Status
Responsibility
Timeline
Develop public information campaign that highlights/advertises
A City projects and landscaping practices that conserve water
Sustainability Division
it
(e.g., drought -tolerant landscaping, efficient irrigations
systems)
Work with local water providers to identify opportunities for
water use data tracking and reporting at community -wide level;
0
B if successful, share this information through CAP's annual
Sustainability Division
progress reporting procedures, aligned with required General
Plan implementation annual reports
Partner with community/neighborhood groups to promote
C existing water conservation programs and participation in
Sustainability Division
0
voluntary turf -removal programs
Progress Indicators
Year
15% per capita water use reduction of 2010 baseline use
2020
15% per capita water use reduction of 2010 baseline use
2035
COMMUNITY -WIDE REDUCTION MEASURES 0
MEASURE C-W-2 RECYCLED WATER IRRIGATION PROGRAM
Supporting Measure — Not Quantified
�R
Explore opportunities to use recycled water for irrigation purposes to reduce potable
water demands.
The City currently does not have access to recycled water, which could offset potable water use
in large, irrigated landscapes. There have been discussions of a possible connection between
the San Jose and Sunnyvale recycled water systems, which could bring necessary
infrastructure inside of Cupertino's boundary to service Apple's campus"'. However, expanding
this infrastructure for broader residential, commercial, and municipal use has not yet been
prioritized. As an initial step to developing a recycled water use plan, the City could prepare a
feasibility study to identify potential recycled water users within the City, including their location
and potential recycled water demand. The City should continue to monitor regional discussions
for expansion of existing recycled water systems, and include recycled water as a priority within
forthcoming revised service agreements with its two water retailers.
Given the process of producing and transporting recycled water that is safe for landscape
application, it is possible that replacing potable water with recycled water for irrigation in
Cupertino could result in a net emissions increase. As an alternative to recycled water use
(since Cupertino currently has no access), small-scale, on -site rainwater catchment systems
could be installed to better utilize natural precipitation for irrigation purposes, as opposed to use
of scarce potable water resources. The City will develop a demonstration project on municipal
property to promote voluntary adoption of such landscaping techniques community -wide. The
project should be designed as an educational tool to show -case water -efficient landscaping
design and alternative irrigation strategies. The project could include a rain barrel catchment
system connected to a climate -appropriate demonstration garden to show how drought -tolerant
plant options can be supported without use of traditional irrigation systems. Alternatively, the
City could identify a high -visibility location to install a rain garden connected to a building's
downspout, or construction of a bioswale adjacent to a parking lot or roadway. Both of these
options can incorporate drought -tolerant plants, and contribute to natural stormwater
management to improve water quality.
The environmental benefits associated with conserving potable water sources would
undoubtedly outweigh a relatively minor emissions increase associated with potential future
recycled water use. However, in the meantime, other options are available to reduce potable
water use in irrigation, which could be applied broadly in the community. If the City decides to
0 City of Cupertino CAP I December 2014
pursue recycled water infrastructure development in the future, it will need to include these
additional emissions in future emissions inventory updates.
Action Status Responsibility Timeline
Conduct feasibility analysis to determine potential for recycled
A water systems in Cupertino; map locations of large irrigation Grounds & Fleet
water users (now and likely future users) to identify feasible Division
extent of new system 0
B Continue to monitor regional discussions regarding expansion Sustainability Division
of existing recycled water systems in neighboring jurisdictions
Identify City -owned site to install educational demonstration
C project that showcases water -efficient landscaping strategies, Sustainability, Grounds
alternative irrigation options, and/or low -impact landscape & Fleet Divisions
design techniques 0
COMMUNITY -WIDE REDUCTION MEASURES 0
1
AIL
Goal 4 — Reduce Solid Waste
Strengthen waste reduction efforts through
recycling and organics collection and
reduced consumption of materials that
otherwise end up in landfills.
0 City of Cupertino CAP I December 2014
Waste disposal creates emissions
when organic waste (e.g., food scraps,
yard clippings, paper and wood
products) is buried in landfills and
anaerobic digestion takes place,
emitting methane. Additionally,
extracting and processing raw
materials for consumer products,
distributing them to consumers and
disposing them creates GHG
emissions. In Cupertino, approximately
2% of GHG emissions are associated
with solid waste generation and
disposal in landfills (see pie chart).
2010 Baseline Emissions
Energy
Transportation
Off -Road Sources
■ Solid Waste
Wastewater
Potable Water
Recent efforts to reduce long-term waste generation have incorporated the principle of zero -
waste, with the goal of being able to recycle, reuse, or compost all waste products.
Implementation programs to achieve zero -waste can include community -wide recycling,
organics collection (e.g., food scraps, compostable paper), and green design to minimize
construction -related waste. Business procurement policies can also be developed to give
preference to materials that support a zero -waste goal. Paperless office policies can incorporate
technological hardware and software to minimize office paper waste. Manufacturing processes
can be designed to eliminate supply stream waste and reduce operating expenses.
A combination of these practices can potentially lead to lower landfill -related emissions, and
help to extend the useful operating life of local landfills. The measures included within the Solid
Waste Strategy provide total GHG emission reduction potential of 275 MT CO2e/yr in 2020, and
1,300 MT CO2e/yr in 2035. This represents approximately 2.0% of total local CAP measure
reductions.
It should be noted that a growing number of public agencies are supplementing sector -based
emissions inventories, the tool used to conduct Cupertino's inventory that is described in detail
in Chapter 1, with a "consumption -based" approach to estimate those emissions that arise from
the lifecycle of goods and services utilized within a community. This lifecycle greenhouse gas
emissions accounting evaluates and reports the full lifecycle of emission associated with the raw
materials extraction, manufacturing or processing, transportation, use, and end -of -life
management of a good or service, regardless of which sector produces these emissions." The
Environmental Protection Agency has developed the Waste Reduction Model (WARM) to help
solid waste planners and organizations track and voluntarily report greenhouse gas emissions
reductions from several different materials management practices (see:
http://epa.gov/epawaste/conserve/tools/warm/). While this lifecycle inventorying approach is not
yet the industry standard practice, the City will continue to monitor the evolution of climate
change planning and emissions inventory methodologies as part of its on -going CAP revisions
process. If in the future it becomes standard practice to assess total lifecycle emissions (as
• COMMUNITY -WIDE REDUCTION MEASURES 0
opposed to annualized emissions inventories that are currently industry standard), then the City
will incorporate this practice into its future inventory updates. Cupertino will consider using the
WARM tool, paired with the EPA's Re-Trac, which was deployed as part of the City's award -
winning Food Recovery Challenge launched to help local grocery stores and markets reduce
food waste through effective inventory management, new donation agency partnerships, and
expanded composting services (learn more at:.https://connect.re-trac.com/register/epafrc).
MEASURE C-SW-1 ZERO WASTE GOAL
Maximize solid waste diversion community -wide through preparation of a zero -waste
strategic plan.
Supporting Measure — Not Quantified
Zero waste is a philosophy that reimagines the resource cycle to allow reuse of all products by
diverting materials from the landfill or incinerators. The purpose of a zero waste strategic plan is
to shift consumption patterns, manage purchases more carefully, and establish the
infrastructure and informational resources necessary to achieve broad community support. In
2001, California was the first state to adopt a zero -waste policy, noting that the public, industry,
and government will work together to reduce, reuse, or recycle all solid waste materials.
AB 939 mandates local jurisdictions to meet numerical diversion goals. Although landfill capacity
is no longer considered the statewide crisis it once was, waste diversion from landfills protects
public health and safety and the environment by reducing landfill methane emissions and
groundwater contamination associated with faulty landfill membranes, as well as conserving
natural resources. In its efforts to exceed the diversion goals established in AB 939, the City
incorporated a zero -waste goal into its waste -hauling contract with Recology South Bay. The
City's contract provides curbside recycling and garbage services to all businesses and residents
in Cupertino, as well as curbside organic waste services for residents and relevant businesses.
To gauge progress toward its zero -waste goal and identify additional material diversion
opportunities, the City should prepare residential and commercial waste characterization
studies. These studies, which could be offered as a GreenBiz Cupertino service, are conducted
to determine the types and amounts of materials in a community's waste stream, which can be
used to support development of an overarching strategic plan to reduce waste.
0 City of Cupertino CAP I December 2014
It is widely understood that achieving
"zero waste' in our communities will
require a dramatic shift away from our
current "end of life" focus on recycling,
composting, and Iandfilling to one
based upon the modern -era materials
management hiearchy: first prevent
waste, next reduce and reuse, and
finally recycle and compost. To that
end, Cupertino will expand it's current
outreach and educational efforts
through green@schools, GreenBiz
and Green@Home to help residents
and businesses prevent waste in the
first place by supporting their efforts to
buy less and reuse what they already
do have. One emerging tool to faciliate
this is the growing sharing economy,
which enables consumer access to
products and services via peer -to -peer
networks versus the traditional
ownership model. Cupertino can
accelerate interest in this
"collaborative consumption" model by
sharing resources through its civic
media assets. In addition, the City will work to grow extended producer responsibility to manage
materials efficiently and expand take -back materials (packaging and products) from consumers
after they have reached the end of their useful life to reincorporate these materials into the
manufacturing cycle. Finally, the agency will continue its work to offer effective and widely
understood and utilized composting and recycling services. The City will continue sharing
informational resources and presenting these programs through its neighborhood leader -
focused Growing Greener Blocks initaitive, which will also ensure residents' understand how to
safely handle toxic products, such as batteries, paints, pesticides, and other
hazardous materials.
COMMUNITY -WIDE REDUCTION MEASURES
Action Status Responsibility Timeline
A Continue to implement City's goal to divert 75% of community- Environmental Division
wide solid waste through franchise waste hauling contract 43 0
Prepare residential and commercial waste characterization
studies to identify Cupertino -specific opportunities for
additional waste diversion; use study results to develop
B outreach campaigns that increase participation in City's O Environmental Division
existing waste management programs, targeting specific waste
types and/or sources
Establish timeline and funding mechanism to perform periodic
C Waste Characterization Study updates to evaluate efficacy of O Environmental Division
new outreach programs
Develop robust outreach campaign to ensure community -wide
understanding of materials management service offerings,
drive behavior change focused on lifecycle of materials (i.e.,
D source reduction, materials reuse, end -of -life), and facilitate O Environmental Division
access to emerging materials management support tools (i.e.,
those focused on sharing economy and collaborative
consumption)
MEASURE C-SW-2 FOOD SCRAP AND COMPOSTABLE PAPER DIVERSION
Continue to promote the collection of food scraps and compostable paper through the
City's organics collection program.
2020 GHG Reduction Potential: 150 MT CO2e/yr
2035 GHG Reduction Potential: 750 MT CO2e/yr
� Q q
Food scraps are unwanted cooking preparation and table scraps, such as banana peels, apple
cores, vegetable trimmings, bones, eggshells, meat, and pizza crusts. Compostable paper,
sometimes called food -soiled paper, usually comes from the kitchen and is not appropriate for
paper recycling due to contamination. Materials such as stained pizza boxes, paper cups and
plates, waxed cardboard, used coffee filters, paper food cartons, napkins and paper towels are
all compostable paper. Diverting these organic items from the landfill helps to reduce methane
gas generation from anaerobic decomposition, and helps to prolong the operable life of a
City of Cupertino CAP I December 2014
landfill. Composting of organic materials, such as food, is one method of managing these
materials and diverting them from landfills.
Recology South Bay provides residential food scrap collection services, providing Cupertino
households with a single food waste and yard waste bin to collect yard clippings; food scraps
such as bones, fruits, and seafood; and other organics including soiled paper products, coffee
grounds, and pizza boxes. Free compost, made from this collected yard and food waste, is
available for any Cupertino resident to pick up at the Stevens Creek Quarry from March through
October each year (learn more at www.cupertino.org/compost). Cupertino also distributes food
scrap recycling information via the City website and newsletter, and provides links to the County
of Santa Clara Recycling & Waste Reduction Commission composting workshops. In 2013,
Cupertino received the U.S. EPA national award for innovative food waste reduction efforts for
its three-year effort to work with grocers, residents, and businesses to divert food from landfills.
Their efforts included providing workshops for local grocers and markets on ways to reduce
waste, and helping businesses develop better food recovery methods. Currently the City also
conducts outreach to food businesses such as grocers and restaurants in order to encourage
the expansion of commercial organics collection in the community.
Moving forward, the City will leverage outreach channels available through its GreenBiz
program and partner with the Cupertino Chamber of Commerce and Recolgy South Bay to
encourage additional voluntary participation in organic waste collection from local businesses.
This partnership could focus on providing technical assistance based on best practices to
overcome challenges posed by organic collection bin storage and management. The City will
use the results of the waste characterization studies described in Measures SW-1 to assess the
efficacy of its residential organics collection program, and develop program alterations if
additional food waste diversion opportunities are identified. The City can also expand its
green@schools work with local elementary schools to incorporate food waste composting into
their existing recycling programs and curriculum. By building this knowledge base with children
first, Cupertino households will gain a stronger understanding of the existing program's services.
Action
Status
Responsibility
Timeline
Continue to implement the City's organics collection program
A outreach campaign, including outreach to Cupertino's business
©
Environmental Division
0
community regarding upcoming commercial food waste
ordinance
Provide information to local elementary schools on existing
B organics collection program for incorporation into on -going
O
Environmental Division
0
recycling program curriculum
Work with franchise waste haulers, the Cupertino Chamber of
Commerce, and other local business organizations to increase
C voluntary participation in City's organics collection program;
O
Environmental Division
provide technical assistance based on best practice examples
to overcome collection bin storage / placement barriers
ChapterCOMMUNITY-WIDE REDUCTION MEASURES
Progress Indicators
Households divert 40% of food scraps and compostable paper;
10% of businesses divert 20% of food scraps and compostable paper; 2020
Households and businesses divert 85% of yard waste
Households divert 60% of food scraps and compostable paper;
30% of businesses divert 20% of food scraps and compostable paper;
Households and businesses divert 90% of yard waste
2035
MEASURE C-SW-3 CONSTRUCTION & DEMOLITION WASTE DIVERSION PROGRAM
Continue to enforce diversion requirements in City's Construction & Demolition Debris
Diversion and Green Building Ordinances.
2020 GHG Reduction Potential: 125 MT CO2e/yr
2035 GHG Reduction Potential: 550 MT CO2e/yr
CH4
According to California Department of Resources Recycling and Recovery's (CalRecycle's)
2008 Statewide Waste Characterization Study, construction and demolition (C&D) materials
account for almost 29 percent of the waste stream in California. Many of these materials can be
diverted from landfills for reuse and recycling, including concrete, bricks, metal, drywall, and
lumber. Lumber is an organic material, and therefore generates methane emissions through
anaerobic decomposition in a landfill. Reusing and recycling C&D materials conserves natural
resources and diverts material from landfills, while also reducing greenhouse gasses and
conserving landfill capacity.
The California Green Building Code, effective January 1, 2011 and subsequently amended,
requires the diversion of at least 50 percent of construction waste materials generated during
most new construction, including all new residential and commercial projects, with few
exceptions. The City has exceeded this statewide requirement through adoption of its own
Construction and Demolition Debris Diversion Ordinance, which requires applicable construction
projects to divert 60% of construction waste. This ordinance applies to all construction,
demolition, and renovation projects that are 3,000 square feet or larger. Prior to receiving a final
building inspection, a construction recycling report must be submitted to show the tons recycled
and disposed by material type.
Implementation and monitoring challenges can limit full participation in the City's C&D diversion
efforts, even though the requirements are codified in the Cupertino Municipal Code. Some
communities have addressed the issue of compliance through development of a C&D diversion
City of Cupertino CAP I December 2014
deposit program, in which the project applicant pays a deposit (as a percentage of total project
costs or on a square foot basis) in exchange for a building permit. The deposit is reimbursed to
the applicant upon submittal of appropriate documentation that outlines what level of diversion
was achieved by the contractor or waste hauler. The program could also be structured to forgo
deposit requirements if applicants provide a signed contract with an authorized C&D collector
that clearly states the level of diversion to be achieved.
The City will continue to implement its Construction and Demolition Debris Diversion Ordinance,
and work with franchise waste haulers to evaluate opportunities for increased C&D diversion
capabilities. The City could consider increasing its C&D diversion requirements in the future as
green building practices continue to evolve and as area landfill operators and waste haulers
become accustomed to higher diversion rates. The City could consider developing a C&D debris
deposit program if it identifies opportunities for improving compliance with the existing diversion
ordinance as well.
Action Status Responsibility Timeline
Continue to implement City's 60% C&D diversion requirement
A for applicable projects as defined in City's Construction and © Environmental Division
Demolition Debris Diversion Ordinance
Work with franchise waste haulers to evaluate capability of "
B area landfill operators to maximize C&D waste diversion (e.g., Environmental Division
75% diversion) O
Consider increasing City's diversion requirements to 75%
C diversion to support zero -waste goal (see SW-1); alternatively, O Environmental Division
only target scrap lumber with 75% diversion requirement, if
found to be feasible
Consider developing Construction and Demolition Debris 414
Diversion Deposit Program to help enforce C&D ordinance, in
D which deposit is paid to City prior to issuance of building permit Environmental Division
and refunded to applicant following submittal / approval of
applicable waste diversion documentation
Progress Indicators Year
60% of construction and demolition waste diverted, per City's ordinance — approximately 2,600 tons/yr 2020
75% of construction and demolition waste diverted — approximately 3,500 tons/yr 2035
COMMUNITY -WIDE REDUCTION MEASURES 0
Goal 5 — Expand Green Infrastructure
Enhance the City's existing urban forest
on public and private lands.
0 City of Cupertino CAP I December 2014
Green space consists of a variety of places that, when integrated within an urban environment,
provide valuable recreation, ecological, and public health services to the community. In
Cupertino, green space includes the urban forest, parks, landscaped medians and parkways,
and natural stormwater-absorbing landscapes. Healthy and robust green infrastructure systems
can mitigate the urban heat island effect, lower building energy use, provide natural stormwater
management and wildlife habitat, improve local air quality, and increase community pride.
As one component of the green infrastructure network, urban forests provide shade and can
reduce the heat island effect, which causes temperatures to increase in areas with
concentrations of exposed pavement and rooftops. These higher temperatures can lead to
increased air conditioner use, which increases energy consumption and can strain utility
infrastructure at peak hours of the day. Urban forests also provide a visual amenity for residents
and habitat value for wildlife.
The City also recognizes other beneficial aspects of trees. Trees beautify neighborhoods,
increase property values, reduce noise and air pollution, and create privacy. Additionally, trees
gain carbon -sequestering biomass in their trunks and roots as they absorb carbon dioxide from
the air to grow. The measure in this section seeks to enhance Cupertino's already well -
established urban forest through partnerships with residents, businesses, and community and
neighborhood groups.
The total GHG emission reduction potential of the Green Infrastructure Strategy is 200 MT
CO2e/yr in 2020 and 725 in 2035. This represents about 1.4% percent of total 2020 reductions
anticipated from local CAP measure implementation.
COMMUNITY -WIDE REDUCTION MEASURES 0
MEASURE C-G-1 URBAN FOREST PROGRAM
Support development and maintenance of a healthy, vibrant urban forest through
outreach, incentives, and strategic leadership.
2020 GHG Reduction Potential: 200 MT CO2e/yr
2035 GHG Reduction Potential: 725 MT CO2e/yr
0
The urban forest contributes to Cupertino's quality of life and attractiveness as a place to live,
work, and visit. Trees are a valuable role in the identity of a city because they strengthen a
community's image, encourage pedestrian activity, and develop inviting public and private
spaces. Trees also perform important environmental functions such as removing air and water
pollutants, providing wildlife habitat, and capturing carbon dioxide from the atmosphere.
Approximately 2,400 net new trees will be planted as part of the Apple Campus 2 project to
further enhance the City's urban forest. The City can partner with other local businesses,
neighborhood groups and residents, and other community organizations to encourage additional
voluntary tree planting on private property within Cupertino. The City could request technical
support from PG&E to provide basic tree planting guidelines, so when the trees are full grown,
they will provide shade to homes and businesses and help to lower air conditioner use during
peak periods.
Management of an urban forest can sometimes require the support of more than just the City's
Public Works staff. There may be opportunities for community partners to assist the City in the
management and maintenance of street trees planted within the public right-of-way. The City
should consider developing a long-range forestry plan to identify policies and strategies that
proactively manage the City's urban forest for future generations while minimizing maintenance
conflicts with overhead and underground utility infrastructure.
This urban forest should also expand to the City's parks and medians, both in terms of
expanding the City's urban canopy, but also by prioritizing drought -tolerant native plants and
demonstration gardens (noted both as a General Plan policy and among the Local Government
strategies described in Chapter 4) as well as community -wide rooftops. The City should
incentivize Green roofs for their role in "protecting water resources adversely impacted by
climate change by reducing electricity usage and improving air quality.""""'
Staff will also consider opportunities to stretch its current ordinances and codes to prioritize cool
roofs and cool pavements to reduce local impacts from the urban heat island effect. Over 60%
of urban surfaces are covered by roofs or pavement,` which are typically dark and absorb 80%
0 City of Cupertino CAP I December 2014
of sunlight, thereby exacerbating the warming effects of climate change. Though not technically
a green infrastructure item, cool roofs and cool pavement can further support the beneficial
outcomes provided by a healthy, robust urban forest.
In addition to trees, other types of landscaping and vegetation can help to enhance ecological
functions of the City's green infrastructure. Community and school gardens can help to build a
personal connection to, and ultimately ownership of, the places we seek to protect. These local
spaces offer a retreat from the noise and commotion of our daily lives, and can impart a
stewardship ethic among gardeners and adjacent property owners alike. They also allow
families and individuals without land of their own to produce food, build skills, and share
knowledge. Further, community gardens can provide access to fresh, nutrient -rich produce that
localizes the traditional commodity chain, reducing associated transportation emissions and
eliminating packaging Iifecycle impacts. School gardens further these gains by serving as
outdoor classrooms where learning happens through hands-on trial and error, and students are
empowered as food and plant scientists to apply lessons learned indoors.
Cupertino is currently home to one over -subscribed 60 acre organic garden located at McClellan
Ranch Preserve, a recently opened small working garden at the adjacent Blackberry Farm that
supplies produce to the cafe, and a 5.1 acre orchard on its Stocklmeir Ranch. Each of these
sites is part of the Stevens Creek Corridor, a natural park setting with extensive creek
restoration projects and a host of trail and park amenities, which are the current focus of a
Master Planning Project that will define its future use (e.g., "legacy farm" creation, garden
expansion). Beyond City properties, local schools host a variety of edible schoolyards, butterfly,
or native plant gardens, and complimentary compost programs, many of which have launched
or expanded in partnership with the City's green@school program or via funding made available
through the Rotary Club of Cupertino. To foster a deeper connection to these natural community
assets and strengthen our environmental legacy, which in turn can transform other climate -tied
emissions reductions activities among those engaged, these urban green spaces should be
expanded throughout the City and across our school campuses and coupled with ancillary
naturalist education and volunteer opportunities, such as the City's current GreenFingers habitat
restoration program.
Action Status Responsibility Timeline
Continue implementing landscaping requirements in City's ow
A Development Standards, Design Guidelines, and other © Planning Division
regulatory documents 41
Partner with neighborhood groups, community organizations,
and business community to encourage voluntary tree planting
B on private property within Cupertino; identify opportunities for
such organizations to assist City with maintenance of street
trees planted within public rights -of -way
Sustainability Division
ChapterCOMMUNITY-WIDE REDUCTION MEASURES '
Consider developing strategic, long-range plan to identify
C policies and strategies to proactively manage and grow the
Trees & Right of Way
Division
City's street tree population
Evaluate opportunities to expand current ordinances and
D codes to prioritize expansion of City's green and cool roofs, as
O
Sustainability Division;
Planning Division
0
well as pervious and cool pavement
Assess opportunities to expand Cupertino's network of
community gardens, demonstration gardens, and edible
Recreation and
E schoolyards through Stevens Creek Corridor Maser Plan
O
Community Services
0
process, targeted Green@Home or Green@School campaign,
Department
and strengthened Rotary Club partnership
Expand community and school gardens, and evaluate
Recreation and
F opportunities to develop prevalent demonstration garden that
Community Services
0
incorporates water -sensitive design and advanced irrigation
Department
control technology (if irrigation system is necessary)
Pair expanded garden network with new naturalist and
Recreation and
G education programs and trainings to build community
O
Community Services
0
knowledge of gardening techniques and associated health,
Department
environmental, and financial benefits
Install informational placards or signs at new gardens that
Recreation and
H quantify emissions reductions from local food sources and
Community Services
0
water saving potential from native plants and refer public to
Department
additional informational resources
Progress Indicators
Year
2,500 net new trees planted in the city from 2015 onward
2020
2,800 net new trees planted in the city from 2015 onward
2035
U&P City of Cupertino CAP I December 2014
Target Achievement
PROGRESS TOWARD 2020 TARGET
The reduction measures described above combined with the statewide actions described in
Chapter 2 and the municipal operations reduction measures included in Chapter 4 have the
potential to reduce community -wide emissions by 95,661 MT COZe/yr from projected 2020
levels. This progress exceeds the City's 2020 reduction target of 15% below 2010 levels,
representing a 15.4% reduction in baseline emissions.
Figure 3.5 shows the additive impact of statewide actions and local actions that will achieve the
City's 2020 target. The dashed red line illustrates community -wide BAU emissions, with the gray
line showing ABAU emissions (i.e., BAU emissions minus statewide reductions). The teal line
shows a trajectory towards the 2020 target from the 2010 baseline level, and the pink link
appearing just beneath the teal target line represents the level of emissions reductions that
could be achieved following implementation of the CAP measures presented in this chapter.
Figure 3.5 — 2020 Community -wide Target Achievement
370,000
350,000
330,000
T
Ol
0 310,000
290,000
270,000
250,000 4-
2010
BAU Emissions ABAU Emissions
CAP Reductions Target
2020
COMMUNITY -WIDE REDUCTION MEASURES
PROGRESS TOWARD 2035 TARGET
As shown in Figures 3.6 and 3.7, the most important driver for long-term target achievement is
statewide action. As described in Chapter 2, the future impact of statewide actions is currently
difficult to predict because the Scoping Plan only quantifies emissions reductions through the
2020 horizon year. This CAP estimated the future impact of statewide actions in two different
ways. The first method, illustrated in Figure 3.6, is more conservative in its scope and is based
on continued implementation of the known statewide actions (as described in Chapter 1) as they
are applied to future growth in Cupertino. For example, as more houses are built, these homes
will be subject to the 2013 Building Energy Efficiency Standards. As more employees move to
Cupertino, these drivers will be using vehicles with higher fuel efficiency and cleaner fuels as a
result of Pavley I and II and the Low Carbon Fuel Standard. Under this estimation method, there
is no expansion of the scope of statewide actions to make them more stringent in the future,
they are simply applied to a larger population group (i.e., community -wide population and
employment growth). Based on these estimates, Cupertino would achieve community -wide
emissions levels of 284,722 MT CO2e/yr by 2035, representing a 7.3% reduction below baseline
levels; far short of the City's target of 49% below baseline levels.
Figure 3.6 — 2035 Community -wide Target Progress
450,000
400,000
350,000
4
v
0 300,000
250,000
200,000
1bU,000 ,
2010 2020 2035
— — BAU Emissions ABAU Emissions CAP Reductions Target
The second method for estimating future reductions (beyond 2020) from statewide actions
assumes that the level of reductions from statewide actions in 2020 would remain constant
through the future horizon years. In 2020, statewide actions provided 85% of the reductions
needed to achieve the City's target. If statewide actions continued to provide this level of
reductions in 2035, the City would achieve an emissions level of 164,480 MT CO2e/yr, or 46.5%
below baseline levels. As shown in Figure 3.7, this is much closer to the City's target of 49%
below 2010 levels.
City of Cupertino CAP I December 2014
Figure 3.7 — 2035 Target Progress with Alternative Statewide Reduction Estimates
450,000
400,000
350,000
L
C
N
0 300,000
250,000
200,000
.I 5u,uuu
2010
i
2020 25
— — BAU Emissions ABAU Emissions CAP Reductions Target
The following measure commits the City to regularly monitoring the actual reductions attributed
to these statewide actions in the future to ensure that the reductions scenario shown in Figure
3.7 is realized and that the CAP's actions are modified in response to any potential
shortcomings that are identified.
MEASURE 2035-1 LONG-TERM TARGET MONITORING
Regularly monitor progress made towards City's 2035 and 2050 targets through
inventory updates and review of implementation success related to statewide actions.
Supporting Measure — Not Quantified
It is likely that the state will continue to develop actions and programs that will support
achievement of its 2050 statewide reduction target, such as development and implementation of
zero -net energy building requirements. However, at this time the potential future impact of those
actions is unknown. Therefore, the City will continue to monitor the state's efforts designed to
achieve its long-term 2050 reduction target. Should additional statewide actions be developed,
or existing actions enhanced, that would have local application to Cupertino, then the City will
analyze their local reduction potential and incorporate those reductions into future CAP updates.
The uncertainty regarding the future impact of statewide actions is only one of several variables
that could influence the City's ability to achieve its longer -term targets. New technologies that
further reduce energy or transportation -related emissions (e.g., more efficient appliance
standards, fuel -efficient vehicles) may be developed between now and 2035. Further, existing
• COMMUNITY -WIDE REDUCTION MEASURES
technologies may also become more effective or financially viable, which could accelerate their
purchase and use within the community. One example is the cost and ubiquity of solar
photovoltaic panels, which have experienced exponential market growth during the last few
decades. To that end, increased residential and commercial renewable energy deployment
could be a large source of future emissions reductions when compared to current conventional
grid -sourced energy resources.
Additional local CAP measures may also be developed during future plan updates, or CAP
measures may be implemented at higher rates than previously estimated. The 2035 reduction
estimates are based on the best available data and assumptions, but the future is difficult to
predict accurately. Regular emissions inventory updates will be the best predictor of future
target achievement, and will help the City to identify emissions sectors that need additional
attention. They will also help to maintain future CEQA streamlining benefits by demonstrating
that the City remains on a trajectory towards the CAP's long-term emissions reduction targets.
Similarly, future target achievement is based on numerous growth estimates, including future
year population and employment levels envisioned in the General Plan Amendment, which may
or may not be accurate. If the City grows faster than anticipated in the emissions inventories, it
will become harder to achieve long-term targets without deeper implementation of CAP
measures. However, if the City grows more slowly, so too will its emissions; potentially making
future targets easier to achieve through implementation of this CAP. All of these uncertainties
illustrate the need for regular monitoring and revisions to the CAP, the City's emissions
inventories, and reduction strategies. See Chapter 7 for further discussion of how the City
should ensure the CAP's relevance in the future.
Action
Status Responsibility Timeline
Prepare emissions inventory updates on 2-3 year cycle to
ensure real progress is being made towards reduction targets;
prepare updates in 2020, 2035, and 2050 to correspond
A directly with target years; during each inventory update year,
Sustainability Division
consider need for implementation of long-term reduction
�-
opportunities described in following section (future statewide
actions may make some of these strategies redundant)
Develop process for updating statewide reduction estimates as
B part of future inventory updates to show actual BAU and ABAU
Sustainability Division
emissions levels achieved, which can be compared to
estimates described in Chapter 2 of this CAP
If discrepancy is discovered between actual reduction results
431
and estimated levels due to fewer reductions from statewide
C actions, identify which statewide actions are not performing
Sustainability Division
optimally and strengthen related local CAP measures or
develop new local actions to close reductions gap
Incorporate updated BAU and ABAU inventories into regular
CAP implementation progress reports to ensure most current
D
Sustainability Division
information is considered during these status meetings when
developing future courses of action
�--'
0 City of Cupertino CAP I December 2014
LONG-TERM REDUCTION OPPORTUNITIES
As part of the CAP development process, several measure options were considered that would
provide long-term reduction opportunities and would require regional collaboration for
successful implementation. These additional measures could be applied to the estimated
statewide and local actions included in this CAP to demonstrate a pathway towards future target
achievement. However, these options were not developed with the same level of detail as the
local CAP measures included in this chapter and are provided here for informational purposes
only for future CAP update consideration. Rough estimates of future emissions reduction
potential were calculated using readily -available data and studies. Additional analysis will be
required to ensure their feasibility for local implementation, and should be developed during
future CAP updates.
These measures are included here so that conversations with regional partners and local
residents can begin early, with the hope that some or all of the measures are ready to begin
implementation by 2020.
PG&E Green Option
2035 Reduction Potential (Municipal participation at 100%): 869 MT CO2e/yr
2035 Reduction Potential (10% community -wide participation): 4,750 MT COZe/yr
PG&E is in the process of finalizing its proposed Green Option Program, which will allow
customers to voluntarily purchase up to 100% renewable electricity (learn more at:
http://www.pge.com/greenoption/). The California Public Utilities Commission (CPUC) still needs
to respond to PG&E's proposed program before implementation can occur. If approved, PG&E
expects the program to be available for subscription within a few months following approval. The
program is currently expected to be capped at 272 MW of demand and for a five-year pilot
program. It is currently unknown how participation will be granted should the program become
fully -subscribed.
The City could consider participating in this program so that 100% of municipal electricity is
generated from renewable sources. Though municipal emissions only represent a fraction of
total community -wide emissions, this program provides an opportunity to demonstrate regional
leadership in renewable energy procurement and emissions reductions. Residents and local
businesses will be able to voluntarily participate in this program. A similar program offered by
the Sacramento Municipal Utility District currently has an approximately 10% voluntary
participation rate.
City Actions to Consider
■ Conduct feasibility study of PG&E Green Option financial costs (per kilowatt hour (kWh)
costs have not been finalized yet as part of program development) for City to purchase
part or all of its electricity from renewable sources
■ Evaluate benefits to City participation
COMMUNITY -WIDE REDUCTION MEASURES 0
■ Develop resolution to opt into PG&E Green Option program for municipal electricity
purchases (Note: program is currently capped at 272 MW and as 5 year pilot program; it
is currently unknown how enrollment decisions will be made should program become
fully subscribed
■ If pursued, advertise the City's voluntary participation to encourage local residents and
businesses participation
Community Choice Energy Option
2035 Reduction Potential (75% community -wide participation): 56,875 MT COZe/yr
This option is included above as a stand-alone measure to highlight its importance for long-term
target achievement. As described in Measure C-E-7, community choice energy allows a city or
cities to supply electricity to customers within their borders through the establishment of a CCE.
CCE's are typically designed as an opt -out program, meaning that all residents and businesses
within its boundaries are automatically enrolled in its service with the ability to opt out and
remain with PG&E as their utility provider. This type of enrollment is one reason that CCE
programs enjoy high participation rates. For example, Marin Clean Energy began serving
customers in May 2010, and currently procures electricity for 75% of electric customers in
Marin County. The City could consider participating in regional conversations regarding
opportunities and challenges to establishing a regional CCE district.
Strategies that decrease electricity -related emissions, such as a CCE or the PG&E Green
Option program will have a direct impact on the reductions associated with energy -conservation
measures described throughout this CAP. For example, if Cupertino were to purchase 100%
clean electricity for municipal operations, then there would be no additional emissions
reductions associated with high -efficiency lighting retrofits. The electricity used by the lighting
would already be emissions -free, so using that electricity in a more efficient manner would have
no additional impact on the City's emissions. The City could see reductions in operation and
maintenance costs related to reduced electricity use though, which might substantiate additional
energy -conservation projects under that type of scenario. Because these clean electricity -
related strategies have such overlap with other CAP strategies, the reduction estimate
presented for the CCE option cannot simply be added to the other 2035 reduction estimates
presented in this chapter. Additional analysis would be required to determine the level of overlap
among CAP strategies, and what continued role, if any, the state's RPS would play in achieving
Cupertino's reduction targets.
City Actions to Consider
■ Collaborate with regional partners to evaluate feasibility for CCE development (e.g.,
start-up costs, funding sources, legal considerations, participation estimates)
■ If deemed viable, create or join a CCE development program to expand grid -tied
renewable energy options for municipal facilities, homes, schools, and businesses
City of Cupertino CAP I December 2014
Alternative Fuel Vehicles
2035 Reduction Potential: 15,850 MT CO2e/yr (Note: this is in addition to reductions estimated
from Measure C-T-7)
Advancements in alternative fuel vehicle technologies make long-term market adoption seem
likely. As described in Measure C-T-7 above, there are actions the City can take to facilitate this
market transition, including pre -wiring requirements in new construction for electric vehicle
charging stations, additional installation of public charging/refueling infrastructure, and
dissemination of information on alternative fuel vehicles. The reduction potential shown above is
dependent upon decreasing vehicle costs resulting from further technological advancement and
increasing market adoption that brings to bear economies of scale in automotive manufacturing.
This estimate includes a transition away from gasoline and diesel vehicles to plug-in hybrid
electric vehicles, battery -electric vehicles, and compressed natural gas vehicles throughout the
range of vehicle class categories (e.g., passenger cars, light duty trucks, buses).
As the use of electric vehicles increases, it will become more important to clean the electricity
grid in order to maximize the emissions reductions associated with this type of alternative
fuel vehicle.
City Actions to Consider
■ Research best -practices in facilitating market shift towards alternative fuel vehicles
through local policies
■ Participate in regional collaboration on alternative fueling infrastructure procurement and
policy -setting
■ Explore opportunities to transition municipal fleet vehicles to alternative fuel vehicles
Figure 3.8 shows that development and implementation of these measures (excluding the
PG&E Green Option to avoid double -counting with the CCE program) would exceed the 2035
target. Combined with the reduction estimates in Table 3.1, these additional measures would
achieve an emissions level of 91,755 MT CO2e/yr, or approximately 70% below baseline levels.
As shown in Figure 3.8, this would put the City's emissions on a downward trajectory towards
the 2050 target, though the overlapping impact of the reduction estimates was not forecasted
through 2050 as part of this project, and would be highly speculative at this point. Figure 3.8
incorporates the more aggressive statewide reduction estimates described above. It is likely that
there will be substantial overlap between the state's enhanced actions to achieve such
reduction levels and the two additional reduction opportunities described in this section. When
planning for deep emissions reductions, as would be required to achieve the 2050 reduction
target, strategies need to focus on the energy and transportation sectors by necessity, as they
represent 88% of the community's total emissions. It is likely that in pursuit of its long-term
targets, the state will increase the requirements of the RPS or develop additional policies or
programs that achieve the same result: zero emissions in the electricity grid. Similarly, no long-
term target can be achieved without aggressively addressing vehicle -related emissions, either
• COMMUNITY -WIDE REDUCTION MEASURES
through substantial efficiency improvements, broad shifts towards emissions -free technologies,
or both. The state is likely to pursue these types of strategies in the future, which would have an
overlapping effect on the reduction estimates presented here from implementing a CCE and
supporting widespread community shifts towards alternative fuel vehicles.
The City will need to monitor the status of future state -level efforts and their impact on the City's
reduction strategies as part of the CAP's ongoing maintenance. As the direction of new state
action becomes clear, the City can identify any remaining local reduction opportunities for
consideration. Alternatively, the state may make significant strides toward its long-term target
(i.e., through enhanced actions/programs or development of new ones) such that local
emissions reduction planning becomes less important.
At the very least, Figure 3.8 provides a framework to demonstrate what it will take to mirror the
state's aggressive long-range targets at the local level. The largest reduction opportunities,
known at this time, are likely to come from cleaner electricity sources and a large-scale shift
towards alternative -fuel vehicles, which couples well with these long-term measures provided
here for the City to track during future CAP updates.
City of Cupertino CAP I December 2014
Figure 3.8 — Long -Term Reduction Options
500,000
450,000
400,000
350,000
d 300,000
O
U
250,000
200,000
150,000
100,000
50,000
2010
op
Ido
00
do
�.
4
'
00
A
I
.
,
IAV
;
2020
— — BAU Emissions
CAP Reductions
Alternative Fuel Vehicles
2035 2050
ABAU Emissions
Clean Electricity
Target
COMMUNITY -WIDE REDUCTION MEASURES
13�
•
01
rIL
IV4 i&k : . I -,
f 1z"
t. �)
1111`lllaaaa !'Y� �t. `g7'I pg*"''if�� 3 • ''�rA'�R �� "� Ali,
Al
of
4
` � � I 4 t: y �• � ,t 1
MW
I
This chapter describes the measures and actions that the City could implement to reduce
greenhouse gas emissions to achieve its municipal operations targets. The chapter provides a
description of the CAP measure development process, a summary of the emission reductions
anticipated from implementation of each proposed measure, a discussion regarding estimated
achievement of the City's 2020 emissions reduction target, and recommendations for putting the
City on a pathway toward reaching its 2035 and 2050 targets. The remainder of the chapter
provides detailed descriptions of the individual measures and implementation actions.
Purpose of the Municipal Operations Strategy
The City of Cupertino has a long tradition of leading by example. This section presents
municipal operations strategies that define actions for City leaders, department managers, and
staff to reduce greenhouse gas emissions resulting from internal operations (i.e., government
buildings, facilities, and vehicle fleet). In addition to the emission reduction benefits,
implementation of the measures contained within this chapter will lower energy, water, and fuel
costs; reduce exposure to future energy cost increases; and improve government service
delivery. City staff assisted in development of the CAP to identify priority actions and
implementation steps, key performance targets, and departmental responsibility for its
implementation.
Measure Development Process
The purpose of the municipal operations measures is to define future actions and
implementation steps that the City could take to reduce its own emissions. The City conducted
the following steps to develop the measures and actions contained within this chapter:
As part of the Santa Clara County -led regional climate planning project, City staff were provided
a list of GHG reduction best management practices (BMP) developed from a review of regional,
national, and international cities (see Appendix D). Staff first identified which projects, policies,
or practices from the BMP list were already in place and/or planned for near -term
implementation in Cupertino. Measures were also reviewed with residential and business
stakeholders as part of the City's community -wide CAP planning efforts, to gauge their priorities
for future agency operations. Preliminary measures were then refined based on perceived
political, technical, and financial feasibility (see Figure 4.1). Finally, each selected measure was
evaluated to gauge its relative effectiveness by calculating GHG emissions reduction benefits,
and developing implementation timelines, departmental responsibility, and additional benefits
(i.e., "co -benefits") that will arise from implementing the measures.
0 City of Cupertino CAP I December 2014
Figure 4.1 — Municipal Operations Measure Development Considerations
GHG Reduction Timeline Responsible Agency Co -Benefits Performance
Indicator
During the development of the CAP, staff identified a wide range of efforts the City has already
implemented to reduce energy and water use, improve vehicle efficiency, and reduce solid
waste. These existing and past efforts provide a foundation for the development of additional
future actions, and were reviewed to identify opportunities for expanded implementation and
development of new actions. Some existing actions have the potential for expansion or
increased adoption within the City's operational framework, and are included in the CAP's
measure discussion below, such as shifting the municipal fleet towards alternative vehicles.
Some past actions may not be candidates for expansion at this time, but are still briefly
described in the CAP text and have been quantified to take credit for their ongoing emissions
reduction contributions, such as the City's initiative to retrofit its streetlights to high -efficiency
technologies. And finally, some past actions were taken prior to the CAP's 2010 baseline year
and cannot be included as reductions for purposes of this plan, such as the retrofit of traffic
signals. However, these pre-2010 actions led to lower 2010 baseline emissions than would
otherwise have been possible without their implementation. Therefore, while this CAP and the
City's emissions reduction targets are based on the most current municipal operations inventory
for 2010, the City's past actions have already set it on a path towards mirroring California's
statewide reduction targets. This CAP can capture the reduction potential of City actions taken
since 2010 and those estimated for future implementation, but falls short of documenting the full
impact of the City's efforts towards reducing emissions through improved operational services
prior to 2010. Table 4.1 lists the City's past and existing actions that were considered during
CAP development.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Table 4.1
Existing City Emissions Reduction Initiatives
Existing Building Energy and Water Retrofits
• Green Building Standards
• Building Energy Benchmarking
• Building Energy Audits
• Indoor Building Lighting Retrofits
• Exterior Building Lighting Retrofits
0
0
•
0
Advanced Lighting Controls / Monitoring Systems
Building Systems Retrofits (e.g., HVAC)
Building Envelope Retrofits
Low -Flow Fixtures / Low -Flow Toilets at Public
Facilities
New Building Energy Performance
• Green Building Standards
•
Building Energy Use Benchmarking
Conservation / Energy Management through Behavior
• Energy Efficient Procurement Policy — ENERGY
STAR Appliances
• Energy Management Systems — Office Equipment
•
•
Energy Consumption Data Collected per Building /
Facility
Employee Information / Education
Public Realm Lighting Efficiency
• Traffic Signal Retrofits
• Street Light Retrofits
0
0
Parking Lot Lighting Retrofits
Park Facility Lighting Retrofits
Landscape Water Conservation
• Water Conservation Plan for Public Parks
• Climate -Sensitive and Water Efficient Irrigation
Technology
0
0
Advanced Irrigation Training for Parks Staff
Green Grounds Policy (e.g., Watering Schedules,
Plant Selection)
Efficient and Alternative Fuel Vehicles
• Fuel Efficient Vehicle Procurement Policy
• Hybrid and Electric Vehicles
•
Electric Vehicle Charging Stations
Behavior / Fuel Conservation
• Anti -Idling Driver Policy
SOLID WASTE
Waste Reduction
• Green Procurement Specifications
• Waste Reduction and Diversion Goals
• Paperless Office Policy / Program
0
0
Zero Waste Strategy
Waste Audits / Surveys and Diversion Tracking at
Municipal Facilities
Food Scrap and Compostable Paper Diversion
• Municipal Collection and Composting Program
Landscape Waste Diversion
• On -Site Landscape Waste Reduction Program
• Municipal Landscape Waste Composting Program
Waste Management Training for Park Department
Staff / Groundskeepers
Construction and Demolition (C&D) Waste Diversion
• C&D Waste Diversion Ordinance — 50% Diversion
City of Cupertino CAP i December 2014
Reduction Strategies
The municipal reduction strategy is designed to achieve the City's 2020 target for emissions
reductions 15% below its 2010 baseline level, as described in Chapter 2. As with the
community -wide strategy presented in Chapter 3, the municipal operations strategy is organized
into strategy areas with goals, measures, and actions. In this chapter, the high-level goals
correlate to three reduction sectors: Facilities, Vehicle Fleet, and Solid Waste. It should be
noted that no separate Water goal is included due to the relatively low emissions reduction
potential associated with water conservation and the fact that the primary purpose of a CAP is
to identify emissions reduction opportunities. However, a measure that addresses water use in
landscaping is included within the Facilities sector (see Measure M-F-7). Within the three
strategy areas, reduction measures define a pathway for achieving the overarching goals.
Actions then describe the specific steps the City will take to implement each measure.
Cupertino's BOLD municipal operations reduction goals are:
GOAL 1 —IMPROVE FACILITIES:
Transform facilities into models of technology demonstration
and conservation.
GOAL 2 —CONVERT VEHICLE FLE'
Pursue employee commute and fleet alternatives to
encourage multi -modal mobility and support a community -
wide shift toward alternative fuel vehicles.
GOAL 3 — REDUCE SOLID WASTE:
Effectively manage materials to shift behavior, consumption,
5E] and lifecycle impacts.
MUNICIPAL OPERATIONS REDUCTION MEASURES
This chapter presents 15 municipal operations reduction measures, which are grouped
according to the three municipal operations goals. As with the community -wide strategy, the
majority of the City's measures are focused on the energy and transportation via the Facility and
Vehicle Fleet strategies because, as shown in Chapter 2, as these represent the greatest
emissions sources in the City and therefore provide the best opportunities for deep emissions
reductions. Figure 4.2 illustrates the interlocking municipal operations reduction goals and their
corresponding measures. The "M" in the measure numbers indicates it is a municipal operations
LOCAL GOVERNMENT REDUCTION MEASURES 0
measure (as opposed to "C" for community -wide as is used in Chapter 3), while the next
letter(s) identifies with which goal the measure is associated.
Figure 4.2 — Hierarchy of Goals, Measure, and Actions
GOALS MEASURES
�t
Convert Vehicle
Fleet
Summary of Reductions
F-3 M-F-4
Figure 4.3 illustrates the relative magnitude of each goal in terms of its emissions reduction
potential by 2020. As shown, Facilities measures contribute nearly 80% of the total reductions
estimated to occur by 2020 as a result of CAP implementation. The Vehicle Fleet and Solid
Waste measures each contribute approximately 10% of total reductions. This breakdown
corresponds with the City's emissions inventory that shows energy -related emissions
contributing nearly 70% of total municipal emissions, as well as with the technological and
financial realities inherent in attempting to shift towards cleaner vehicle fleet options in the
nearterm.
• City of Cupertino CAP I December 2014
Figure 4.3 — Municipal Reduction Measures Contribution by 2020
Goal 1 - Facilities
Goal 2 - Vehicle Fleet
Goal 3 - Solid Waste
Table 4.2 presents an overview of the 14 proposed municipal CAP measures (including one
statewide measure) that are presented in greater detail later in this chapter. Where possible,
emissions reduction estimates have been provided. In some instances, it was not possible to
calculate the specific impact of implementing certain measures, even though those measures
are important to the overall success of the City's CAP. These measures have been identified as
"Supporting Measures" in Table 4.2 and throughout this chapter (sometimes referred to as
Supporting Actions depending on the context), and are treated with the same level of detail and
importance as the quantifiable actions within this chapter. To illustrate the measures' relative
contribution towards the City's target, the column titled Contribution to 2020 Target was
calculated based on the City's BAU emissions forecasts and targets described in Chapter 2. At
the bottom of the table, the identified reductions are compared to the amount needed to achieve
the City's 2020 target. As shown, this CAP estimates that the City will achieve its 2020
municipal operations reduction target with a 34.9% reduction below 2010 levels. Further
discussion of near -term target achievement and the pathway towards long-term target
achievement are presented at the end of this chapter.
LOCAL GOVERNMENT REDUCTION MEASURES
Table 4.2
Municipal Operations Measures and Quantified Reductions
EEL -
Reduction Goals and Measures
2020 Reductions
(MT CO2e/year)
552
Contribution to
2020 Target
IMPROVE FACILITIES
160%
M-F-1 Sustainable Energy Portfolio
-1
M-F-2 Renewable or Low -Carbon Electricity Generation
108
31 %
M-F-3 Advanced Energy Management
91
26%
M-F-4 Existing Building Energy Retrofit
41
12%
M-F-5 New Building Energy Performance
Supporting Measure
M-F-6 Public Realm Lighting Efficiency
125
36%
M-F-7 Landscape Water Conservation
1
0%
Statewide Actions
1862
54%
CONVERT VEHICLE FLEET
66
19%
M-VF-1 Low Emission and Alternative Fuel Vehicles
48
14%
M-VF-2 Alternative Fuel Infrastructure
Supporting Measure
M-VF-3 Behavior / Fuel Conservation
19
5%
REDUCE SOLID WASTE
82
24%
M-SW-1 Waste Reduction
64
18%
M-SW-2 Food Scrap and Compostable Paper Diversion
16
4%
M-SW-3 Construction and Demolition Waste Diversion
2
1 %
TOTAL 2020 CAP REDUCTIONS
700
202%
Reduction Target
15% below baseline
Reductions Needed in 2020
346
Estimated Reduction Level below 2010 Baseline
34.9%
Notes: Columns may not total to values shown due to rounding
Emissions reductions associated with implementation of Measure M-F-1 were omitted from the Facilities Sector subtotal for 2020;
See the Measure M-F-1 discussion for more information on its role in future target achievement.
2 The Renewable Portfolio Standard requires California's utilities to provide 33% of their electricity from renewable sources by
2020. Several CAP measures, if implemented, would result in lower municipal electricity use in 2020 than that estimated in the
emissions forecasts shown in Chapter 2. To avoid double -counting the cumulative effects of each measure, this table presents
the RIPS reductions assuming full implementation of Measures M-F-2 through M-F-7 by 2020. If any of these measures are not
fully implemented by 2020, then reductions associated with the RIPS would increase as a greater amount of electricity demand
would be subject to the effects of this regulation. This table further assumes that Measure M-F-1 is not implemented prior to
2020. If Measure M-F-1 is implemented prior to 2020, then reductions associated with the RIPS would decrease based on the
level of clean electricity purchased as part of Measure M-F-1.
0 City of Cupertino CAP I December 2014
IMPACT OF PAST CITY ACTIONS
Some of the existing City initiatives shown in Table 4.1 appear in Table 4.2 as well. These
include the actions implemented after the CAP's 2010 baseline year. Since future year
emissions forecasts are based on the baseline inventory, the emissions -reducing impact of
these past actions would not be represented in the baseline inventory or emissions forecasts,
and can therefore be counted towards achievement of the 2020 reduction target. The City has
monitored the results from several of these actions, and was able to quantify their associated
reductions. Incorporation of these reductions helps to provide a comprehensive representation
of what additional actions will be required of the City to achieve its 2020 target.
Table 4.3 presents the reductions and contribution towards the 2020 target for those past City
actions that have sufficient implementation data and a methodology for calculation. The most
significant past action to achieve municipal emissions reductions was the City's upgrade of
municipally -owned streetlights to higher efficiency technologies. This action provided one-third
of all reductions needed to achieve the 2020 municipal operations target. Other actions included
retrofitting parking lot and park path lighting, installing weather -based irrigation controllers,
replacing older municipal vehicles with hybrid -electric models, and implementing the state's
construction and demolition diversion requirements. The total impact of these past actions
contributes nearly 50% of reductions needed to achieve the 2020 emissions target.
Table 4.3
Imnar-f of Dncf Cihi Ar4innc 9n1n_9n1A
Reduction Measure/ Action
IMPROVE FACILITIES
2020 Reductions
(MT CO2elyear)
Contribution to
2020 Target
167
48%
M-F-4 Existing Building Energy Retrofit
A. Building Retrofits
41
12%
M-F-6 Public Realm Lighting Efficiency
A. Street Light Retrofits
115
33%
B. Parking Lot and Park Facility Lighting Retrofits
10
3%
M-F-7 Landscape Water Conservation
A. Irrigation System Improvements
1
0%
CONVERT VEHICLE FLEET
5
1%
M-VF-1 Low Emission and Alternative Fuel Vehicles
A. Strategic Vehicle Fleet Transition Plan
5
1 %
REDUCE SOLID WASTE
M-SW-3 Construction and Demolition Waste Diversion
1
0%
A. C&D Diversion Policy for Municipal Projects
1
173
0%
49%
TOTAL REDUCTIONS from PAST CITY ACTIONS
LOCAL GOVERNMENT REDUCTION MEASURES 0
As previously mentioned, the City has long been a leader in resource efficiency and has taken
many actions beyond the few that are shown in Table 4.3. Some of these actions were
undertaken prior to the 2010 baseline year, and their results are reflected in the CAP's baseline
inventory. Others lack data to be accurately quantified or their results cannot be separated from
the broader municipal emissions trends in the inventory, such as the City's energy efficient
procurement policy or advanced irrigation training for Park Department staff. In any case, the
most efficient way to track the success of the City's actions is to regularly update its municipal
inventory to verify that emissions are, in fact, trending lower in the future, and collect metrics on
its program and project achievements to further inform this effort.
IMPACT OF NEW MUNICIPAL REDUCTION ACTIONS
Table 4.2 and Figure 4.3 both show that the Facilities measures have the largest emissions
reduction potential for 2020, which corresponds to its share of the emissions inventory
(e.g., 70% of total emissions in 2010). Figure 4.4 below shows the relative impact of the specific
quantified actions presented later in this chapter. Facilities sector measures are anticipated to
reduce emissions by approximately 550 MT CO2e/year. This estimate surpasses the 2020
target, and represents nearly one-third of reductions needed to achieve the City's 2050 target.
Though not included in the 2020 total reduction estimate, the actions associated with Measure
M-F-1 would result in cleaner electricity used in municipal operations, and provide the greatest
opportunity for large-scale emissions reductions. The Solid Waste measures contribute
approximately 90 MT CO2e/year, or one -quarter of the 2020 target. The Vehicle Fleet sector
measures are anticipated to reduce emissions by approximately 50 MT CO2e/year, or 13.0% of
total reductions needed by 2020.
Figure 4.4 — Comparative Emission Reduction Potential of CAP Actions (2020)
M-F-1 A. Utility -Enhanced Clean Generation Portfolio
M-F-1 B. Community Choice Aggregation
M-F-2 A. Solar PV Installations on City Buildings / Property
M-F-3 A. Advanced Energy Efficiency Analytics
M-F-4 A. Bulding Retrofits
M-F-6 A. Street Light Retrofits
M-F-6 B. Parking Lot / Park Facility Lighting Retrofits
M-F-7 A. Benchmark & Track Water Use
M-VF-1 A. Strategic Vehicle Fleet Transition Plan
M-VF-3 A. Telematics
M-SW-1 B. Paperless Office Policy / Program
M-SW-2 A. Municipal Collection and Composting Program
M-SW-3 A. C&D Diversion Policy for Municipal Projects
- 100 200 300 400 500 600 700 800 900
MT COZe/yr
0 City of Cupertino CAP I December 2014
Emissions Reduction Measures
The remainder of this chapter presents the municipal operations goals, measures, and actions
organized by strategy area (i.e., Facilities, Vehicle Fleet, Solid Waste). Each strategy area
section begins with an overview of the corresponding measures and actions. Then, each
measure is presented individually, with a narrative describing the details of the measure and
supporting action(s), including related past actions taken by the City. Each measure concludes
with a detailed implementation table that:
■ lists the implementation steps and their current implementation status,
■ identifies the City department responsible for implementation,
■ provides the emissions reduction potential and performance indicator upon which the
emissions reductions were calculated (where applicable),
• highlights co -benefits related to the action's implementation, and
■ suggests an implementation timeframe for the action.
Figure 4.5 illustrates the relationship of the goals, measures, actions, and implementation plans.
Several of these implementation table features are described in more detail below to introduce
the icons and terminology used throughout this chapter.
Figure 4.5 — Reduction Strategy Hierarchy
LOCAL GOVERNMENT REDUCTION MEASURES
IMPLEMENTATION STEPS, STATUS, AND DEPARTMENT RESPONSIBILITY
Implementation steps identify how the City will advance each action. The implementation table
also identifies responsible departments that would be best positioned to lead or provide
essential input for implementation of certain tasks. Key implementing departments and divisions
include the following (highlighted in green below):
ICity Manager
L�
Division
Sustainability Economic Public Affairs City Clerk
Development
ME
Community
Planning
Development
21
Capital
Public Works
Improvement
4ql
Program
rCecreation &
Facility &
ommunity
Community
Services
Events
Admin Services
Human
Resources
r
Building Housing
Services
Facilities Grounds &Fleet Streets
Neighborhood
Services
Finance
Senior Sports &
Programs Fitness
Trees &
Transportation Right of
Way
Youth & Teen
Programs
The status column indicates whether an implementation step is an existing City priority or a new
item proposed by the CAP. Measure status is indicated with the icons shown below:
Existing City Actions
GHG REDUCTION POTENTIAL
0
Proposed New Actions
The estimated annual emissions reduction potential of each quantifiable action is provided for
2020 in MT CO2e/yr. Measures or actions identified as "Supporting" contribute to GHG
reductions and are an important component of this CAP, but currently lack a methodology to
quantify their individual emissions reduction potential.
0 City of Cupertino CAP I December 2014
PROGRESS INDICATORS
Progress indicators describe the specific action that is being quantified to estimate the reduction
potential. These indicators enable City staff, the City Council, and the public to track
implementation and monitor overall CAP progress. Progress indicators are provided for 2020,
and are specifically described when possible (e.g., 100% of municipal electricity comes from a
portfolio of 75% renewable sources). Progress indicators are not provided for supporting
measures, which do not have quantifiable emissions reductions.
CO -BENEFITS
As previously described in Chapter 3, the co -benefits identified in this CAP highlight the various
additional outcomes that could occur as a result of measure implementation, beyond emissions
reductions. The same co -benefit icons from Chapter 3 are used here to illustrate these
overlapping outcomes. Figure 4.6 shows the co -benefits and their corresponding icons used
throughout this chapter.
Figure 4.6 - Municipal Operations Measure Co -Benefits
Improves air quality
Increases natural habitat
Reduces energy use
Creates local jobs
Reduces vehicle fuel Reduces waste;
consumption N) Extends landfill lifespan
63
Reduces water use;
Extends community water10
Improves
Improves local energy
independence
DProvides
long-term savings
Increases operational knowledge;
from municipal operations10
Raises community awareness
ImConserves
natural resources
LH,
Reduces landfill methane
LOCAL GOVERNMENT REDUCTION MEASURES
IMPLEMENTATION TIMELINE
Timeline icons used in the implementation tables indicate when each implementation step
should occur based on the following four timeframes:
On -going items are actions the City already performs or programs the City already
offers that should be continued in the future.
h Near -term items are those that should be pursued immediately, within a 1-2 year
timeframe following CAP adoption.
Medium -term items will help to achieve the 2020 reduction target, and should be
pursued within 3-5 years following CAP adoption.
Long-term items will help provide broader measure implementation, but are not
it critical to immediate success; these items include actions that can be started now
and will take 5+ years to complete, or can be actions that do not require
implementation consideration for at least 5 years.
0 City of Cupertino CAP I December 2014
GOAL 1 — IMPROVE FACILITIES:
Transform facilities into models of
technology demonstration and
conservation.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Facility sector emissions represented approximately 70% of total municipal emissions in 2010.
Energy emissions arise from the electricity and natural gas used to power the City's buildings
and facilities. Electricity from the public utility grid is generated from a variety of sources,
including natural gas and coal power plants, hydro -electric generators, wind farms, and large-
scale solar facilities. The mix of energy sources used to supply the grid is one factor used to
calculate the City's energy -related emissions. Electricity powers the City's building and facility
lighting, air conditioning, computers, and other office equipment that support daily operations.
Electricity is also used to power the City's public lighting, including streetlights, traffic lights,
municipal parking lot lights, and park and recreational lighting. Energy -related emissions also
include natural gas used for indoor space heating and hot water use, heating public pool water,
and other operations.
The City has already taken a number of steps to reduce energy emissions through energy -
efficiency improvements. Existing buildings and facilities have been made more energy -efficient
with indoor lighting retrofits, lighting occupancy sensors, office equipment energy management
systems, and streetlight and traffic signal retrofits. The City has also reduced landscape
irrigation water use with the installation of weather -based sprinkler systems, which help prevent
the overwatering of parks, medians, and other public landscape areas if the soil is already wet
or rain is expected. Ongoing planning for municipal solar photovoltaic systems could provide
opportunities to meet a portion of the City's electricity demand from clean, renewable, and
local sources.
The City has also demonstrated a leadership role through policy and operational guidance,
including adoption of its Green Building Ordinance, which requires new construction and
significant retrofits in the City (including municipal buildings) to meet established green building
standards. A municipal purchasing policy directs use of ENERGY STAR -rated appliances and
equipment to increase operational efficiency.
This sector includes seven measures that expand upon the City's previous successes in energy
efficiency improvements to help achieve its 2020 target, and establish a framework for achieving
its 2035 and 2050 targets. The following measures will provide emission reductions through
cleaner grid electricity; renewable energy development; additional existing building retrofits;
enhanced standards for new building energy performance; operational improvements; lighting
retrofits; and enhanced landscape irrigation.
0 City of Cupertino CAP I December 2014
Implementation of several Facilities measures would have overlapping influence on the City's
emissions reduction potential. Measure M-F-1 describes two approaches to achieve the same
goal of reducing electricity -related emissions (i.e., low -carbon electricity options), and it is
assumed that the City would not pursue both of these actions simultaneously (see Measure M-
F-1 discussion next). Similarly, implementation of actions that would result in cleaner electricity
sources would have the dual effect of lowering the emissions reduction potential of other actions
that reduce municipal electricity use. The result of using cleaner electricity in City operations
means that electricity -conserving measures, such as lighting efficiency improvements,
contribute relatively less to emissions reductions because these measures would result in lower
consumption of already low -emissions or zero -emissions electricity. For purposes of this CAP, it
was assumed that the City would not pursue implementation of the low -carbon electricity option
described in Measure M-F-1A prior to 2020 because the sum of past and anticipated future City
actions, combined with the state's Renewable Portfolio Standard, will achieve the near -term
2020 reduction target. However, PG&E's Green Option Program is expected to be approved
and implemented prior to 2020. If the City chooses to voluntarily participate in this program to
purchase clean electricity for municipal use, the emissions reductions identified for M-F-1A
could be realized and included in support of the City's 2020 target achievement. Conversely, it
is unlikely that a local community choice energy district would be developed and fully
implemented by the 2020 target year, preventing the City from achieving the reductions
estimated for Measures M-F-1 B. Should this assumption prove incorrect, the City could achieve
greater emissions reductions in 2020 than conservatively estimated here.
If the City pursues Measure M-F-1 to purchase 100% of municipal electricity from clean
sources, it would reduce emissions by approximately 875 MT CO2e/yr. If Measures M-F-2
through M-F-7 are pursued instead, their total reduction potential would be approximately 550
MT CO2e per year (including reductions from the Renewable Portfolio Standard).
MEASURE M-F-1 SUSTAINABLE ENERGY PORTFOLIO
Procure low -carbon electricity through utility -based programs or participation in a
Community Choice Energy District.
2020 GHG Reduction Potential: Up to 869 MT CO2e/yr (Note: Not included in progress toward
2020 target calculations)
The greenhouse gas emissions attributed to electricity use are a direct result of the energy -
generating sources contained within the electricity grid's portfolio. Shifting the grid's portfolio to
cleaner energy sources (e.g. wind, solar, geothermal) will reduce emissions related to building
energy use, such as lighting, mechanical systems, and office equipment. The Pacific Gas and
Electric Company (PG&E) currently provides electricity and natural gas to all City buildings and
LOCAL GOVERNMENT REDUCTION MEASURES
facilities, and is responsible for determining the grid's energy portfolio (note: The City also
participates in ABAG POWER to purchase natural gas). This measure presents the City's
opportunities to influence the portfolio mix of energy sourced and consumed to meet municipal
energy demands.
There are two options to implement this measure, described as Actions A and B below,
including purchasing cleaner electricity directly from PG&E through its forthcoming Green
Option Program (i.e., Action A) or partnering with other area jurisdictions to develop a
community power -purchasing energy district that can independently buy cleaner electricity (i.e.,
Action B). These actions are not necessarily mutually exclusive; though it is likely the City would
not opt to pursue both. A potential third option would be for the City to develop its own grid -scale
renewable energy projects (e.g., 5 megawatt (MW) solar PV system). However, this alternative
was omitted during the CAP development process due to limited City -owned space for such a
large installation, the feasibility of which was analyzed during Cupertino's recent involvement in
two regional renewable energy procurement projects.
Measure M-F-1 would be further supported by other CAP measures and existing City actions
that reduce electricity demand, either through energy -efficiency improvements or educational
programs that promote energy conservation. Total reductions in electricity demand would lower
the cost to participate in Actions A or B since the City would be purchasing less electricity at a
premium price (e.g., the additional cost to purchase cleaner electricity from PG&E).
Implementation of this measure could reduce emissions by as much as 869 MT CO2e/year in
2020, depending on which measure the City selects and what proportion of clean electricity it
chooses to buy. However, since the City's past actions combined with the Renewable Portfolio
Standard are estimated to provide reduction levels that achieve the 2020 target it is assumed
the City will not pursue implementation of Measure M-F-1 prior to 2020. However, a phased
approach could be taken in which the City pursues M-F-1 Action A (i.e., participation in PG&E's
Green Option program) in the near -term, while working on the longer -term implementation of M-
F-1 Action B (i.e., development of a local Community Choice Energy program). The emissions
reduction potential of the two actions is provided for informational purposes, and illustrates how
effective clean electricity sources are at achieving reduction targets.
While emissions reduction associated with this measure are not needed to achieve the City's
near -term reduction target, access to clean electricity will play a primary role in the City's ability
to achieve its longer -term reduction targets. In addition, pursuit of Community Choice Energy
(CCE) could be a lengthy process (i.e., approximately 8 years to study, form JPA, procure
energy, offer service to customers in Marin County). If the City selects this approach to help
achieve its longer -term reduction targets, there are early implementation steps that could be
taken between now and 2020 to lay the foundation for this as a future option. It should also be
noted that the CCE action has the potential to provide significant energy sector reductions at the
community -wide level as well, which could help the City to achieve its long-term community -
wide emissions reduction goals. The implications of pursuing this measure by 2050 are
described at the end of this chapter in the section title Trajectory towards 2035 and
2050 Targets.
0 City of Cupertino CAP I December 2014
Action A. Support Utility -Enhanced Clean Generation Portfolio
PG&E is in the process of finalizing its proposed Green Option Program (see:
http://www.pqe.com/greenoption/), which would allow customers to voluntarily purchase 100%
renewable electricity. If approved, PG&E expects the program to be available for subscription in
2015, within a few months following approval. The program is currently expected to be capped
at 272 MW of demand and for a five-year pilot program. It is currently unknown how
participation will be granted should the program become fully subscribed. The City should begin
to explore the potential feasibility of this program, including cost implications, as information
becomes available from PG&E, so that a decision to participate can be made shortly following
CPUC approval.
Implementation Steps
Status
Responsibility
• Conduct feasibility study of PG&E Green Option financial costs (per kilowatt
hour (kWh) costs have not been finalized yet as part of program
development) for City to purchase part or all of its electricity from renewable
sources
Sustainability
• Develop resolution to opt into PG&E Green Option program for municipal
Division
electricity purchases (Note: program is currently capped at 272 MW and as
5 year pilot program; it is currently unknown how enrollment decisions will be
made should program become fully subscribed)
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 100% of municipal electricity use in 2020 comes from 75% renewable
651
(or zero carbon) sources via PG&E Green Option
Co -Benefits Implementation Timeline
a.
OF
Action B. Create Community Choice Energy Option
Assembly Bill 117, which was signed into law in 2002, enables California cities and counties to
individually or collectively supply electricity to customers within their borders through the
establishment of a Community Choice Energy District. Unlike a municipal utility, a CCE does not
own the transmission and delivery systems, but is responsible for providing electricity to its
constituent residents and businesses. The CCE may own electric generating facilities, but more
often, it purchases electricity from private electricity generators.
A key benefit of a CCE is that the participating jurisdictions can determine the amount of
renewable energy procured for its generation portfolio, allowing a CCE to exceed current state
requirements directing California's utilities to provide 33% of their electricity from renewable
sources by 2020. The program would be most effective if the City partnered with other Santa
Clara County cities and the county government to jointly pursue a regional CCE program. The
LOCAL GOVERNMENT REDUCTION MEASURES 0
cities of Sunnyvale and Mountain View are currently cooperating on an initial CCE feasibility
study. The image below illustrates the Marin Clean Energy program.
RENEWABLE ENERGY
Electric Generation
MCE adds clean
electricity to the grid_
SAME SERVICE AS ALWAYS YOUR COMMUNITY CHOICE
Electric Delivery A Greener Electric Option
PG&E provides transmission, You can choose MCE for cleaner
repairs, billing and service. energy, stable prices, and local jobs.
Source: http://www.mcecleanenergy.org/about-us/how-mce-works/
Implementation Steps
Status I Responsibility
• Continue to monitor CCE efforts within Santa Clara County, City of San
Francisco, and East San Francisco Bay cities; if local support exists to further
consider CCE options within Cupertino, pursue the following steps:
o Identify potential jurisdictional partners for development of CCE
(e.g., Sunnyvale, Mountain View)
o Conduct feasibility study to assess viability of CCE program in
Cupertino (can be conducted jointly with other jurisdictional partners)
Sustainability Division
o Based on results of feasibility study, pursue development of (or
participation in) CCE per state requirements
o Adopt resolution for City to participate in CCE
o Determine feasibility of City to purchase electricity for municipal
operations from CCE, based on approved CCE rate structure; CCE
may provide options for level of participation (e.g., 50% clean
electricity, 100% clean electricity)
Progress Indicator (2020)
Assumes 100% of municipal electricity use in 2020 comes from 100% renewable
(or zero carbon) sources via CCE program
Co -Benefits
Reduction Potential
(MT CO2e/yr)
869
Implementation Timeline
0
�60
City of Cupertino CAP I December 2014
MEASURE M-F-2 RENEWABLE / LOW -CARBON ELECTRICITY GENERATION
Develop renewable energy facilities at municipal buildings and facilities.
2020 GHG Reduction Potential: 108 MT COZe/yr
The City has prepared several solar reports to study the viability of municipal buildings and
facilities to host solar photovoltaic (PV) installations. These site -scale solar PV systems could
help to offset building or facility -specific energy loads with locally -sourced renewable energy.
Combined with energy -efficiency improvements (e.g., lighting retrofits, HVAC maintenance),
appropriately -sized PV installations have the potential to offset the entire electricity load of
certain buildings or facilities. Significant savings from solar installations have already been
realized by varied members of Cupertino's community including De Anza College, the Cupertino
Union School District, and the Fremont Union High School District.
Through its most recent solar feasibility study, the City explored five installation locations: City
Hall, Community Hall, Library, Service Yard, and the parking lots surrounding the Civic Center
complex. The study considered the existing electricity demand of these buildings compared to
the potential PV electricity generation that could be sited within each site. If all five sites are
pursued, the City could install approximately 500 kilowatts (kW) of PV capacity with a
generation potential of nearly 820,000 kWh/yr. This represents 17% of the City's 2010 electricity
use. In pursuit of these renewable energy installations, the City has, and will need to continue
to, considered the availability of financing options, including utility or government rebates, direct
purchase with municipal funds, or use of power purchase agreements (PPA) through a solar
service provider (PPA's allow a third -party developer to own, operate, and maintain the PV
system, while the City would agree to host the system on its property and purchase the system's
electric output from the solar service provider for a predetermined period). Cupertino's first solar
installation, pursued through an Alameda County -led Regional Renewable Energy Procurement
(R-REP) project, is advancing through direct purchase and is scheduled to offset all energy
demands at its Service Yard beginning in the spring of 2015.
This project represents a first step of the City "leading by example" to further encourage
residential and commercial solar installations across our jurisdiction, which was ranked 18t" in
the Environment California Solar Cities 2012 Report for per capita installed solar capacity
among cities with a population of 50,000 or more, over the cities of Santa Barbara, Santa Clara,
Davis, and Palo Alto. With 576 solar permits issued in Cupertino as of July 2014, the Service
Center project will enable the City to join its community as a participant in achieving the more
systemic sustainability and targeted renewable energy objectives defined in Council's Work
Program, as a signatory to both the Mayor's Climate Protection Agreement and the Bay Area
Climate Compact, and as a participant in the California Green Business Program and Network.
LOCAL GOVERNMENT REDUCTION MEASURES
The City also prepared a detailed energy audit as part of a Department of Energy (DOE) Energy
Efficiency and Conservation Block Grant -funded energy service contract with Siemens. The
audit considered the viability of solar thermal systems to offset the energy demand associated
with hot water use at various municipal facilities, as well as other facility improvement measures
(FIMs). The audit studied five locations for potential solar thermal system installations: City Hall
Complex, Quinlan Community Center, Sports Center, Senior Center, and Blackberry Farm Pool.
Of the five potential sites, the Sports Center and the Blackberry Farm Pool complex were
identified as promising candidates. However, the audit did not recommend pursuit of solar
thermal systems at that time, as other more promising, lower -cost improvement options were
underway and will support the City's ultimate implementation. In the future, various factors could
influence the cost -benefit analysis associated with pursuit of solar thermal systems at City sites,
such as the cost of natural gas, the cost of solar thermal systems, or the City's volume of hot
water use. To that end, the City should continue to monitor its expenditure on hot water heating
at municipal facilities and the state of solar thermal rebates and financing to determine the
future viability of this action. This CAP assumes that no solar thermal systems are pursued prior
to 2020, but that this technology remains an option to support future target achievement.
The following two actions help to outline a pathway towards increased use of building -scale
renewable energy systems. Implementation of this measure could reduce emissions nearly 110
MT CO2e/year by 2020.
Photo Credit: httr)://www.ratcliffarch.com/content/projects/DeAnzaMLC/DeAnza MLC 6.0pa
0
City of Cupertino CAP I December 2014
Action A. Install Solar PV Installations on City Buildings / Property
As noted in the measure introduction, the City has already identified five potential sites for near -
term solar PV systems. The City will continue to evaluate the best funding and least -risk
mechanism to pursue these projects, including through future regional procurement efforts (see:
jointventure.org/regionalenergyprocurement). Additional installation sites may become viable in
the future, particularly after implementation of the City's Civic Center Master Plan. Build -out of
this plan could result in several new buildings at the Civic Center, including a Teen Center,
Sherriff's Office, and a new City Hall. Construction of additional buildings will lead to increased
energy use (as estimated in the emissions forecasts shown in Chapter 2). According to the
City's Green Building Ordinance, Water Efficient Landscape Ordinance, and new pre -wiring
requirements these new buildings will be designed to achieve high levels of energy and water
efficiency and support the installation of electric vehicle charging stations. These facilities
should also be designed to support installation of renewable energy systems that can offset
their electricity demand.
Implementation Steps
Status
Responsibility
• Based on results of City's previous solar feasibility study, pursue PV
installations at City Hall complex, Quinlan Community Center, Cupertino
Library, Corporation Yard, and Civic Center carports through Santa Clara
County Regional PPA or other financing option (e.g., City procurement,
Capital Improvement
lease -to -own)
Program Division
• Review future potential for additional PV installations at sites associated with
implementation of Civic Center Master Plan (e.g., Teen Center, new City Hall,
Sheriffs Office)
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes five solar sites are developed for total installed capacity of 508 kW
108
generating 818,000 kWh/yr
Co -Benefits Implementation Timeline
LOCAL GOVERNMENT REDUCTION MEASURES
Action B. Install Solar Thermal Installations on City Facilities
Solar water systems collect the heat generated from the sun to heat water, thereby replacing
the more conventional use of natural gas or electric heaters. Solar thermal systems tend to be
most cost-effective for large hot water consumers (e.g., shower facilities, public pools, laundry
facilities) because the systems are currently expensive compared to the relatively inexpensive
cost of natural gas. Through this high-level study and subsequent site visits by PG&E and
PG&E direct installers, the City has considered all relevant sites, which identified several
facilities that may be good candidates. However, as is common with most commercial and
municipal property owners, it was determined that more cost-effective energy improvements
should be pursued first. Future analysis of this opportunity may conclude that solar thermal
projects are viable for installation at municipal facilities with high hot water heating loads, such
as the Sports Center, Blackberry Farm Pool, or one of the new buildings envisioned in the Civic
Center Master Plan.
Implementation Steps
Status
Responsibility
• Following implementation of other energy audit improvement opportunities,
conduct further feasibility analysis for primary solar thermal systems identified
in audit (i.e., Blackberry Farm Pool and Sports Center)
• Identify funding / financing source to implement cost-effective solar thermal
Facilities, Capital
Improvement
options at opportunity sites, either through ESCO contract or direct City install
Program, and
• As part of the Capital Improvement Program (CIP), annually review hot water
Sustainability
usage at City buildings and facilities to identify additional cost-effective
Divisions
opportunities for solar thermal installations; City could additionally consider
developing a Green CIP that aggregates findings and recommendations from
this CAP into one document mirroring existing CIP process
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes no solar thermal systems are pursued prior to 2020
0
Co -Benefits Implementation Timeline
0 City of Cupertino CAP I December 2014
MEASURE M-F-3 ADVANCE ENERGY MANAGEMENT ACTIVITIES
Reduce energy consumption in existing municipal buildings through data analysis,
interactive management systems, employee education, and building operation and
maintenance policies.
2020 GHG Reduction Potential: 91 MT CO2e/yr
Improving energy efficiency and management in existing buildings can provide the immediate
benefits of reduced emissions and operational savings through utility cost savings, and
potentially provide longer -term maintenance cost savings. Additionally, advanced analytic
energy management systems offer another tool to achieve deep cost-effective energy savings
across municipal facilities. Building efficiency and conservation improvements also support the
City's plans for additional renewable energy generation. Energy efficiency has been identified by
the state as the first enabling strategy in the "loading order" of energy improvement approaches,
first adopted by California's energy agencies in the 2003 Energy Action Plan and reaffirmed by
the energy sector provisions of CARB's AB 32 Scoping Plan. The order allows for accuracy and
optimal effectiveness in energy use, and the right -sizing of solar PV systems to offset remaining
electricity use. See Figure 4.7 for an illustration of the loading order model.
Figure 4.7 — Energy Strategy Loading Order
Energy Analysis
Energy Conservation
Energy Efficiency
Time of Use
Management
Renewable
Energy
LOCAL GOVERNMENT REDUCTION MEASURES 0
The City already uses building energy benchmarking and energy audits to track and compare
energy use and identify operational or mechanical problems and opportunities for system
improvements. The actions included within this measure are intended to reinforce the City's
previous energy efficiency activities, identify the next candidates for retrofit programs (see
Measure M-F-4), facilitate scheduled collection of energy use data at a building or facility level,
provide policy guidance for regular building system commissioning, and elevate energy
conservation awareness across all levels of City employees. As with the previous measures,
project financing is a primary consideration. Implementation of this measure could reduce
emissions by approximately 90 MT COZe/year by 2020.
Action A. Develop Advanced Energy Efficiency Analytics
Analyzing building -specific energy use data can help to identify operational improvement
opportunities or faulty mechanical systems, allowing facilities managers to more closely control
operating costs. The advanced energy efficiency analytics process uses daily and hourly
building energy meter data, weather data, GIS mapping, and other inputs to determine how a
building uses energy. This type of data analysis allows for remote building audits that can often
identify low- or no -cost operational improvements leading to greater building efficiency.
Numerous third -party service providers offer advanced analytics services through software
subscriptions or direct monitoring. The City should consider using an advanced analytics service
to monitor its building energy use more conveniently, to identify and correct operational issues
more quickly, and to track and quantify post -installation, measure -specific impacts. The City
could pursue such a service on its own, or consider aggregating its building portfolio with other
neighboring jurisdictions to negotiate a group rate. Results from an advanced analytics program
could also inform the types of additional building retrofits the City should pursue (see
Measure F-4). This approach has worked particularly well for the Cupertino Union School
District, who utilizes the Cenergistic energy management tool to reduce and control utility costs
across its 20 elementary and 5 middle schools. This tool has served as a platform to enable the
District to achieve EPA ENERGY STAR Leaders Top Performer recognition for achieving a
portfolio -wide ENERGY STAR energy performance score of 95 and reducing energy use across
its portfolio of buildings. This represents an ongoing savings of $600,000 per year in avoided
electricity, natural gas, sewer, and water costs for the District.
• City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Identify appropriate energy analytics firm with which to partner; this could be
regional implementation opportunity to secure discounted large group rate -
consult other area jurisdictions when pursuing this option
Facilities &
• Create operating framework that allows facilities managers to implement
Sustainability
findings into building operations
Divisions
• Use high -resolution data from analytics (e.g., appliance end -use ) to inform
development of targeted energy efficiency retrofit programs [see M-F-4]
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 14.5% reduction in 2010 baseline building electricity use (i.e., 410,000
91
kWh/yr saved) and 14.3% reduction in 2010 baseline building natural gas use
(i.e., 6,900 therms/yr saved)
Co -Benefits
Implementation Timeline
4L
Action B. Benchmark & Track Consumption Data Collected per Facility
The ability to monitor and analyze energy use in City buildings and facilities is largely a function
of the number and location of utility meters. For example, without dedicated meters, electricity
used for a park's lights is not measureable if the park lights are on the same meter as an
adjacent City building. Cross -metering is common, and makes it difficult to isolate opportunities
for improvement or monitor the results of any installed retrofit programs. The City should partner
with PG&E to install additional utility meters, or sub -meters, at City buildings and facilities to the
extent that Facilities staff would be able to effectively monitor and analyze energy use trends at
the building- or facility -level. This ability to disaggregate utility consumption at a finer -grain of
detail would support the City's existing benchmarking program and help to remotely identify
efficiency improvement opportunities (as described in Action A), without the need to physically
audit each individual building.
As a preliminary step, it is recommended that the City pursue ENERGY STAR certification for its
facilities (see: http://www.energystar.gov/buildings/about-us/energy-star-certification) to
determine the current energy performance of its spaces and achieve AB1103 compliance
(Nonresidential Building Energy Use Disclosure Program, see: energy.ca.gov/ab1103). Staff
have evaluated the agency's operational practices using the California Green Business Program
criteria, through which the City certified the energy, water, and materials conservation efforts
across its eight major facilities (see: greenbusinessca.org). Cupertino has also previously
worked with the Silicon Valley Energy Watch to benchmark all of its large and small facilities,
allowing the agency to measure meter -level energy use, water use, and greenhouse gas
emissions, but has not engaged a professional engineer or registered architect to verify its
findings. This step would enable the City to capture metrics that assess the current performance
of its buildings in advance of implementing future improvements and, perhaps, a next -step goal
LOCAL GOVERNMENT REDUCTION MEASURES
of achieving Leadership in Energy and Environmental Design (LEED) certification through the
US Green Building Council.
Implementation Steps
Status Responsibility
• Work with PG&E to install additional electricity and gas meters (where
applicable) to allow improved facility -level energy use analysis; when
feasible, combine similar end uses into one meter (e.g., park unit's lighting
combined into one meter, park unit's buildings provided on separate meters)
to allow monitoring of specific energy efficiency improvements or
comparison of annual energy benchmarking
Facilities &
• After installation of additional meters, organize PG&E data by facility and
Sustainability
City department (e.g., Meters 1, 2 and 3 represent Memorial Park)
Divisions
• Benchmark all eligible municipal facilities using ENERGY STAR Portfolio
Manager
• Implement process to track and report municipal energy usage through
quarterly or annual staff reports; explore options to make information
publicly available through an open data portal system
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A _
Co -Benefits Implementation Timeline
r410
J
Action C. Install Energy Management Systems
Energy management systems (EMS) can help conserve energy by automatically turning off
building systems, equipment, or appliances after normal business hours or a period of inactivity.
Automatic lighting controls are increasingly common, in which motion sensors detect activity
within a room and automatically turn the lights off when a room is not in use. Installing an EMS
in office environments can help reduce plug load electricity use associated with computers and
monitors, personal space heaters, speakers, printers, fax machines, and other office equipment.
The City has already worked with its Information Technology (IT) department to identify
opportunities for workstation energy management systems, and has deployed a CASE
application power setting on all desktops, and has deployed advanced plug -load controlling
power strips across municipal offices. As these were early -stage technologies, implemented in
2011/2012, staff should revisit these systems' opportunities to increase employee comfort/use
of the applications and further evaluate current technology effectiveness as compared to newer
options. If the City pursues an advanced analytics service (see Action A), it could be used to
help monitor the proper function of the City's existing advanced lighting control systems.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Work with energy analytics firm and City IT department to identify additional
opportunities for office system EMS to automate control and monitoring of
office equipment (e.g., computers, monitors, printers), beyond those already
installed, including strategy for advanced power strip purchases and use in
Facilities &
City buildings
Sustainability
• Work with energy analytics firm to review existing advanced lighting controls/
'
Divisions
monitoring systems (e.g., automatic dimmers), ensure proper operation, and
identify opportunities for additional installations in other City buildings/facilities
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits Implementation Timeline
141,
Action D. Introduce Retro-Commissioning Program
Commissioning and retro-commissioning are the processes of verifying that building systems
are operating at optimal efficiency as intended by building architects and engineers. The state's
building code already requires commissioning in new construction, as do current LEED rating
systems, through which the City would need to comply if building a new facility per its Green
Building Ordinance. Development of a City policy that requires all major building systems (e.g.,
mechanical, electrical, ventilation) to be retro-commissioned at five-year intervals will help
ensure optimal facility operations. This policy could also help extend the life of existing systems,
defer expensive upgrades, and ensure timely identification of energy efficiency opportunities.
This policy should be developed in a way to provide efficiencies and/or cost savings associated
with the City's existing service agreements for regular maintenance of various City buildings.
The policy and practice of retro-commissioning will be further informed if the City pursues
Actions A, B, and C above, as a means of benchmarking the efficiencies achieved through this
new practice over current efforts.
LOCAL GOVERNMENT REDUCTION MEASURES • '
Implementation Steps
Status
Responsibility
• Formalize program that requires all major systems (e.g., HVAC) in existing
buildings / facilities to be retro-commissioned at 5-year intervals
Facilities &
• Sync regular retro-commissioning efforts with services provided by existing
SustainabilityDivisions
building systems maintenance contracts
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
_
Co -Benefits Implementation Timeline
13 4L
Action E. Desian / Implement Facilities & Eauinment Enerav Manaaement Polic
Cupertino's facilities represent over 70% of the City's _
municipal greenhouse gas emissions, resulting from the
ENERGY 06NSVMP1I014 IN LOCAL GOVERNMENT
burning of fossil fuels to generate electricity. Therefore, BUILDINGS
This table presents average annual energy use by local
this CAP must prioritize reducing energy use across the government -awned commercial buildings (any building
that Is not residential, manu Facturing or industrial, or
City's building portfolio to achieve the stated emissions agricultural).*
reduction targets. Measures to achieve this objective, I End Consumption As
tage
thus far focus on data collection and analysis and Use ""lI{ot gtul„ per h,,
equipment installation and service schedules, which
serve as critical first steps to setting more ambitious
municipal facility -oriented energy conservation goals. As
stated in the 2011 Environmental Protection Agency's
Energy Efficiency in Local Government Operations Guide,
Space heating
333 42
Lighting
120 1s
Coaling
88 11
,e,tillatim
63 10
Water heating
Miscellaneous
61 8
"saving energy through energy efficiency improvements
can cost less than generating, transmitting, and
distributing energy from power plants, and provides
immediate economic and environmental benefits".
Recognizing this fact, Cupertino will formalize energy
conservation goals, activities, and procedures for
maintenance staff and buildin occu ants alike throw h
56 7
Rehigemdon
23 3
Computers
21 3
CffiLeeQuip11e„t
5 1
C—king
It 1
Total
800 IGO
gp g • Data From the 2003 Commercial Buildings Energy
the implementation of this measure. The development of Energy lnFormatio Admin isation{EW The CBECS is
such a policy is a growing practice among leading cand ucted every Four years.
"Figures are rounded to the nearest trillion Btu.
environmental cities locally and throughout the United 5—D 2000
States (e.g., San Jose, Seattle, Durham), and is often
paired with a municipal energy efficiency revolving loan
fund to prioritize future efficiency investments, as is suggested in this plan.
The City's Utility Conservation Policy and Procedure will define opportunities to reduce energy
and water use and hedge against rising energy costs of existing buildings, lighting, and
0 City of Cupertino CAP I December 2014
equipment while maintaining service to the public and comfort for City employees. To ensure
these aims are met, staff will define employee responsibilities, equipment, and building
automation system operating procedures (including temperature set -points), and purchasing
guidelines within the Procedure, which will systematize efforts to retrofit existing buildings and
define future efficiency -focused capital improvement projects. It is anticipated that adopting this
policy will kick start a pathway for the City to achieve energy and water conservation targets
aligned with both this Climate Action Plan, as well as third -party certification programs (e.g.,
LEED Building Operations & Maintenance Rating System, GBI's Green Globes, EPA ENERGY
STAR) to acknowledge the City's leadership in this space.
Implementation Steps
Status
Responsibility
• Research and collect facility -related energy conservation policies and
procedures from cities locally and nationally
• Develop draft Policy and Procedure that outlines facility energy and water
conservation goals, employee responsibilities, operating equipment
procedures, and purchasing guidelines, to ensure consistency with City's
Environmentally Preferable Procurement Policy
Facilities &
• Implement Procedure and track progress to achieve utility cost and resource
Sustainability
Divisions
savings on periodic basis
• Adjust Procedure as best practices evolve and new technologies are
introduced to achieve larger financial and utility conservation gains over time
• Identify third -party certification programs and rating criteria to recognize
Cupertino's utility conservation efforts
Progress Indicator (2020)
Supports implementation of Action A
Co -Benefits
Reduction Potential
(MT CO2e/yr)
Implementation Timeline
Action F. Bolster Employee Behavior Change through Information / Education
Providing employees with information about energy efficient policies and practices, as well as
energy use within their buildings, can promote a culture of conservation within various
departments. The City could leverage energy analytics tools (Action A) to host employee -
focused dashboards on its intranet and consider using gaming techniques (i.e., applying game -
design thinking to non -game applications) to engage employees in utility savings competitions
across facilities or departments, a practice that has worked well in Palo Alto and San Francisco.
This could include setting departmental energy use reduction targets and hosting staff training
on day-to-day energy conservation practices and use of existing equipment's energy -saving
settings. Additionally facilities staff will receive training on how to optimize building energy
components through use of the City's building management systems.
Public -facing opportunities to share the City's energy information and savings include, installing
energy use dashboards in public areas of the City's primary buildings (e.g., City Hall, Library)
LOCAL GOVERNMENT REDUCTION MEASURES
and connect the dashboards to its website for more visible tracking of energy use in specific
buildings. This data should also be shared on the City's open data platform and integrated into
its Geographic Information Systems (GIS) mapping applications. Different City departments or
buildings (depending on the distribution of utility meters) could also set energy use reduction
targets and encourage staff to help achieve them. This could include training on day-to-day
energy conservation practices and use of existing equipment's energy -saving settings.
Additionally Facilities staff will receive training on how to optimize building energy components
through use of the City's building management systems.
Implementation Steps
Status I Responsibility
• Install energy use dashboards in City Hall and primary municipal buildings
(e.g., public -facing and high energy use); work with PG&E to install individual
building meters, as necessary, to allow building -specific energy use reporting
(see M-F-3 B)
• Provide facility managers with training on advanced building operations
systems in order to maximize effectiveness of City's building systems
• Set specific department -level energy use targets and encourage employees
Sustainability
in the buildings to participate in energy efficiency achievement (may need
Division
additional PG&E meters installed, per M-F-3 B, to accurately track this)
• Continue to distribute and refer staff to City's handbook with instructional
guides to help implement ENERGY STAR purchasing requirements; existing
handbook also serves as user-friendly resource to guide City purchases of
"green" products, such as furniture, carpeting / flooring, paints, packaging
materials, etc., which further supports Measure M-SW-1 C
Progress Indicator (2020)
Supports implementation of Action A
Co -Benefits
Reduction Potential
(MT CO2e/yr)
Implementation Timeline
0
MEASURE M-F-4 GROW EXISTING BUILDING ENERGY RETROFIT EFFORTS
Reduce energy consumption in existing municipal buildings through energy efficiency
improvements.
2020 GHG Reduction Potential: 41 MT CO2e/yr
As stated in Measure M-F-3, improving energy efficiency in existing buildings can reduce
emissions and provide operational savings through reduced utility cost and maintenance needs.
Prioritizing funding is often a challenge when pursuing building retrofit programs, as resources
0 City of Cupertino CAP I December 2014
are often limited and agencies must prioritize essential services first. As a means of identifying
capital resources for CAP -aligned utility conservation efforts, the City will consider establishing a
revolving loan fund for municipal retrofits or efficiency improvements. The City will also continue
to discuss municipal efficiency opportunities and funding strategies with their PG&E account
representative to ensure the City is taking advantage of all available financial resources.
Prior to the CAP's baseline year of 2010, the City performed numerous facility -related retrofits,
including low -flow toilet, faucet, showerhead and spray -valve installations at public facilities,
mechanical building system retrofits (e.g., HVAC), citywide traffic light retrofits, and interior
building lighting retrofits paired with advanced lighting control systems. In 2010, the City
received a $526,200 Energy Efficiency and Conservation Block Grant through the American
Recovery and Reinvestment Act that was used to initiate a competitively -bid energy savings
performance contract with Siemens to identify additional energy efficiency improvement
opportunities across seven City facilities, the citywide irrigation and street light system, and
renewable energy generation opportunities. As a result of that contract, Siemens prepared a
detailed energy audit that presented two packages of energy improvements. The packages
analyzed energy savings from:
• additional interior and exterior building lighting upgrades,
■ streetlight retrofits,
■ parking lot and pathway lighting retrofits at six City parks,
■ solar PV development,
■ irrigation efficiency improvements,
■ network power management, and
■ plug load controllers.
The findings of the study were presented to City Council, who prioritized the upgrade of citywide
irrigation controllers to evapotranspirative technology, which uses weather (e.g., precipitation,
relative humidity) and plant data to determine watering needs and schedules. Council also
prioritizes streetlight upgrades to induction technology in 2011. Findings from this project are
being calculated and will be shared via future CAP reporting cycles. In addition, the City started
to implement recommendations from the energy audit as funding allows, including interior
building lighting upgrades and control systems, parking lot and pathway lighting upgrades at
City parks, additional irrigation efficiency improvements, and plug load management within
City buildings.
Measure M-F-4 is closely associated with Measures M-F-1, M-F-2, and M-F-3, with each
influencing implementation of the others. Building retrofits should be informed based on an
analysis of existing building energy use to identify the most cost-effective opportunities, as
described in Measure M-F-3. The successful implementation of retrofits will reduce building
energy use, allowing for a greater share of that energy use to come from roof -mounted (or
LOCAL GOVERNMENT REDUCTION MEASURES 0
carport mounted) solar PV systems or supporting the design of smaller PV systems, as in
Measure M-F-2. And finally, the emissions from any remaining municipal electricity demand
after building retrofits and solar PV systems are installed could be addressed through
implementation of Measure M-F-1 to achieve zero net energy -related emissions from
municipal operations.
As previously stated, this CAP only quantifies the reductions associated with actions taken after
the 2010 baseline year. The City's previous retrofit actions have certainly contributed to a lower
baseline energy emissions inventory level than would have otherwise occurred, though their
specific reductions are not identified in this plan. The City also implemented several policies that
will result in lower building energy use in the future, such as the Green Building Ordinance,
which went into effect July 1, 2013, that applies to new construction and building retrofits, as
well as the City's Environmentally Preferred Purchasing Policy, adopted by Council in 2008. The
impact of these actions is challenging to individually measure, but should continue to contribute
additional reductions that will be reflected in future emissions inventory updates.
The following four actions support implementation of this measure and build upon the City's past
successes in building retrofits. This measure would contribute reductions of approximately
41 MT CO2e/yr by 2020.
Action A. Complete Building Retrofits
Based on recommendations and analysis included in the City's Detailed Energy Audit, the City
should continue to pursue implementation of the remaining retrofit opportunities. The City has
already upgraded its irrigation system, retrofitted streetlights citywide, and retrofitted the majority
of City park lights in parking lots and along walking paths. The City also installed PC power
management software and plug load controller hardware in City buildings, as well made
additional interior lighting retrofits combined with the installation of lighting control systems.
These opportunities (along with the solar PV recommendations) represent the majority of
emissions reductions identified in the energy audit. The remaining items will provide relatively
lower emissions reductions, but nonetheless will help to support the City's goals for energy
conservation and associated cost savings.
The audit provided general recommendations based on observations made during the study
phase that suggest potential savings from efficient motor upgrades or replacements and hot
water boiler operation improvements. These opportunities were not quantified as part of the
energy audit, but could become retrofit opportunities in the future. These two suggestions would
likely also arise if the City were to pursue and advanced analytics program as described in
Measure M-F-3. The City has made great progress in implementing recommendations included
within the audit, and should plan to prepare another audit (or update the existing one) within the
next five years to help identify additional efficiency opportunities.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status I Responsibility
• Use results from advanced analytics program (see M-F-3 A) to identify
appliances and building systems that are underperforming from energy use
perspective, and develop prioritization plan for equipment replacement / •
building retrofits; work with PG&E to identify available rebates, incentives, or Facilities &
on -bill financing opportunities for various improvements Sustainability
• Continue to make progress on implementing efficiency opportunity findings Divisions
from City's Detailed Energy Audit; establish budget priority for Energy Audit
update in next five years
Progress Indicator (2020)
Assumes 254,000 kWh/yr saved as result of interior lighting retrofits and
occupancy sensors, and 59,000 kWh/yr saved as a result of plug load controllers
(assumed 200 controllers installed)
Co -Benefits
6A 1i
Action B. Establish Energy Efficiency Fund
Reduction Potential
(MT CO2e/yr)
41
Implementation Timeline
W
The establishment of an energy efficiency fund could provide a self-sustaining source of funding
to support additional future retrofit programs. This type of revolving loan fund can often leverage
matching funds from utilities or other sources to help offset total startup costs. The City of
San Jose has such a fund that could be used as a model to establish a similar program in
Cupertino. To ensure the fund's longevity, loan repayment parameters should be established
that capture efficiency project utility cost savings and/or project rebates, depending on its goals,
for a set number of years, after which additional costs savings accrue to the project's managing
department. The Municipal Energy Efficiency and Greenhouse Gas Emissions Reduction:
Financing and Implementing Energy Efficiency Retrofits in City -Owned Facilities Report, drafted
for the Environmental Protection agency, offers guidance on how to start this process.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Implementation Steps
Status I Responsibility
• Evaluate the potential for and requirements (e.g., size, terms, etc.) of a self-
sustaining City energy efficiency revolving loan fund to implement findings of
various City energy efficiency and renewable energy development
opportunity studies; City of San Jose used this approach as one source of
multiple project financing sources
• Develop fund parameters that support continual replenishment of funding
pool (e.g., 80% of cost savings resulting from project implementation are
returned to fund for 5 years after which additional savings accrue to project's
Sustainability
implementing department)
Division
• Allocate or secure funding for long-term energy efficiency fund (from EECBG
program, municipal bond, etc.)
• Assign manager to support and coordinate fund and its projects
• Discuss opportunities and potential program structure for regional revolving
loan fund with neighboring jurisdictions, which could provide access to
additional seed funding sources
Progress Indicator (2020)
Supports implementation of Action A
Co -Benefits
Action C. Set Standards and Targets
Reduction Potential
(MT COze/yr)
Implementation Timeline
The City Council approved a citywide Green Building Ordinance that applies to new construction
and retrofits, including municipal projects (see: Cupertino.org/greenbuilding). The ordinance
directs minor renovations to comply with the CalGreen Building Code's minimum thresholds.
Major renovations need to achieve Leadership in Energy and Environmental Design (LEED)
certification, LEED Existing Building Operations and Maintenance (EBOM) certification, or an
alternative reference standard. While the LEED certification program identifies minimum
thresholds for various aspects of building design (e.g., energy and water use, indoor air quality,
solid waste generation), its minimum energy requirements, in some certification programs, may
currently be less stringent than those found in the CalGreen Code. To ensure that building
energy and water conservation remain a priority in new City construction, the City could
voluntarily strive to focus their LEED design points within the energy and water strategy areas,
possibly by identifying a minimum number of energy and water points that municipal projects
need to achieve.
0
City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Continue to implement City's Green Building Ordinance as it relates to
municipal building retrofits
• Consider developing additional guidance for municipal building retrofits that
Facilities & Planning
encourages pursuit of energy- or water conservation -related points towards
achievement of required LEED certification to prioritize these building
Divisions
efficiency outcomes; alternatively, City could define explicit energy efficiency
performance levels or design feature expectations for new projects
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits
Implementation Timeline
J
Action D. Adopt a Demonstration Policy
Serving as the cornerstone of the world's innovation center, Cupertino is home to start-ups and
Fortune 500 companies alike, each working to design next -generation technologies that
outperform current equipment and achieve dramatic efficiency increases. Often, these
companies seek partners to test, evaluate, and/or demonstrate pre -market innovative solutions
and the City may consider enabling their temporary use of City -owned land, facilities,
equipment, rights -of -way, and data as an alternative form of local business support. To achieve
that end, the City of San Jose, adopted a Demonstration Partnership Policy to facilitate these
goals, and also provide financial assistance and/or absorb some costs for local technology
project implementation, require agreement to non -disclosure statements, and request City
Council to exempt the project from certain City policies (see: sanjoseca.gov). Cupertino will
consider adopting a similar policy, which will enable access to new technology resources and
aligned funding opportunities, as is currently available through the California Public Utilities
Commission Electric Program Investment Charge (EPIC)(see: energy.ca.gov/research/epic/).
This may also be considered as part of a Local and Small Business Preference Policy, if
prioritized by the City's Economic Development Department.
LOCAL GOVERNMENT REDUCTION MEASURES
Implementation Steps
Status
Responsibility
• Draft City Technology Demonstration Policy to assist local businesses with
testing and demonstrating functionality of emerging technologies
• Implement the policy and revise based on industry best practices and trends
as they arise
Facilities &
• Pursue grant opportunities that expand technology demonstration
Sustainability
opportunities in municipal facilities and through local business partnerships,
Divisions
coordinated with the City's Economic Development Office (e.g., CEC Electric
Power Investment Charge Grants (EPIC) -
http://www.energy.ca.aov/research/epic/)
Progress Indicator (2020)
Reduction
Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits
Implementation Timeline
0
Ur"EASWREM-F-5 EXPAND NEW BUILDING ENERGY PERFORMANCE
Establish energy efficiency targets for new municipal buildings.
Supporting Measure — Not Quantified
The City already adopted a Green Building Ordinance that requires all new medium and large
municipal buildings to achieve LEED certification (LEED Silver for large buildings) or use of an
alternative reference standard (e.g., ENERGY STAR, Living Building Challenge, Green Globes;
see: http://www.wbdg.org/resources/qbs.php). However, there are multiple pathways to achieve
this certification, some of which emphasize indoor air quality, construction material reuse,
energy and water conservation, or a blend of strategies. As with Measure M-F-4, Action C
above, the City could informally pursue greater energy and water efficiency in its new buildings
by placing an emphasis on those criteria, or "points", within the LEED rating system that achieve
those objectives. While implementation of this measure supports the City's long-term emissions
reduction goals by ensuring new construction is highly efficient, the exact emissions reduction
potential is currently unknown because the size and design of future buildings are not
yet known.
Action A. Update Green Building Standard — Energy Performance Guidance
The City will continue to implement its Green Building Ordinance and the state's CalGreen Code
across municipal projects. The City should also consider prioritizing solar access, roof load
capacity, and solar pre -wiring in its future building designs to allow optimal solar PV
0 City of Cupertino CAP I December 2014
installations. As new buildings are constructed to be increasingly efficient, the size of solar PV
systems needed to meet their energy demands will decrease.
New City buildings that are primarily designed for public use, such as the Teen Center
envisioned in the City's Civic Center Master Plan, should also include an educational
component that highlights the building's green design features. Public comments made at the
community -wide CAP workshops identified a role for better advertisement of the City's
sustainability-related actions. Public buildings provide a real opportunity to showcase new
technologies or design strategies that community members can incorporate in their own homes
and businesses.
Implementation Steps
Status
Responsibility
• Continue to implement City's Green Building Ordinance as it relates to new
municipal building construction
• Consider developing additional guidance for new municipal building projects
that encourages pursuit of energy- or water conservation -related points
towards achievement of required LEED certification to prioritize these
building efficiency outcomes; alternatively, City could define explicit energy
Facilities, Capital
efficiency performance levels or design feature expectations for new
Improvement
projects
Program &
• Build recommendations into City's Capital Improvement Program
Sustainability
Divisions
• Identify opportunities for passive solar design and consider solar orientation
for active solar installments in new construction
• Consider including solar -ready construction requirements for new municipal
buildings with appropriate solar orientation, roof size, etc.
I�:1
Progress Indicator (2020)
Reduction
Potential
(MT CO2e/yr)
All new municipal construction complies with the City's Green Building Ordinance
Co -Benefits
Implementation Timeline
0
LOCAL GOVERNMENT REDUCTION MEASURES
17�
MEASURE M-F-6 COMPLETE CITYWIDE PUBLIC REALM LIGHTING EFFICIENCY
Upgrade public realm lighting to more efficient technology.
2020 GHG Reduction Potential: 125 MT CO2e/yr
Lighting efficiency upgrades typically represent one of the most cost-effective solutions for
energy conservation, providing lower utility costs and, often, lower maintenance costs due to
less frequent lamp replacements. Public realm lighting in Cupertino includes traffic and
streetlights, municipally -owned parking lot lights, and public park lights. The City has already
upgraded its traffic signal lights from incandescent bulbs to LEDs and retrofitted its streetlights
to high -efficiency induction technology. The City also initiated parking lot and pathway lighting
retrofits in various City parks. The actions implementing this measure take credit for past
successes in lighting upgrades, and address the remaining opportunities in City -owned parking
lots and public parks. Implementation of this measure would reduce emissions by 125 MT
CO2e/year by 2020.
Action A. Complete Street Light Retrofits
As part of its energy performance contract with Siemens, City -owned streetlights were upgraded
to high -efficiency induction technology between December 2010 and March 2011. The project
retrofitted more than 2,900 streetlights, representing 99% of all City -owned streetlights, for
electricity savings of 872,000 kWh/yr. An additional 400 streetlights in the City's jurisdiction are
owned and/or maintained by PG&E. The City has inquired with PG&E about their purchase
and/or retrofit, and should continue to prioritize this opportunity with the utility, as the agency is
paying a cost premium to retain and use these outdated fixtures.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Consider best practices in lighting technology at time of bulb and / or fixture
replacement or repair
Streets Division
• Ensure that new street light installations achieve comparable or better
efficiency level as achieved through previous street light retrofit program
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Achieved! — 872,000 kWh/yr saved through street light retrofit program
115
Co -Benefits Implementation Timeline
Action B. Retrofit Remaining Parking Lot and Park Facility Lighting
The City's Detailed Energy Audit identified electricity savings opportunities from lighting retrofits
at the City's parks, specifically from parking lot and pathway lighting. The audit analyzed the
savings potential from lights at nine of the City's fourteen parks. Since 2012, the City has been
implementing these lighting retrofits, coupled with dimmers and motion sensor controls. To date,
the City has made improvements to outdoor lights at seven City parks, as well as City Hall, the
Quinlan Community Center, and the Senior Center. These improvements will save
approximately 75,000 kWh/yr.
The City's remaining seven parks may
present a future opportunity for
additional parking lot and pathway
lighting retrofits, similar to those
identified in the energy audit. There may
also be opportunities for retrofits to
athletic field and tennis court lighting;
provided a high -efficiency option is
available that still achieves the lighting
requirements for sports play.
Additionally, there may be retrofit
opportunities at other City -owned
parking lots (beyond the park units and
City buildings described here). These additional lighting retrofit opportunities could also be
pursued through an ESCO, as with the street light retrofits, or pursued independently as funding
permits. To support future energy conservation in public lighting, the City could also update its
Standard Provisions for new public lighting to specify that new lights should be LED, induction,
or an equivalent technology.
Photo credit: htti)://micioertz.zenfolio.com/imci/v2/i)975314228-4.ii)g
LOCAL GOVERNMENT REDUCTION MEASURES
Implementation Steps
Status
Responsibility
• Identify City -owned parking lot lighting that has not yet been converted to
LED, magnetic induction, or similar highly -efficient technology
• Identify park lighting (e.g., pathways, restroom facilities, area lighting, sport
field lighting) that has not yet been converted to LED, magnetic induction, or
similar high -efficiency technology
• Identify appropriate energy -efficient lighting technologies for sports fields /
courts that still provide lighting levels required for applicable sporting use
Streets Division
• Develop implementation timeline and funding program; contact City's PG&E
account representative regarding availability of rebate programs and / or on -
bill financing options to cover retrofit program
• Consider updating City's Standard Provisions or other lighting guidance
documents to specify efficiency levels to be achieved in new installations or
lighting retrofit projects
Progress Indicator (2020)
Achieved! — 75,000 kWh/yr saved through park unit parking lot and pathway
light retrofit program
Co -Benefits
Reduction Potential
(MT CO2e/yr)
10
Implementation Timeline
MEASURE M-F-7 CONSERVE WATER THROUGH EFFICIENT LANDSCAPING
Implement best management practices in landscaping design and share City successes
community -wide to lead by example in water conservation action.
2020 GHG Reduction Potential: 1 MT COze/yr
Treating, pumping and distributing water
throughout cities is often an energy intensive
activity. However, the majority of Cupertino's
water comes from the gravity -fed Hetch
Hetchy Reservoir system, and therefore has
lower embodied energy related to its transport
than other water sources. Regardless of the
energy savings related to water conservation,
the City believes water as a precious and
finite natural resource should be conserved,
which is highlighted to be of particular
importance in light of recent drought
0 City of Cupertino CAP I December 2014
conditions statewide. The City has already made advances in landscape water conservation,
achieving a 27% water use reduction in 2014 in response to Governor Brown's declaration of a
Drought State of Emergency. The City now uses climate -sensitive and water -efficient irrigation
technology to continually adjust landscape watering schedules and quantities based on data
collected from local weather stations. In support of this technology, Grounds and Median
Divisions staff are trained to adjust irrigation according to weather conditions, as well as trained
in other landscape water conservation best management practices.
The following actions describe a framework to support the City's water conservation practices
and help identify additional opportunities. Implementation of this measure could reduce
emissions by approximately 1 MT CO2e/year, though as previously stated, the real benefit will
arise through the conservation of this limited resource.
Action A. Utilize Weather -Track System to Reduce Park & Median Water Use
As part of its ESCO contract with Siemens, the City installed 92 irrigation controllers from
September 2010 to March 2011. The project replaced existing irrigation controllers in most City
parks, landscaped areas, and landscaped medians with new state-of-the-art weather -based
controllers. The replacement controllers use weather -based evapotranspiration and moisture
sensor technology along with centralized web -based software to optimize for weather, moisture,
planting type, sun exposure, soil type, slope, and other variables. The software is easy to use,
and allows for remote monitoring and control, and saves staff time by reducing field visits.
Grounds and Median Divisions staff was also trained on the proper use of the new irrigation
controller system. This project is anticipated to conserve approximately 19 million gallons of
water per year; savings data will be shared with the community through future CAP reports.
Implementation Steps
Status
Responsibility
• Continue to use weather -based irrigation technology in City irrigation
practices to prevent unnecessary or excessive water in public spaces
Grounds & Fleet
• Continue to provide training on the City's irrigation technology to existing and
Division
new staff to ensure proper use of the system
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Achieve Bay Area Climate Compact's goal for 20% water savings by 2018 over
1
2008 baseline
Assumes 27.5 million gallons of water saved per year over 2008 baseline of 138
million gallons
Co -Benefits Implementation Timeline
63
LOCAL GOVERNMENT REDUCTION MEASURES
Action B. Benchmark & Track Water Use per Meter
Much like the process pursued to develop this Climate Action Plan; the City must also
benchmark its municipal water use, establish water conservation targets, and develop water
conservation measures to achieve those reduction goals over time. In realizing the importance
of monitoring water use and costs for municipal facilities, medians, parks, and sports fields, staff
recently developed a database to store water utility information collected from historic billing
statements beginning in July 2008. Historic water use and cost -per -meter data can be used as a
benchmark to measure against current use to demonstrate measureable improvements, as well
as identify deficiencies in the City's water management strategies. This will allow for targeted
strategy adjustments in the near- and long-term. This database can also be used to determine
strategies to not only save water, but also hedge against rising utility costs associated with the
City's water consumption. With appropriate and accurate record keeping, the City will have
pertinent information readily available to review the efficacy of current water conservation
strategies and efficiently identify meters in need of improvement; a critical tool during times of
drought and foreseeable utility -focused budget constraints.
Implementation Steps Status Responsibility
• Establish operational framework for tracking and reviewing water use at the
meter level to allow identification of improper irrigation system use, leaks, or Sustainability,
other wasteful water activities Grounds & Fleet
• Incorporate water use reporting into overarching annual CAP reporting Divisions
procedure described in Chapter 7
Progress Indicator (2020) Reduction Potential
(MT COze/yr)
Supports implementation of Action A _
Co -Benefits Implementation Timeline
Action C. Adopt Water Budget & Green Grounds Policy
A Green Grounds Policy would enhance the previously adopted Parks & Recreation Green
Policies, adopted in June 2009, and allow the City to formalize its existing water conservation
practices to ensure broad and consistent application across all City -maintained and/or owned
assets. If pursued, the policy will address items such as planting palettes, passive and active
landscapes, irrigation system maintenance and training, water budgets, organic waste
management, and community education and outreach.
The City will also consider developing water budgets for each of its park units to ensure future
landscaping practices consider water conservation in park design and operation. The City of
Mountain View currently uses water budgets in many of its public parks, and could serve as a
local example for program development. The Green Grounds Policy could incorporate the City's
City of Cupertino CAP I December 2014
existing strategies related to green waste collection in parks, medians, and other City -owned
property to ensure this waste is either composted on -site for future City use or properly
disposed of through the City's compostable collection program. Public education and outreach
regarding the City's landscaping practices can help to disseminate these practices throughout
the community.
Implementation Steps
Status
Responsibility
• Develop landscaping policy that promotes efficient watering schedules, high -
and low -priority water zones (for use during pre -drought conditions), water -
efficient and climate -sensitive plant selection, and compost -friendly
landscape maintenance
• Evaluate alternative or maintain existing water -efficient irrigation technology
systems, particularly in areas of high irrigation use (e.g., turf playing fields),
Sustainability, Trees
with ET sensors and integration with weather station data streams to
& Right of Way, and
automate watering schedules based on current and near -term
Grounds & Fleet
environmental conditions
Divisions
• Train maintenance crews in use and maintenance of irrigation systems and
implementation of Green Grounds policy
• Consider use of water budgets for irrigated landscape areas
Create education stations or post information to City's website that describe
City's green grounds practices
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
_
Co -Benefits Implementation Timeline
63 a [a La 0
Action D. Use Bay -Friendly Landscaping Techniques across Parks & Medians; Install
Demonstration Gardens
Though only a small portion of the City's municipal greenhouse gas emissions arise from its
water use, as California's drought continues to persist and as water utility rates continue to rise,
efforts to foster a reliable water supply need to be prioritized by everyone, including our agency.
Cupertino already has a rich history of operational and community -focused water conservation
efforts, coordinated in partnership with its two water suppliers (San Jose Water and California
Water Service Company). However, there is more that our City can do, starting with our point of
highest use: irrigating our parks, medians, and fields. Measures in this Chapter focus on data
collection and irrigation improvements to curb the City's consumption, but plant selection and
placement can dramatically reduce site water use, maintenance, and pest -control demands,
offering even greater environmental and financial gains. As such, the City will take advantage of
Santa Clara Valley Water District rebates to convert water -intensive landscaping or turf with
LOCAL GOVERNMENT REDUCTION MEASURES 0
native, drought -tolerant, Bay -Friendly landscaping to accelerate water conservation across our
public spaces and serve as a model for residents and businesses to make similar conversions.
Implementation Steps
• Adopt city-wide policy that requires specification of Bay -Friendly, drought -
tolerant landscapes in any new City project or private project receiving City
funds to include landscaped areas as project element
• Expand Parks & Recreation Green Policies, which focus on water -efficient
landscaping, across all departments to prioritize Bay -friendly and efficient
irrigation practices and technologies to maintain City's landscaped facilities,
parks, medians, and streetscapes, and to become more resilient to water
shortages; Couple implementation of these goals with projects that also
minimize impervious surfaces and ensure adequate soil drainage
• Develop implementation and funding schedule to update public landscapes,
including turf conversion and hydrozoning projects, to designs that more
closely align with Bay -friendly landscaping techniques
• Provide maintenance specifications and procedures to support staff's
pruning, pest -control, irrigation, and general oversight of these new plant
materials
• Pursue project third -party certification through Bay -Friendly Rated
Landscapes, where applicable, or build landscaping water conservation
initiatives into future site -wide comprehensive rating program applications
(e.g., LEED, California Green Business Program)
• Install informational placards or signs at new landscaping installations that
quantify water saving potential from new designs and refer public to
additional informational resources
• Develop informational materials based upon City's practices and lessons
learned to support effective implementation of City's Water Efficient
Landscaping Ordinance
Status I Responsibility
Q
E
Q
Sustainability, Grounds
• & Fleet Divisions
Q
Q
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A _
Co -Benefits Implementation Timeline
J
Action E. Install Graywater and Rainwater Catchment Systems in New Construction and
Major Retrofit Protects
In the absence of access to utility -supplied recycled water in our community, Cupertino will
strive to lead by example by installing graywater and rainwater catchment systems in new
municipal construction and major retrofit projects. Graywater or rainwater can replace tap water
for non -potable indoor or outdoor water needs, such as irrigation, thereby reducing the City's
water expenditures and dependency on imported water in the future. These projects can also
City of Cupertino CAP I December 2014
serve as models for community members and businesses seeking to achieve the same
environmental and financial benefits, and should be showcased to reconnect Cupertino's
suburban residents to their backyard gardens and the natural water cycle.
Implementation Steps Status Responsibility
• Incorporate graywater plumbing and/or rainwater catchment systems in new �';� Facilities, Capital
municipal buildings, where appropriate Q Improvement
• Develop public -facing informational placards/signs that explain these systems Program &
and quantify their potable water -savings potential Sustainability
Divisions
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits
Implementation Timeline
Action F. Recognize Staff "Water Wise" Practices
Every employee contributes to the City's overall water use, whether they serve on a
maintenance crew responsible for irrigation schedules or simply use office restroom facilities
during regular business hours. In order to effectively promote water conservation as a collective
and collaborative effort across all job classifications, the City will focus conservation efforts
beyond data analysis and infrastructure upgrades to engage all employees in goal -setting,
behavior change opportunities, and water use tracking efforts. The City will develop an
incentive -based "Water Wise" rewards program to celebrate the accomplishments of City staff to
conserve water across municipal facilities and grounds, which closely mirrors an energy
conservation measure described earlier in this chapter. To launch this initiative, staff will
research programs offered in adjacent jurisdictions and evaluate the following suite of ideas to
motivate employee water use reduction, including, but not limited to:
■ a rewards day on World Water Day (March 22) in which staff members are nominated
for their outstanding dedication and novel ideas to save water,
■ a competition between departments or facilities to save the most water indoors, and
■ a unified water conservation challenge where employees work towards an overall water
reduction goal at work or in their homes.
Each of these initiatives will require careful design to ensure that staff have the knowledge (both
of water conservation practices and baseline water consumption data) and tools (including
water use reduction measures and consumption tracking checklists) to effectively engage and
become champions of this water savings campaign in the office and within their personal lives.
LOCAL GOVERNMENT REDUCTION MEASURES
Implementation Steps
Status
Responsibility
• Research municipal operations -oriented behavior change and utility
conservation incentives programs to create model for Cupertino
• Develop outreach and engagement tools to notify employees of campaign
and support their program enrollment and continued involvement
• Educate and train staff by sharing strategies to save water indoors and out so
they may effectively participate in program
• Launch "Water Wise" program and offer ongoing coaching and support
Sustainability
• Accept "Water Wise" nominations for leading practices and employees;
Division
Collect user -generated data (e.g., checklists) and City water utility data to
inform awardee selection
• Recognize leaders and efforts through civic media assets, intranet, and
through Council Proclamation
• Survey staff following distribution of rewards to determine what worked best
'
and where improvements can be made; This could also serve to assess what
conservation measures were most frequently taken
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
_
Co -Benefits Implementation Timeline
0 City of Cupertino CAP I December 2014
GOAL 2 — CONVERT VEHICLE FLEET:
Pursue employee commute and fleet
alternatives to encourage multi -modal
mobility and support a broad
shift toward alternative fuel vehicles.
LOCAL GOVERNMENT REDUCTION MEASURES 0
The City vehicle fleet sector is responsible for nearly one quarter of the City's greenhouse gas
emissions. Emissions from this sector are generated through the combustion of diesel and
gasoline used to fuel the City's vehicle fleet. The fleet is used to perform a wide range of City
services, such as, facilities and park maintenance, streetlight and traffic signal services, and
community building inspections and code enforcement.
The City has begun converting a portion of its fleet to more efficient, lower emission vehicle
models. The City currently has five plug-in and hybrid -electric models, representing
approximately 7% of its fleet. The City has also begun installing and planning for alternative fuel
infrastructure, including a dual -port electric vehicle (EV) charging station currently installed at
City Hall, with four more dual -port stations planned for installation through a recent California
Energy Commission grant. During the procurement process, the City also looks for the most
fuel -efficient vehicle available for a specific task and down -sizes vehicles when feasible. While
the City's Vehicle Replacement Schedule allows flexibility in vehicle purchase options, older
vehicles will prioritize electric or hybrid -electric models based on a lifecycle cost assessment as
directed by the City's Environmentally Preferable Procurement Policy, adopted in 2008. In
addition to City -owned vehicles and equipment, Cupertino can leverage its contracting power to
encourage partner companies to improve their vehicle fleets as well. The City's current waste
collection agreement involves a fleet of 22 trucks working in Cupertino, and requires the
replacement of one truck per year with a CNG model beginning in January 2015.
This sector includes three measures that build upon the City's preliminary efforts to develop a
more efficient, cleaner vehicle fleet. Measures address vehicle fleet efficiency, fuel types and
refueling infrastructure, and fleet operational behavior. As with the Facilities sector measures,
implementation of Measure M-F-1 will influence the reduction potential of Vehicle Fleet sector
measures that include shifting portions of the municipal fleet towards electric or hybrid -electric
vehicle models. Providing cleaner electricity as a fuel source for electric vehicles will improve
the emissions reduction potential of Vehicle Fleet sector measures. Measures in this sector
have the ability to reduce greenhouse gas emissions by approximately 58 MT CO2e/year.
Goal 2-
Convert
Vehicle
Fleet
0 City of Cupertino CAP I December 2014
MEASURE M-VF-1 LOW EMISSION AND ALTERNATIVE FUEL VEHICLES
Transition City vehicle fleet to fuel -efficient and alternative -fuel vehicle models.
2020 GHG Reduction Potential: 48 MT CO2e/yr
This measure aims to reduce vehicle fleet fuel consumption through replacement of older, less -
efficient models with zero -emission or low -emission models, and to increase the proportion of
alternative fuel vehicles in the fleet. As a signatory of the Bay Area Climate Compact (BACC),
the City is aiming to achieve the BACC's Action Area Goal #10 to "increase the number of zero
emission and other advanced ultra -low emission light duty vehicles to 10% of municipal fleets
by the end of 2013, and to 25% by the end of 2018." The City is actively working to
institutionalize the vehicle lifecycle cost of ownership through its vehicle replacement process,
and could make that a standard consideration as part the City's Vehicle Replacement Schedule
and Policy. Santa Clara County adopted a similar policy (Santa Clara County Policy 352) that
requires preference be given to the lowest emission vehicles available. Development of a
strategic vehicle fleet transition plan could also assist the City to achieve the BACC goal in a
more cost-effective manner. Though the City maintains a list of all fleet vehicles, including their
model, adding the purchase date age,
annual mileage, and fuel consumption will
help to prioritize vehicles for replacement
and identify opportunities to retire
underutilized vehicles. There are currently
models of battery electric, hybrid electric,
compressed natural gas (CNG), and fuel
cell vehicles that can perform many of the
functions required of municipal fleet
vehicles. While electric and hybrid models
of heavy-duty trucks are not yet widely
available, CNG options are available that
could be used as a bridge technology in
the meantime to provide emissions reductions. The City is already investing in electric vehicle
charging infrastructure and has plans for additional installations. It is also exploring the
possibility of a fuel cell charging station.
The action associated with this measure develops a framework to transition the City's fleet
towards higher efficiency and lower emissions vehicles in the future. Implementation of this
measure could reduce emissions by approximately 48 MT CO2e/year.
LOCAL GOVERNMENT REDUCTION MEASURES '
Action A. Update Green Purchasing Policy and Vehicle Replacement Schedule to
Prioritize Alternative Fuel Vehicles and Infrastructure
The City should establish a long-term target for its municipal fleet that promotes an overall
reduction in petroleum fuel consumption. Fuel -based reduction goals can be achieved with
investments in alternative fuel vehicles and refueling technology, depending upon technological
advancements and City budget considerations. The target will focus future fleet procurement
objectives and guide long-term public infrastructure investments. Like other measures in this
CAP, this measure can also be used to support a broad based, community -wide market shift
that supports the City's long-range community emissions reduction targets if alternative fueling
infrastructure is publicly accessible. The City of San Jose has adopted a similar fleet target,
which promotes a shift to a public fleet with 100% alternative fuel vehicles by 2022. This will
require the City to more consistently evaluate the quantity of fuel procured and consumed
across the agency and each unique vehicle, an opportunity currently available through its fleet
management and fueling station software (i.e., AssetWorks).
Following establishment of a fuel reduction target, the City should create a strategic plan to
achieve the target through replacement of non -emergency passenger vehicles and light duty
trucks with alternative fuel vehicles, assuming they meet the operational needs of the
organization. This assessment and resulting replacement criteria must be based upon vehicle
age, mileage, service, reliability, maintenance and repair costs, and fueling costs to
institutionalize future fleet lifecycle cost analyses to inform vehicle selection, leverage industry
technological advancements, and mitigate vehicle -related environmental impacts. Success in
implementing a vehicle fleet plan will depend on the City's ability to implement other actions
described in this section.
Assuming that refueling infrastructure can be installed, the City should develop specific vehicle
fleet targets for various types of alternative fueled vehicles. For example, the City could
establish a long-term target to replace all passenger vehicles with EV or hybrid -electric models
at the time of replacement. The City could also establish targets to transition light -duty trucks
from gasoline to hybrid, electric, and/or CNG models, gradually increasing targets as
achievements are made. As described above, CNG vehicles can be used as a bridge
technology to help transition the City's diesel heavy-duty trucks, which currently account for
nearly one quarter of vehicle fleet fuel consumption. Incorporating CNG vehicles typically
requires the installation of a CNG refueling station at a municipal corporation yard. The City
currently has no plans for CNG refueling infrastructure, though has initiated conversations with
PG&E who maintains local CNG refueling infrastructure to see if an opportunity for a joint -use
agreement may be feasible. For purposes of this CAP, a transition to CNG vehicles is
considered a long-term opportunity. The strategic fleet plan should be reviewed and revised
annually to account for progress made, operating budgets, and emerging and evolving
technologies.
In addition, to ensure staff amenability to this proposal, it is recommended that this effort include
the revision of the City's Vehicle Replacement Schedule to include vehicle features or design
specifications (e.g., special storage for tools, body type). These specifications would be related
0 City of Cupertino CAP I December 2014
to each vehicle's necessary tasks by surveying all City drivers to identify the vehicles best suited
to relevant job functions. This information will enable the right -sizing of vehicles for each task at
hand. The absence of these specifications is predicted to serve as a barrier if not performed in
unison. This should include criteria for permanent vehicle assignments among these positions to
ensure pooling options are maximized, and evaluate if other transportation alternatives could be
pursued (e.g., biking, walking).
Implementation Steps
Status I Responsibility
• Develop municipal fleet low -carbon target; defined as A) Total vehicle fleet
composed of X% zero- or lower -carbon vehicles; or, B) Total vehicle fleet
emissions reduction target (can be achieved through combination of reduced
VMT, vehicle technology, mode shift, etc.)
• Define vehicle fleet transition pathway to achieve Bay Area Climate
Compact's Action Area Goal #10 to increase the number of zero emission
and other advanced ultra -low emission light duty vehicles to 10% of municipal
fleets by the end of 2013, and to 25% by the end of 2018; extend goal to 28%
of municipal fleet by 2020
• Review existing vehicle fleet lifespan to identify number and type of vehicles
to be replaced by 2020, and which could be replaced with existing models of
zero- or low -emissions vehicles
• At time of replacement, shift passenger vehicle purchases toward EV, hybrid -
electric, hydrogen fuel cell, or CNG models; consider new vehicles' carbon
emissions and fuel efficiency as regular procurement criterion
• Fully implement fleet management software to:
o benchmark agency fleet size and composition;
o track fleet vehicle fuel usage, mileage, location, maintenance
schedule;
o provide maintenance diagnostic data; and
o activate online reservation system to expand pool opportunities.
• Develop vocational specifications to pair with revised Vehicle Replacement
Schedule and Policy
• Perform staff training needs assessment to support driver and mechanic
transition to alternative fuel vehicles
• Prioritize funding for mechanic training in advanced fuel automotive
technologies and offer trainings for drivers and first responders
• Confirm fleet -parking designations to mitigate staff concerns and maximize
public parking opportunities in areas with high parking congestion;
Designating locations for parking, as well as fleet vehicle charging, will create
further staff -level efficiencies by enabling quick facility access upon returning
from fieldwork
• Explore joint procurement options with other area jurisdictions to leverage
regional shift towards cleaner municipal fleets into lower per vehicle costs; To
facilitate this, reconnect with Public Fleet Supervisors Association as access
point for piggybacking opportunities, competitive vendor pricing, and industry
best management practices
Note: Implementation of this action is budget- and technology -dependent, -
emergency vehicles could be excluded from fleet target calculations and
progress monitoring
Grounds & Fleet
Division
LOCAL GOVERNMENT REDUCTION MEASURES '
Progress Indicator(2020)
Achieve Bay Area Climate Compact's goal for 25% of vehicle fleet to
comprise zero- or low -emissions light duty vehicles by 2018.
Assumes the following vehicle replacements:
5 passenger vehicles replaced with hybrid -electric models;
12 light -duty trucks replaced with hybrid -electric SUV models;
2 heavy-duty trucks replaced with more fuel -efficient heavy-duty truck
models;
In addition to existing 3 hybrid -electric passenger vehicles, and 2 hybrid -
electric SUVs
Reduction Potential
(MT CO2e/yr)
48
Co -Benefits Implementation Timeline
C U �1
Action B. Expand City Bike Fleet, Training, and Promotion
In addition to increasing use of alternative -fuel and/or fuel efficient vehicles, the City will also
continue to promote its existing municipal bike share program, which could allow the City to
downsize part of its municipal fleet in the future. Approximately 80% of all City staff has
attended the required Bicycle Safety Training, hosted in partnership with the County Sheriff's
Office, allowing them to check out one of the City's five fleet bicycles at any time.
iiiii.._ ..
Implementation Steps
Status Responsibility
• Continue to pursue implementation of municipal bike fleet in instances where
vehicle trips can safely and easily be replaced with trips via bicycle;
Sustainability
comprehensive bike fleet could result in opportunities to downsize municipal
Division
vehicle fleet or reduce VMT to help achieve fleet emissions target
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
_
Co -Benefits
Implementation Timeline
� IIIIII �
12
L
0 City of Cupertino CAP I December 2014
Action C. Promote Vehicle Alternatives to Reduce Car -Travel to City -Sponsored Events
As part of the community -wide measures, the City will evaluate opportunities to expand VTA's
Cupertino's bus service network by creating "last mile" bike and free or low-cost shuttle
connectors. This study may also include the use of feeder busses, bicycle sharing programs
and infrastructure, and car sharing programs from existing transit hubs (i.e. VTA Light Rail and
Caltrain Commuter Train Stations in Mountain View and Sunnyvale) into the City to support
daily commutes and mitigate traffic impacts during city -sponsored special events (i.e. 4'" of JUly
Fireworks, Black Berry Farm Opening Day). Further, the City will continue to actively promote
walking and biking to these events through its marketing channels and by embedding these
goals into its Green Indoor and Outdoor Events Policies, relevant both for city -organized events
and those hosted in city property by outside organizations.
Implementation Steps
Status I Responsibility
• Continue to pursue implementation of municipal car share program, which
like municipal bike fleet could allow City to downsize its municipal vehicle
fleet
• Consider opportunities to expand municipal bike fleet and / or car share Sustainability,
program as part of municipal fleet transition strategy and at time of regular Grounds & Fleet
vehicle replacement (e.g., could tasks performed by retired vehicle be Divisions
performed with shared vehicle?)
• Ensure that commmunity-wide shuttle, car share, bike share assessment
includes considertion of City staff commutes and special -event opportunities
Progress Indicator (2020)
Supports implementation of Action A
Co -Benefits
Reduction Potential
(MT CO2e/yr)
Implementation Timeline
LOCAL GOVERNMENT REDUCTION MEASURES 0
MEASURE M-VF-2 INCREASE ALTERNATIVE FUEL INFRASTRUCTURE
Increase availability of alternative refueling infrastructure to support municipal fleet
transition.
Supporting Measure — Not Quantified
This measure supports Measure M-VF-1 by providing the alternative fueling infrastructure
necessary to transition the municipal fleet towards zero- or low -emissions vehicles. To support
the incorporation of alternative fuel vehicles in its fleet, the City will need to further develop its
charging and alternative refueling infrastructure, including electric vehicle charging stations, and
possibly a fuel cell and CNG refueling station. The City has already installed one dual -port
electric vehicle charging station, with plans for four additional stations in the near -term.
Cupertino could possibly host ten municipally -owned charging stations by 2020, if the Civic
Center Master Plan is developed as currently envisioned. It is critical that the City consider this
increased electricity load demand as part of this planning process, which is also reviewing solar
energy installation opportunities that have the potential to offset this demand if accurately sized.
The City is also exploring options for utilization of a fuel cell charging station proposed to be
sited within the City boundaries. While fuel cell vehicles produce no emissions through their
operations, life -cycle emissions for this technology depend on how the fuel is developed. There
are currently limited selections in terms of fuel -cell vehicle (FCV) options, but as the technology
is further developed and additional refueling infrastructure is developed FCVs could play a role
in the City's fleet transition. Similarly, CNG vehicles can often perform the same tasks as diesel
vehicles, with lower emissions. While CNG is still a carbon -based fuel, it can be used as a
bridge technology to help cities transition from gasoline and diesel to alternative fuels. Low
domestic CNG prices present an opportunity to reduce operating costs and fleet emissions
simultaneously, provided access to a refueling station is available. To further enhance the
emissions -reducing potential of electric and hybrid electric vehicle purchases, the City could
implement Measure M-F-1 to provide cleaner electricity through refueling infrastructure. It
should be noted that under the current scope, each of these measures will be achieved as part
of the City's partnership with Santa Clara County to implement its proposed "Decarbonizing
Transportation in Silicon Valley" grant through the Strategic Growth Council.
Action A. Install Electric Vehicle Charging Stations
As previously noted, the City has one electric vehicle charging station, with four more stations
planned for installation as part of a recent California Energy Commission -awarded grant through
the Bay Area Climate Collaborative. However, these five unique locations do not include the
Cupertino Service Center, where the majority of the city's fleet vehicles are housed overnight.
As such, this location should be evaluated as part of the City's Capital Improvement Program
and/or future grant opportunities, which could enable access to funding to locate the station
0 City of Cupertino CAP I December 2014
adjacent to the Service Center on Mary Avenue, as these grants most often prioritize publically
accessible stations.
While the City anticipates incorporating primarily hybrid electric vehicles in the near -term,
certain City functions may allow for the purchase of 100% electric models, such as in Parks
Department applications. Properly functioning and accessible recharging infrastructure will be
required to support use of these vehicles and mitigate staff concerns about procuring fully
electric vehicles, as current public charging station demands are extremely high. Publicly
accessible electric vehicle charging stations can also support the City's longer -term community -
wide emissions reduction goals by allowing community members to transition their personal
vehicles to electric or hybrid -electric options. Given this proposed infrastructure expansion, the
City recently developed an electric vehicle charging station policy and procedure to guide future
charging station installation, but will expand this narrow scope to also include siting criteria to be
defined through the "Driving Net Zero" Strategic Growth Council grant awarded to Santa Clara
County to support its cities as described in Chapter 3.
Implementation Steps
Status
Responsibility
• Develop City -owned EV Charging Station Procedure to ensure proper
finance, training, maintenance, and reporting functions are established for
effective staff oversight
• Develop Alternative Vehicle Fueling Infrastructure (AVFI) standards and plan
to define prospective locations and siting criteria (e.g., design guidelines,
standard drawings, specifications) to facilitate on -street and off-street
applications
Transportation,
• Install additional electric vehicle charging stations for municipal fleet use; as
Grounds & Fleet,
share of electric vehicles in fleet increases, ensure adequate access to
and Sustainability
charging stations for municipal vehicles through additional installations or
Divisions
controlled access
• Install portion of electric vehicle charging stations in areas accessible to
community members, such as Civic Center parking lots; consider new
electricity load created from EV charging stations during building design
phase of Civic Center Master Plan to provide opportunities to offset this
increased load through additional installation of rooftop PV systems
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 10 dual -port electric vehicle charging stations installed
Co -Benefits Implementation Timeline
4Lunu •
LOCAL GOVERNMENT REDUCTION MEASURES '
Action B. Evaluate Fuel Cell Fueling Station
The City has begun exploring options to both promote and utilize a proposed fuel cell station.
There are currently limited options in the passenger or light -duty truck fuel cell vehicle market,
though hybrid fuel cell models are more common to help overcome the challenges presented by
limited fueling infrastructure. Fuel cell vehicles also tend to be relatively more expensive than
gasoline or even hybrid -electric vehicles. However, they do provide a good long-term
opportunity for vehicle emissions reductions, depending on how the hydrogen fuel is produced.
The City should continue to investigate costs and benefits associated with installing fuel cell
fueling stations, track private -developer efforts to locate a station in the community (see:
California Fuel Cell Partnership), and, in tandem, consider what role fuel cell vehicles might play
in its municipal fleet in the future. As with CNG vehicles discussed below, the transition to or
incorporation of fuel cell vehicles is likely to occur outside of the CAP's 2020 planning timeline.
However, fuel cells do present a potential action to help achieve the City's longer -term
reduction targets.
luate Fuel Cell Fueling Station
Implementation Steps
• Continue exploring opportunities to develop local fuel cell fueling station for
municipal and community use
• Share information with neighboring jurisdictions to determine interest and
feasibility of joint procurement through local vendors
• Due to current limited vehicle model availability, consider model types and
cost when estimating fuel cell vehicles' future role in municipal fleet transition
strategy (see M-VF-1 A)
• Pending feasibility analysis, construct fuel cell fueling station for municipal
and / or community -wide use
Status
Responsibility
Transportation &
Sustainability
Divisions
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes no fuel cell fueling stations installed prior to 2020
_
Co -Benefits
Implementation Timeline
"no
C
Action C. Evaluate CNG Fueling Station
The City is not yet considering near -term opportunities to convert diesel vehicles to CNG
models. While there are currently five CNG refueling stations in the county, and a sixth in the
planning phase, the City could consider developing its own station for convenient, local access.
As with the electric charging stations, a publicly accessible CNG station could also help support
a communitywide shift towards CNG vehicles in the long-term. Opportunities may exist for
funding partnerships with other local governments, regional agencies, or local businesses that
operate their own vehicle fleets.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Research opportunities for development of municipal CNG refueling station;
look for partnerships with neighboring cities or local employers with large
vehicle fleets for cost -share opportunities of joint -use facility
• Pending results of CNG feasibility study, identify funding and pursue
Transportation &
development of CNG refueling station for municipal and public use; transition
Sustainability
municipal fleet diesel vehicles to CNG, as appropriate, as bridge technology
Divisions
until cleaner heavy-duty vehicle models become widely available for
integration into fleet; if better heavy-duty vehicle options become available
before development of CNG station, reconsider if there is long-term role for
CNG vehicles in municipal fleet
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes no CNG fueling stations installed prior to 2020
_
Co -Benefits Implementation Timeline
W
MEASURE M-VF-3 PROMOTE BEHAVIOR / FUEL OPTIMIZATION
Encourage and promote fuel efficient driving.
2020 GHG Reduction Potential: 19 MT CO2e/yr
Reducing vehicle fleet fuel use translates directly into emissions reductions. To accurately
strategize and implement policies for promoting fleet efficiency, it is important to have accurate
data about the fuel efficiency of vehicles and driver behaviors. Telematics systems installed on
fleet vehicles can help optimize routes, enable managers to accurately track and monitor fuel
efficiency, and positively influence driver behavior. Honoring department managers and
operators who model fuel -efficient practices can raise awareness of positive behaviors and
encourage more widespread fuel savings. Similarly, while the City performs regular
maintenance on all vehicles, it will need to consider formalizing these practices. According to
the Federal Energy Management Program (FEMP), a regularly maintained fleet can save
12-18% in long-term maintenance costs compared to reactive maintenance programs."
Operational and maintenance behaviors, such as proper tire pressure inflation, regular vehicle
inspections, timely repairs, and fuel -efficient driving techniques can extend the operating life of
fleet vehicles and improve fuel efficiency by approximately 19% (FEMP).
LOCAL GOVERNMENT REDUCTION MEASURES 0
The following actions would further support the City's goal to reduce vehicle fleet emissions by
ensuring that the necessary use of municipal vehicles occurs in a safe and efficient manner.
Implementation of this measure could reduce emissions by up to 19 MT CO2e/year.
Action A. Implement Telematics to Improve Route and Fuel Optimization
Telematics systems can empower fleet managers and operators to quickly identify fuel -
consumptive maintenance issues and inefficient driving patterns or excessive vehicle idling.
Accurate telematics data provide documentation to enable confident decision -making when
identifying potential vehicles for replacement and transitions to more fuel -efficient and
alternative fuel vehicles. The system also enables staff to dispatch help more promptly to
stranded vehicles. The City already employs telematics practices to optimize routes for Building
Department inspections and reduce vehicle miles traveled, and could potentially further expand
this program to other departments. Telematics program examples from other cities have shown
to produce fuel savings of 10-20% per year.
Implementation Steps
Status
Responsibility
• Continue use of route optimization practices by Building Department for
inspections
• Evaluate opportunities for additional route optimization of municipal vehicles
Grounds & Fleet,
that have standard operating routes (e.g., Parks Department landscaping
Sustainability
crews); identify VMT reduction potential through new routes
Division
• Develop telematics program (e.g., vehicle tracking) for City fleet to optimize
•
vehicle operations
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 10% fuel savings over 2010 baseline for all passenger and light- 19
duty trucks (i.e., 2,100 gallons of gasoline saved per year); assumes full
implementation of Measure VF-1, Action A assumptions
Co -Benefits
J '7_�
Implementation Timeline
4L
Action B. Update Vehicle Use Policy to Prioritize Fuel -Efficient Operations and
Maintenance
The City currently adheres to an informal set of fuel -efficient driving and maintenance practices,
including an anti -idling policy and regularly scheduled preventative maintenance. Formalizing
these practices by embedding it within the City's Vehicle Use Policy could help prioritize these
actions for the City's maintenance staff and vehicle operators. The policy could be developed to
document existing maintenance activities and tune-up schedules, require fuel -efficient driver
training, and raise awareness among all City employees about fuel -saving priorities. Training
sessions should engage fleet staff, maintenance shop managers and staff, and City vehicle
operators and drivers.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status I Responsibility
• Establish vehicle fleet efficiency policy (i.e., operation and maintenance) that
includes formal vehicle maintenance check -list targeting fuel efficiency tune-
ups and fuel -efficient driving training (e.g., no speeding, idling, excessive
tools/gear in vehicles); fuel -efficient driving could be monitored through
vehicle fleet telematics program Grounds & Fleet,
• Continue implementation of City's anti -idling policy (with exemptions for Sustainability
emergency vehicles) Division
• Provide anti -idling outreach city-wide through partnership with neighborhood
and community groups, with specific campaigns targeting idling in School
Zones; partner with Cupertino Chamber of Commerce on anti -idling
campaign in commercial districts
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A _
Co -Benefits Implementation Timeline
Action C. Expand Commuter Benefits Program
Typically, employee commute emissions are excluded from a municipal emissions inventory, as
was the case in Cupertino. This is due to the fact that they are designated as a Scope 3
emissions source in the LGOP guidance used to develop the baseline inventory (see Chapter 2
for further description on the City's emissions sources). Scope 3 emissions can be optionally
included, although the City does not have direct financial or operational control over these
vehicles, so they are not included within the City's municipal fleet emissions calculations. Some
jurisdictions voluntarily report these emissions, though it is understood that the accuracy of
Scope 3 emissions is typically lower than that for Scope 1 or Scope 2 emissions because data
availability and reliability are diminished (i.e., cities have greater access to emissions data for
sources over which they have operational or financial control, like energy use or annual
municipal fleet mileage).
According to a 2012 survey, 83% of Cupertino employees drive alone to work. Additionally,
nearly the same amount of emissions comes from the City's municipal fleet as are estimated to
result from City employee commutes (i.e., 424 and 463 MT COZe/yr, respectively). This presents
an opportunity for the City to demonstrate another leadership role in emissions reductions, even
if those reductions are not counted towards the City's target achievement since employee
commute emissions are not included in the municipal operations inventory. The City can
influence this source of emissions by expanding existing commuter benefits in a way that
encourages employees to commute using alternative modes other than single occupancy
vehicles. In accordance with SIB 1339 requirements, Cupertino already provides a suite of
alternative commute benefits to its employees, marketed through a flyer and benefits trainings,
LOCAL GOVERNMENT REDUCTION MEASURES
and has a designated Human Resources Department Commuter Benefits Coordinator. The
most widely used City benefit is the Alternative Work Schedule, or the 9/80 schedule, that
affords many full-time employees two Fridays off per month, avoiding commutes on those days.
In 2013, Cupertino instituted a pre-tax transit benefit, up to the allowable IRS limit, to incentivize
and financially reward employees that commute by transit. Cupertino also provides bikes for
employee use during the work day as an alternative to fleet vehicles.
This action proposes the City create additional benefits to further encourage employees to
pursue alternative commuting, and unites these benefits under a formalized commuter benefits
program. The following elements are recommended as additions to the existing program, and
were selected from numerous options as the most cost-effective and applicable to Cupertino:
1. "Last mile Connector" or Carpool Van: This van would establish one of the City's
underutilized pool vans as a bridge to transit services that are difficult for employees to
reach without a vehicle.
2. Carpool Matching: Cupertino can promote matching services through 511.org and other
no -cost avenues so that employees can easily find convenient carpool -to -work options.
Cash incentives for carpooling could also be offered.
3. Walk/bike Matching: Cupertino can promote free walk/bike matching services through
511.org and other no -cost avenues so that employees can easily find walking or biking
partners to join on commutes to work. Pre-tax incentives for walking and biking to work
are also permitted by law.
4. Guaranteed Ride Home: This service provides employees that do not drive to work with
a ride home in an emergency. Typically the employer will open an account with a rental
car or taxi company, which is charged when employees use the service.
5. Flexible/Alternative Work Schedule: In addition to the 9/80 schedule that many Cupertino
employees currently follow, other alternative schedules could be proposed where
appropriate, as well as flexibility to accommodate carpooling and avoid traffic at peak
times.
6. Telecom muting/Telework: New IT advancements can facilitate a formalized
telecommuting policy, where employees forgo the commute on days agreed upon with
their supervisors and according to the policies set forth by the City.
The City may choose to expand the aforementioned short-term proposed commuter benefit
offerings to include additional benefits in the future, such as shuttle services, parking cash -out,
reduced cost transit passes, preferred parking for ride sharers, and achieving a bike -friendly
workplace certification.
0 City of Cupertino CAP I December 2014
Implementation Steps
Status
Responsibility
• Conduct employee commuter benefits survey to evaluate areas of priority and
highest use
• Develop commuter benefits program expansion options, budget, and
resource needs; Evaluate vendor proposals if applicable
Sustainability &
• Create outreach plan and materials for communicating new unified program
Human Resources
and benefits to employees; Develop carpool/bike/walk matching activities;
Division
Design additional incentives (e.g., recognition program)
• Launch program, implement outreach plan, and track participation/employee
feedback; Adjust as needed
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Actions A, B, and D
Co -Benefits Implementation Timeline
0 a 4,
LOCAL GOVERNMENT REDUCTION MEASURES 0
Action D. Introduce Fuel Saving Recognition Program for Employees/Departments
Establishing a program for recognizing employees and departments for reducing fuel usage
and/or reducing vehicle miles traveled can raise awareness of exemplary behavior throughout
departments. Identification of key performance indicators such as annual fuel use reduction
compared to a historical baseline or a per employee efficiency average can promote
engagement from all departments (Typically, emergency services are excluded from these
types of programs). In addition, any opportunity to engage staff in fleet procurement efforts is
strongly advised. Establishing vocational specifications, recommended above, will ensure
vehicle designations match job functions moving ahead, but this is just a first step to ensure
staff engagement in this new prioritization. The City should continue activities to involve
departments in purchasing decisions and evaluations of vehicle replacement models, as was
practiced during the FY13/14 Vehicle Replacement Schedule. The Sustainability Division hosted
a ride -and -drive event for all employees to take electric and plug -in -electric hybrid vehicles for a
test drive, since this fleet technology was new to the City. Staff was then surveyed to learn their
preferences and concerns, which informed the Fleet Division's selection. This type of practice
should be continued to increase driver comfort with transition from conventional to
alternative vehicles.
Implementation Steps
Status
Responsibility
• Establish inter -departmental fuel savings recognition program (excluding
emergency vehicles) that tracks annual fuel use by department and provides
departmental employee rewards for annual improvement (either total
reduction compared to a department historic average or per employee
Sustainability
efficiency)
Division
• Implement process to track and report municipal vehicle fuel usage through
quarterly or annual staff reports; explore options to make information publicly
available through an open data portal system
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
_
Co -Benefits Implementation Timeline
4L
0 City of Cupertino CAP I December 2014
Pr
GOAL 3 — REDUCE SOLID WASTE:
Effectively manage materials to shift
behavior, consumption, and
life -cycle impacts.
LOCAL GOVERNMENT REDUCTION MEASURES 0
The Solid Waste sector emissions are relatively small compared to Facilities and Vehicle Fleet,
contributing approximately 5% of total emissions. The City's solid waste emissions are based on
the disposal of waste generated from municipal activities, such as facility operations, park
landscaping and maintenance, and other City activities. Waste disposal creates emissions when
organic waste (e.g., food scraps, yard clippings, paper and wood products) is buried in landfills
and anaerobic digestion takes place, emitting methane. Additionally, the extraction and
processing of raw materials for consumer products, distribution to consumers, and eventual
disposal of the products, creates emissions as well.
A number of actions have been either planned or implemented to reduce City generated waste.
The City has developed a zero -waste strategy with diversion goals and descriptions of diversion
programs. Zero -waste strategies typically strive for 90% or greater diversion of waste from the
landfill waste stream through recycling, material reuse, or composting. The Bay Area Climate
Compact includes a solid waste diversion goal, which instructs signatories to "increase solid
waste diversion from landfills to 75% by the end of 2013, and achieve zero waste by the end of
2020." One diversion strategy to that end has been implementation of the City's green
procurement policy that encourages the purchase of recycled, recyclable, or compostable
materials whenever possible. The City also administers a citywide residential and commercial
compostable collection program, paperless office practices, on -site landscape waste reduction,
and construction and demolition diversion at municipal project sites. Finally, the City has
adopted a green indoor and outdoor events policy that defines materials management
requirements (e.g., banning use of polystyrene and distribution of single -use bags) and goals for
events hosted on city property by the agency or external partners.
The City will continue its efforts to reduce the amount of waste generated from municipal
operations, while diverting waste from landfills through composting, recycling, and reuse. This
sector includes three measures that expand upon the City's existing efforts, including
establishment of policies, goals, and audits to reduce waste; continuing organic waste diversion
activities; and increasing construction and demolition waste diversion. When implemented, the
Solid Waste sector measures have the ability to reduce emissions by approximately 80 MT
CO2e/year.
0 City of Cupertino CAP I December 2014
MEASURE M-SW-1 WASTE REDUCTION
Reduce municipal waste through procurement policies, waste diversion goals, and waste
stream monitoring and analysis.
2020 GHG Reduction Potential: 64 MT CO2e/yr
Cities can reduce their contribution of solid waste sent to
landfills through careful consideration at the procurement
phase of a product's recyclability, re -use opportunities,
useful life expectancy, and comparable substitutes. Green
procurement specifications can be enforced through
incorporation of Citywide or departmental diversion goals
that elevate these considerations during decision -making
processes. Similarly, monitoring the implementation of these
policies and goals is necessary to evaluate the success of a
waste reduction program. This measure includes
implementation of existing procurement guidance
documents and paperless office strategies, departmental
waste diversion goals, and waste monitoring and tracking
mechanisms to help the City achieve its zero -waste goal by
2020. Implementation of this measure could reduce
emissions by 64 MT CO2e/year.
OF Resource
Extraction
Source: West Coast Climate and Material Forum -
http://vosemite.epa.gov/R10/ECOCOMM. NSF/climate+change/wccmmf
LOCAL GOVERNMENT REDUCTION MEASURES 0
Action A. Establish Stretch Waste Reduction and Diversion Goals
As a signatory to the BACC, the City has already established a zero -waste goal for itself, and
has taken several implementation steps towards that goal including development of a Zero -
Waste Strategy. The City (with input from its waste diversion staff) could also establish building
or department -specific goals that would allow each department to determine the most efficient
strategies for goal achievement. Implementation of this action would be enhanced with accurate
municipal waste stream data as described in Action D, so building- or department -specific
strategies can be developed based on the types of waste present in the dumpsters. To assist in
emissions reductions, the Zero -Waste Strategy should include programs to address the
remaining organic waste content of the municipal waste stream, including office paper and
cardboard, food scraps and compostable paper (e.g., pizza boxed, soiled napkins), yard waste
clippings, and lumber from construction projects. In particular, this effort should continue to
develop employee training and outreach programs to increase participation in the City's existing
organics collection service.
UPERTINOGREEN
Implementation Steps
Status
Responsibility
• Establish specific zero -waste goal for municipal operations (target to be
included in Zero Waste Strategy update) that achieves Bay Area Climate
Compact's Action Area Goal #9 to increase solid waste diversion from
landfills to 75% by end of 2013 and achieve zero waste by end of 2020; City's
goal is to achieve 75% diversion by 2016
• In conjunction with municipal waste audits (see M-SW-1 D), establish waste
Environmental
reduction / diversion goals by building or department (whichever is easier to
Division
track) as means to achieving overarching zero -waste goal; re-evaluate
building or department goals as part of regular waste audits
• Implement process to track and report municipal solid waste generation
through quarterly or annual staff reports; explore options to make information
publicly available through an open data portal system
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Assumes 80% reduction in organic waste (e.g., food scraps and
compostable paper, landscape debris/trimmings, scrap lumber,
paper/cardboard) from 2010 baseline; emissions reductions are shown next
to actions that address specific organic waste sources (i.e., M-SW-1 B, M-
SW-2 A, M-SW-3 A)
Co -Benefits Implementation Timeline
L.
0 City of Cupertino CAP I December 2014
Action B. Create Paperless Office Policy/Program
Office environments typically generate substantial waste from white paper, mixed office paper,
newspaper, and corrugated cardboard. Approximately 90% of all office waste is paper.
Enhanced office paper recycling can help reduce emissions associated with organic landfill
waste, and help to conserve raw materials. In addition to fully implemented recycling programs,
"paperless office" policies can further reduce office waste and lower operating costs by reducing
unnecessary printing, minimizing space needed for paper file storage, and improving file
management efficiency. As a city in the heart of Silicon Valley, Cupertino should maximize its
application of computer technology and digital systems in areas where it can lead to operational
cost savings and resource efficiency. The City currently uses paperless practices in the Building
Department for building permits and other forms and paperless agendas for its Council and
Commissions, an effort led by the City Clerk. Expansion of paperless office practices will require
Sustainability Division and IT staff to: investigate print -tracking software compliance problems,
establish paper use reduction goals, and develop employee education programs about file
management processes and paper use tracking. Paper reduction goals can be tracked through
reduced procurement costs for paper, ink, and other printer -related costs, or through municipal
waste audits. To ensure that recycled paper and cardboard can be re -used for their highest and
best purpose, the City should maintain a "dry" recycling stream to avoid paper -product
contamination from liquids and food scraps.
Implementation Steps
Status
Responsibility
• Continue to implement and monitor success of office paper reduction
strategies
• Work with IT Department to install printer -tracking software that allows printer
analytics
• Conduct analysis of paper use per department to establish data trends (e.g.,
reams used per year, pages printed per month)
Sustainability &
• Establish City-wide paper use reduction goals based on printing analysis
Environmental
• Meet with individual departments to discuss results of analysis and identify
Division
additional opportunities for printing reduction and / or conversion of some file
types from hard copy forms to electronic
• Establish "dry" recycling collection for paper and cardboard products, as
opposed to co -mingled collection for these items, to ensure highest value
during recycling
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 80% diversion of municipal office paper over 2010 baseline levels
64
Co -Benefits Implementation Timeline
IM 40
0 5113
LOCAL GOVERNMENT REDUCTION MEASURES 0
Action C. Revise Green Procurement & Event Specifications, Pair with Implementation
Handbook
Green procurement specifications are often developed to prioritize City purchases that generate
lower waste across a product's lifecycle, allow local recycling or composting, incorporate
recycled or re -used content, and support healthy working environments (e.g., low VOC paints
and carpets). The City already has an Environmentally Preferable Procurement Policy, adopted
in 2008 and currently being revised to mirror industry advancements, and has developed a draft
user-friendly handbook to support staff procurement decisions. The handbook incorporates
previous research efforts on preferred products for use in daily operations or at City -sponsored
events, with an emphasis on preference for recycled/recyclable products, compostable
products, minimal packaging, and other low -waste options. Given that the agency does not have
a single office or individual overseeing purchasing, this handbook can serve as a clearinghouse
document for all City procurement policies related to resource conservation. As the City
approaches its zero -waste goal, municipal waste audits (see Action D below) may provide
insight into the types of materials that are most difficult to eliminate from the waste stream.
Specific green procurement alternatives could be added to the handbook to target these specific
types of waste.
Implementation Steps
Status
Responsibility
• Continue to implement City's Environmentally Preferable Procurement Policy
and refinement of staff handbook to serve as user-friendly resource to guide
City purchases of "green" products, such as furniture, carpeting / flooring,
paints, packaging materials, energy -efficient appliances, etc.
• Design purchasing specifications that give preference to recycled products,
Sustainability and
recyclable and compostable products, products derived from renewable
Environmental
materials, and other products that produce lower waste across the product's
Division
lifecycle
• Include reference to City's ENERGY STAR appliance procurement policy, or
include as part of new Green Purchasing Guide to provide one
comprehensive guidance document
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits Implementation Timeline
51 Im
Action D. Conduct Waste Characterization Audits and Track Materials/Diversion
Analysis of municipal waste volume and composition can provide important data about diversion
target feasibility and waste reduction opportunities, as well as provide measurement and
verification to track progress of waste reduction/diversion goals described in Action A above.
Waste audits and surveys at municipal facilities also provide opportunities to engage
0 City of Cupertino CAP I December 2014
department managers and employees regarding recycling and diversion efforts, potentially
leading to higher participation rates and development of new strategies. The City already
performs waste audits at municipal buildings and facilities as part of its Green Business
Certification, but should increase the regularity and tracking of these efforts moving forward.
Audit results could be used to develop a tracking/reporting mechanism to measure diversion
target achievements per building or department, as described in Action A, or to help identify
problematic waste materials as described in Action C. In order to monitor, track and evaluate
effectiveness within each department, a central purchasing coordinator or analyst may be
needed in the future.
Implementation Steps
Status I Responsibility
• Continue to perform waste audits at various City facilities to:
o determine type / quantity of waste being produced,
o measure effectiveness of existing waste diversion practices,
o identify opportunities for new waste diversion practices, Environmental
o establish baseline data for measuring progress towards waste Division
reduction and diversion goals using CalRecycle data or EPA ReTrac
Tool
• Establish regular waste audit cycle to track implementation of various waste
reduction practices
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Supports implementation of Action A
Co -Benefits
Implementation Timeline
4P
MEASURE M-SW-2 FOOD SCRAP AND COMPOSTABLE PAPER DIVERSION
Continue to divert food scraps and compostable paper from municipal waste stream.
2020 GHG Reduction Potential: 16 MT CO2e/yr
Food scraps account for approximately 16% of the overall solid waste stream, according to the
state's most recent waste characterization survey.XX' The City already provides food scrap and
compostable paper collection at all municipal facilities as part of its citywide organics collection
program. Diverting these waste materials from landfills helps to reduce methane emissions
LOCAL GOVERNMENT REDUCTION MEASURES
created when organic material decomposes in landfill environments. Expansion of this measure
could contribute reductions of approximately 16 MT COZe/yr by 2020.
Action A. Expand Municipal Collection and Composting Program
The City currently collects organic waste at all municipal facilities, with the most effectively
implemented models at City Hall and Blackberry Farm. Expanding this collection service and
staff engagement program to other municipal facilities, particularly public buildings with high
visitation rates, would help to capture more of the organic waste stream, and support the City's
zero -waste goal (see M-SW-1). The City could review its facility waste audits to identify the best
candidates to further prioritize organics collection. If audits reveal that significant portions of
organic waste are still being discarded at facilities with organics collection, the City could focus
its efforts on educating City staff and the public on how the diversion program works. Publicly -
oriented education campaigns could also serve to increase participation in community -wide
organics collection at homes and businesses.
Implementation Steps
Status
Responsibility
• Continue implementation of food scrap / compostable paper collection
program at municipal buildings
• As part of municipal waste audits (see M-SW-1 D), identify City buildings or
facilities (e.g., parks) where substantial amount of compostable waste is still
disposed of in general waste bins; develop additional employee educational
•
materials (or community materials in case of public facilities) explaining how
Environmental
composting program works, what items can be collected, and benefits of City
Division
action in this area
• If participation within City buildings indicates room for improvement, consider
holding annual competitions (by building or department) to achieve lowest
amount of compostable waste in landfill waste bins; competition could be
timed with waste audits
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Assumes 90% diversion of municipal food waste and plant waste over 2010
16
baseline levels
Co -Benefits
Implementation Timeline
51 U
4L
City of Cupertino CAP I December 2014
MEASURE M-SW-3 CONSTRUCTION AND DEMOLITION WASTE DIVERSION
Enhance construction and demolition waste diversion rates for municipal projects.
2020 GHG Reduction Potential: 2 MT CO2e/yr
The California Green Building Code currently requires 50% diversion of construction and
demolition (C&D) materials for all new projects, with few exceptions. Many construction
materials can be diverted from the waste stream for reuse or recycling, including scrap lumber,
concrete and asphalt, bricks, scrap metal, and drywall. As green building practices become
more common in the region, landfill operators and contractors will improve their abilities to divert
higher percentages of C&D waste in support of project documentation requirements for various
green building certification programs (e.g., LEED, Green Point Rated). This measure quantifies
the City's existing requirements to exceed the state's C&D diversion requirements.
Implementation of this measure could reduce emissions by 2 MT CO2e/year.
Action A. Set C&D Diversion Policy for Municipal Projects
The City already exceeds the state's C&D diversion requirements for applicable municipal
construction projections through Municipal Code 16.72, which requires 60% diversion. As a
longer -term strategy (e.g., by 2035), the City could consider increasing its C&D diversion target
even further for municipal projects from 60% to 75%. Cupertino's Green Building Ordinance also
requires achievement of LEED certification in most new municipal construction projects and
major remodels. Similar to Measure M-F-4, which suggests specific energy -efficiency goals be
established for new construction or substantial retrofits, this action could be implemented as
part of the Green Building Ordinance as well, through voluntary pursuit of waste diversion -
related design points. Both measures expand upon existing City actions with a focus on
emissions reduction opportunities in construction projects. Prior to revising the City's existing
60% C&D diversion target, City staff should research opportunities and constraints to more
stringent requirements, such as the ability of landfill operators to achieve higher diversion rates.
The City currently has an agreement with Newby Island Landfill for the sorting and diversion of
construction and demolition debris boxes. As of 2010, the facility was reporting diversion rates
between 70-80% for C&D debris boxes from Cupertino. The City of San Francisco has required
65% diversion from C&D projects since 2006, also indicating feasibility in the Bay Area to further
exceed current statewide requirements.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Implementation Steps Status Responsibility
• Consider amending Green Building Ordinance to require 75% diversion of
C&D waste in all municipal construction projects and major retrofits (this
would exceed state requirements of 50% diversion, and Cupertino's existing Environmental
requirements for 60% diversion); discuss implementation feasibility with Division
landfill operator
Progress Indicator (2020) Reduction Potential
(MT CO2e/yr)
Assumes City continues to achieve 60% diversion of construction and 2
demolition waste from municipal projects
Co -Benefits Implementation Timeline
5113
0 City of Cupertino CAP I December 2014
Reduction Target Achievement
2020 TARGET ACHIEVEMENT
The purpose of the CAP is to identify measures and actions that the City could take to reduce
municipal operation greenhouse gas emissions. This chapter has presented various measures
the City could pursue (including continuation and expansion of existing City actions) to reduce
its emissions through 2020. As shown in Table 4.4, the City could exceed its 2020 target
through implementation of these CAP measures, and achieve reductions of approximately 700
MT CO2e/yr compared to its target of 346 MT CO2e/yr. This would represent an emissions level
35% below the 2010 baseline year. This achievement would put Cupertino on a trajectory
towards its long-term emissions reduction targets for 2035 and 2050, though additional
reductions would still be needed in the future. Figure 4.8 illustrates the City's 2020 business -as -
usual (BAU) emissions forecast, reduction target, and estimated reduction level assuming
implementation of these CAP measures.
Table 4.4
Summary of Municipal Operations Reduction
!l����
Reduction Strategies 2020 Reductions Contribution to
(MT CO2elyear) 2020 Target
Facilities Strategy 552 160%
Vehicle Fleet Strategy 66 19%
Solid Waste Strategy 82 24%
TOTAL 2020 MUNICIPAL OPERATIONS REDUCTIONS
Reduction Target
Reductions Needed in 2020
Estimated Reduction Level below 2010 Baseline
700 202%
15% below baseline
346
34.9%
Notes: Columns may not total to values shown due to rounding
Emissions reductions associated with implementation of Measure M-F-1 were omitted from the Facilities Sector subtotal for 2020;
See the Measure M-F-1 discussion for more information on its role in future target achievement.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Figure 4.8 — CAP Measure Emission Reduction Potential 2010 to 2020
1,900
1,800 _
1,700 —
1,600
m
1,500
N
U 1,400
1,300
1,200
1,100
1,000
2010
— — BAU Emissions Reduction Target CAP Measures
TRAJECTORY TOWARDS 2035 AND 2050 TARGETS
2020
This CAP was primarily developed to identify strategies to help the City achieve its near -term
2020 reduction target. Numerous assumptions go into preparing emissions forecasts and
plausible reduction measure participation rates, which make it difficult to accurately predict the
City's ability to achieve longer -term reduction targets. For example, if building -related energy
emissions grow faster than estimated, additional reductions will be needed to achieve the
targets. Similarly, if the City is successful at converting its entire municipal fleet to low -emissions
vehicles, other reduction measures may become less important. It is also difficult to predict new
technologies and their impact on municipal operations. Despite these various assumptions and
unknowns, it is possible to conservatively estimate progress towards the 2035 and 2050 targets,
and identify the general measures that would be required to support target achievement in
the future.
As shown in Table 4.5, if only the measures described in this chapter are pursued (and are not
expanded beyond the implementation levels assumed by 2020), the City would achieve 66% of
its 2035 target and 39% of its 2050 target. However, it is likely that additional implementation of
these measures would occur after 2020, leading to greater emissions reductions. For example,
this CAP assumes the installation of approximately 500 kW of solar PV by 2020. After build out
of the Civic Center Master Plan, there may be opportunity to install additional PV systems on
new City buildings and parking lots.
• City of Cupertino CAP I December 2014
Table 4.5
Impact of 2020 Municipal Operations Reductions on Future Target Achievement
Reduction Strategies 2020
(MT CO2elyear)
2035
(MT CO2elyear)
2050
(MT CO2elyear)
Total Municipal Operations Reductions
700
700
700
Reduction Target
15% below
baseline
49% below
baseline
83% below
baseline
Reductions Needed
346
1,064
1,774
Portion of Target Achieved
202%
66%
39%
Notes: Columns may not total to values shown due to rounding
The measures and reduction estimates presented in this chapter are based on reasonable
assumptions for what is possible and likely to occur between plan adoption and 2020, and have
been vetted by City staff to refine their feasibility. However, as mentioned above, the accuracy
of emissions projections and reduction estimates becomes less certain the farther into the future
they are projected. This section presents a scenario demonstrating what level of City effort
would be required in order to achieve the 2050 reduction target (i.e., 83% below 2010 levels).
As shown in Table 4.6, actions that result in cleaner electricity would play an important role in
long-term target achievement. Energy -related emissions are estimated to account for nearly
70% of the City's emissions in 2050, the majority of which are related to electricity use. This
means that long-term target achievement will not be possible without significant reductions from
the Facilities sector. Similarly, water -related emissions and solid waste -related emissions
contribute relatively fewer emissions to the City's inventory; forecasted to be less than 6% of
total emissions in 2050. This indicates that actions that address water conservation and solid
waste diversion, while important for other ecological or financial reasons, cannot be the primary
strategy for long-term emissions target achievement.
The City's path to future target achievement is estimated to focus on the use of clean energy
sources for building, facility, and vehicle needs. Table 4.6 presents one possible scenario for
emissions reductions by 2050 that would achieve the City's long-term target. The table is
organized similarly to Table 4.2 presented earlier in this chapter, though the scope of actual
measures may differ as technologies change.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Table 4.6
Municipal Operations Measures
Reduction Measures
FACILITIES STRATEGY
and QuantlTied
2020 Reductions
(MT CO2elyear)
Reductions
2050 Reductions
(MT CO2elyear)
Contribution to
2050 Target
552
1,203
68%
M-F-1 Sustainable Energy Portfolio
-'
979
55%
M-F-2 Renewable or Low -Carbon Electricity Generation
108
173
10%
M-F-3 Advanced Energy Management
91
51
3%
M-F-4 Existing Building Energy Retrofit
41
Replaced by reductions estimated in
Measures M-F-1 through M-F-3
M-F-5 New Building Energy Performance
Supporting
Measure
M-F-6 Public Realm Lighting Efficiency
125
M-F-7 Landscape Water Conservation
1
Statewide Actions
1862
VEHICLE FLEET STRATEGY
66
459
26%
M-VF-1 Low Emission and Alternative Fuel Vehicles
48
459
26%
M-VF-2 Alternative Fuel Infrastructure
Supporting
Measure
Replaced by reductions estimated in
Measure M-T-1
M-VF-3 Behavior / Fuel Conservation
19
SOLID WASTE STRATEGY
82
110
6%
M-SW-1 Waste Reduction
64
89
5%
M-SW-2 Food Scrap and Compostable Paper Diversion
16
17
1 %
M-SW-3 Construction and Demolition Waste Diversion
2
4
<1 %
TOTAL CAP REDUCTIONS
700
1,772
100%
Reduction Target
15% below
baseline
83% below
baseline
1,774
Reductions Needed
346
Estimated Reduction Level below 2010 Baseline
Notes: Columns may not total to values shown due to rounding
' Emissions reductions associated with implementation of Measure M-F-1 were omitted from the Facilities Sector subtotal for 2020;
See the Measure M-F-1 discussion for more information on its role in future target achievement.
2 The Renewable Portfolio Standard requires California's utilities to provide 33% of their electricity from renewable sources by
2020. Several CAP measures, if implemented, would result in lower municipal electricity use in 2020 than that estimated in the
emissions forecasts shown in Chapter 2. To avoid double -counting the cumulative effects of each measure, this table presents
the RIPS reductions assuming full implementation of Measures M-F-2 through M-F-7 by 2020. If any of these measures are not
fully implemented by 2020, then reductions associated with the RIPS would increase as a greater amount of electricity demand
would be subject to the effects of this regulation. This table further assumes that Measure M-F-1 is not implemented prior to
2020. If Measure M-F-1 is implemented prior to 2020, then reductions associated with the RIPS would decrease based on the
level of clean electricity purchased as part of Measure M-F-1.
City of Cupertino CAP I December 2014
This scenario presented in Table 4.6 assumes that 100% of the City's electricity use will come
from emissions -free sources by 2050, and that existing solar PV installations on municipal
buildings and facilities will be maintained for ongoing future use. If all electricity comes from
clean sources, then building retrofits that conserve electricity no longer have emissions
reductions associated with them (i.e., the electricity they save is already emissions free, so
there is no net reduction in emissions). Therefore, Table 4.6 shows that emissions reductions
associated with Measures M-F-4 through M-F-7 and the statewide reductions from the
Renewable Portfolio Standard are supplanted by energy -related reductions in Measures M-F-1
through M-F-3.
The 2050 reduction estimates are based on the same 2020 CAP measures described in this
chapter, with increased implementation performance assumptions occurring between 2020 and
2050. Approximately 70% of the City's building -related energy use in 2010 was attributed to
electricity use, while the remaining 30% was natural gas. Under the business -as -usual
emissions forecast scenario described in Chapter 2, this ratio of energy use is assumed to
continue in the future. That means that the 30% of future building energy use attributed to
natural gas consumption will not be affected by clean electricity purchases or generation.
Therefore, this scenario assumes the future installation of solar thermal systems at the
Blackberry Farm Pool and Sports Center, as previously identified in the City's Detailed Energy
Audit (see Measure M-F-2 Action B).
In addition to significant emissions reductions from the Facilities sector, this scenario depends
upon a widespread transformation of the City's municipal fleet towards alternative -fuel and low -
emissions vehicles. This scenario expands upon the assumptions described in Measure M-VF-1
above, and demonstrates potential reductions resulting from a fleet that comprises 100%
electric passenger vehicles and light -duty trucks, as well as a shift in heavy-duty trucks towards
CNG and electric models. This scenario is dependent upon additional advancements in the
vehicle market to provide alternative fuel vehicle models that can perform the tasks required of
the municipal fleet.
The remaining emissions reductions are based on an assumption that the City can achieve its
zero -waste goal, such that no organic materials are sent to area landfills. This scenario
assumes 100% diversion of office paper and paper materials, food scraps and green waste from
landscaping activities, and organic components of construction and demolition debris.
It is difficult to establish performance assumptions for horizon years far in the future given
unknown budgetary conditions, emergence of new and evolving technologies, and potential
state and federal actions. For this reason the CAP does not attempt to define specific municipal
operations actions for 2035 or 2050. However, because the CAP is a living document that
should be reviewed and revised on a regular basis, possibly in coordination with future General
Plan revisions, performance indicators that align with the long-term emissions reduction
strategies described here can developed gradually over time.
LOCAL GOVERNMENT REDUCTION MEASURES 0
Given the pathway described above for achievement of the City's 2050 reduction target,
emissions reduction progress by 2035 will require implementation of actions at a level
somewhere between what is described for 2020 in the measure descriptions earlier in this
chapter and this general scenario described for 2050. Due to the numerous variables and
unknowns of the future state of the City's emissions, these 2050 reduction estimates are
provided for demonstrative purposes only. As described further in Chapter 4, the City will need
to regularly assess the effectiveness of CAP measures to ensure future emissions levels are on
track to achieve the 2050 target, as well as monitor any new future guidance from the Office of
Planning and Research, BAAQMD, or other agencies on the role of local government action in
supporting the state's reduction targets.
0 City of Cupertino CAP I December 2014
5
•1
; ft 41�,
46JW MO
do
Ji
C
This chapter describes the myriad ways in which Cupertino's residents can take action to begin
implementing the emissions -reducing concepts described throughout this CAP. It presents
these opportunities within the framework of a Learn, Leverage, Lead approach to engagement,
and provides examples of immediate action opportunities related to the City's Green@Home,
Green@Work, and Green@School programs. Cupertino cannot achieve its ambitious emissions
reduction targets without the support and enthusiasm of its residents and businesses. This
chapter provides direction to the tools and resources available to take action today!
Unmitigated climate change poses great risks to both Cupertino and our entire globe. It
jeopardizes extensive, and often costly, efforts to enable food access and security, protect
public health and safety, promote economic development and stability, and safeguard natural
resources upon which our prosperity depends. Local changes in precipitation and temperatures
will awaken new vulnerabilities for our residents and businesses. To abate these anticipated
climate risks, predicted to intensify in the coming decades, requires initiative, imagination and
ingenuity. It requires confident leadership and common-sense, crowd -sourced solutions. Most
importantly, it requires collective action.
This Plan focuses primarily on the emissions over which your City government has direct control
and the greatest influence, whether through education and outreach channels, infrastructure
projects, community programs, or codes and ordinances. At workshops held to collaboratively
develop this CAP with the community, the City received feedback that many residents were not
aware of City programs and services already available to
assist them in growing greener; this chapter is included
here to address that gap. Moreover, it seeks to emphasize
that everyday choices we make matter. Actions each of us
takes at home, at work, at school, and in our community
will not only help reduce our community's total emissions,
but also make Cupertino a healthier, more resilient place
to live, work, and play for current and future generations.
This section shares a variety of ways you, as both a global
and Cupertino citizen, can individually take climate action.
The more we do as individuals, the greater our collective
emissions reductions will be, and the stronger our
community will be in the face of climate change.
How Do I Contribute?
Before introducing a sampling of direct climate actions each of us can take to support our
shared environment, let's learn which of our daily activities have associated greenhouse gas
emissions, and so, have a climate impact. Any time we use electricity or fuel for an activity, we
are creating greenhouse gases. Driving to work or school, watching TV, charging a cell phone,
powering a refrigerator or air conditioner, or taking a hot shower, are just a few of the countless
things we do that support our lives, and all result in emissions. As you've learned in previous
chapters, we even produce emissions indirectly as a result of waste disposal (through collection
and landfill gas), water use (through pumping and treatment), and purchasing choices (through
production, shipping, and disposal). We can reduce these emissions by thinking about how we
get where we need to go, how well our homes and facilities function, and what kinds of goods
and services we purchase.
For example, take a look at the typical household energy expenditure in California (see
Figure 5.1) — this can give us an idea of areas of opportunity to reduce energy consumption,
0 City of Cupertino CAP I December 2014
and thus greenhouse gas emissions. (Note: household energy use varies greatly by a number
of factors, including geographic location, home size and age, and number and habits of family
members).
Figure 5.1 — Energy Consumption in California Homes
44%
Source: EIA, 2009
444-7
■ Air conditioning
27% Space heating
Water heating
■ Appliances, electronics,
lighting
In California, we have a milder climate than in other parts of the country, so we expend less
energy on heating and cooling than homes elsewhere in the US (lucky us!). So comparatively,
the largest portion of our energy use goes toward electricity use for appliances, electronics, and
lighting. This indicates that reducing plug load in our homes by installing efficient lighting, buying
energy efficient appliances, turning off electronics and appliances when not in use, and other
actions can especially reduce our home's emissions. This picture does not capture, however,
energy use and emissions associated with personal transportation, waste we create, and items
we buy. Figure 5.2 (on the following page) seeks to shift the conversation to also include the
impacts of our daily choices, activities, and habits. To get a more complete estimate of your own
personal emissions, and to see where the most important areas for action are, check out the
CoolCalifornia Carbon Footprint Calculator.
Climate Action: What's My Role? 0
Figure 5.2 — Average California Household GHG Emissions (CO2e)
Home construction. 3%
evices.
16%
Other goods, 5%
Clothing; 4%
Furniture,r
appliances, 6%
Other foods.
5%
Cereals. 290
Fruits/veg.2o
Dairv.3o,a
N1aat. 5%
Source: CoolCalifornia
s_ 26%
Air travel_ 9° o
Public transit. 1 %
Electricity; 5%
�—Natural gas: 5%
Water & sewage; 3%
What Can I Do to Help?
Given that each of our daily activities result
in emissions (i.e., the average emissions
of a Cupertino resident is 5.27 MT Learn. • ' ' . •
CO2e/yr), the City needs your help to meet '
its climate action goals. There are
innumerable actions small and large that
you can take to help our community become more resilient and reduce emissions. This section
provides resources to Learn more about climate change, shares a few recommended actions to
Leverage in your own life to help, and connects you to tools to help you Lead by example to
inspire others to act. Take a look below and decide which actions are feasible for you or your
family to take. Remember this is just a sampling of the many things you can do. It is okay to
start small: pick one action to take today, two to prioritize next year, and/or a suite of actions to
make happen five years from now, and create your own personal climate action plan!
0 City of Cupertino CAP I December 2014
Learn
The following list of resources can help you to become a climate change guru! Arm yourself with
background knowledge on the causes of changes to our climate, the potential risks to our planet
and people, and additional tips you can share with family and neighbors.
❑ ICLEI, Local Governments for Sustainability
❑ Get Involved
❑ Intergovernmental Panel on Climate Change (IPCC)
❑ United Nations Framework Convention on Climate Chan
❑ NASA
❑ United States Environmental Protection Agency
❑ California Climate Change Portal
❑ Union of Concerned Scientists
❑ Actions to Adapt
❑ Solutions
❑ What You Can Do
❑ Sustainable Steps
❑ Action Center
of
A L—
Climate Action: What's My Role? 0
Take advantage of the City's existing programs designed to ensure our community is a
sustainable place to live, learn, work, and play by providing tools to encourage action among all
of our residents! This section presents information on the City's Green@Home, Green@Work,
and Green@School programs. Learn more about our environmental work, or source additional
ideas for small changes that make a big difference, by visiting
www.cupertino.orq/preen.
Green@Home
Source: Cupertino Patch, 2013
Save Energy!
❑ Go Green(a-)Home — check out a Do -It -Yourself home energy efficiency and water
conservation Toolkit at the Cupertino Library or build your own (see Appendix E).
❑ Grow Greener Blocks — schedule a neighborhood energy sweep and/or a presentation
by the City's Sustainability Office at your next block party.
Energy Upgrade! Source experts to help expand your home's efficiency, cost savings,
❑ and comfort. Get started with PG&E's income -qualified Energy Saving Assistance
Program or the Rebate/Incentive Finder.
Check your Thermo ... STATI Install a programmable thermostat. Set it no lower than
760F for cooling. No higher than 680F for heating (sweaters work wonders in the winter!).
Ward off Vampires — Control phantom plug loads (appliances/electronics that use
energy when "off" but still plugged in) by unplugging chargers, microwaves, computers
and other electronics that are not in use. Use a smart power strip to help control plug
loads.
❑ Low Lights — Turn off lights when not needed. Consider task lights vs. overhead lights.
0 City of Cupertino CAP I December 2014
Freezer Burn — Unplug or get rid of an extra refrigerator or freezer if you don't really
need the extra storage space. Plug it in only when you need the overflow space.
❑Turn down the heat — Set hot water heater no higher than 120OF and insulate the hot
water tank and pipes (be mindful of insulating gas water heaters).
❑ Out with the Old... Replace incandescent light bulbs CFLs or LEDs.
Lucky Stars — Purchase ENERGY STAR® rated appliances and save loads of energy
on washer, dryer, TV and other appliance use. If your refrigerator is more than 10 years
old, it's time to replace it with an ENERGY STAR model.
Remodeling? Make sure you're up to speed with the City's Green Building Ordinance.
Use blinds and shades to let the sun's heat in or to keep it out to help heat or cool your
home without changing your thermostat. Access PG&E Rebates to offset your cost!
❑Cool Suds — Avoid hot water use by purchasing cold water detergent. Wash only full
loads, and wear clothes more than once. Replace furnace filter regularly.
Seal it Up — Air seal gaps, cracks, ducts in unconditioned spaces.
Soak Up the Rays — Heat your water using a solar water heater instead of gas.
Air it Out — Air dry your laundry on a clothes line instead of using a dryer (how eco-retro!).
Sun Power! Assess the potential for solar energy at your home & pursue PVs (after
ensuring your home is as energy efficient as possible, so you can "right size" your
system!). Learn more about Cupertino's solar efforts by visiting our Solar Roadmap.
Trancfnrm Transpprtntinnl
CBike Cupertino — Use Cupertino's Bikeways Map to safely bike around town via
' dedicated bike lanes vs. driving.
Travel Light — Walk, take public transit, or ride a bike instead of driving a car whenever
feasible.
Trip Link — Consolidate errands to make fewer car trips, saving time AND gas!
Car -free Challenge! Challenge yourself to one car -free day each week, or to take an
alternative form of transportation for any destination one mile or less away.
`- Together is Better — Carpool to work or school to save money on gas and reduce your
driving. Purchase a more fuel -efficient or electric vehicle.
r` Travel Light — Hotels use a lot of water, energy, and resources. Consider traveling
lighter with Air B&B or other homestay networks or share your own home.
What's Our WalkScore — Cupertino has a vast network of bike lanes, bike racks,
r— sidewalks, and alternative transportation options to encourage car -free trips (read more
here). Where can we expand these tools? Check out our walkscore or conduct your own
neighborhood walkability assessment. Share your findings: sustainability(a cupertino.org.
Climate Action: What's My Role? 0
Get Water Wise!
❑Get Water -Wise! Receive a free WaterWise House Call from the Santa Clara Valley
Water District to help identify new ways to save water in your home with great rebates.
Slow Your Flow —Install low -flow water fixtures (faucets, toilets, shower heads, etc.).
El Five -Minute Limit — Take shorter showers. Use a shower timer (your teen will thank you).
Smart Water — Install a weather -based irrigation controller if you have irrigation. Set it to
water at night or pre -dawn, and use shorter, repeated cycles rather than one long cycle.
Use drip irrigation instead of sprinklers where possible.
Desert Beauty — Replace your lawn with drought tolerant landscaping.
❑ Natural Sponge — Apply backyard or purchased compost to help soil hold more water.
Cut Waste & Conserve Materials!
Share! Offer to share items like tools, large appliances like lawn mowers or leaf blowers,
and other items you use infrequently among neighbors. Use services like Yerdle or
Craigslist to facilitate the sharing or exchange of items of all shapes and sizes.
Stop Junk Mail from reaching your home by registering with the Direct Marketing
Association's Mail Preference Service or by utilizing this funk mail kit.
Waste Not — Prevent food waste by composting food scraps in your yard waste bin.
Single Stream — Recycle ALL plastics, clean paper and cardboard, glass, and metal in
your single stream recycling cart.
Compost Right at Home! Take a free class on backyard composting and get a free soil
saver bin from the City. You'll make your own rich compost for a healthy garden and soil.
❑Get Creative — Reuse leftover materials for new projects and support upcycling by
shopping at used goods stores and at Cupertino's Citywide Garage Sale in September.
Don't Give Up, Give Away! Donate clothes and unwanted items to your local thrift store.
Participate in the City's Garage Sale instead of sending usable items to the landfill.
Reduce @ the Source — Purchase products with less packaging or send it back.
Buy Recycled — Choose paper, plastic, and other products produced with recycled
content to reduce demand for and your use of new materials.
0 City of Cupertino CAP I December 2014
Build Community!
Support local! Shop at markets, restaurants, and food trucks that serve local food, or
participate in community supported agriculture for fresh, healthy food that supports local
businesses and doesn't have to travel far to reach your plate.
❑Volunteer with organizations performing sustainability work. A few local places to start
include Acterra, Sierra Club, Cool Cities.
Find your neighborhood leader or become one and discover which of your neighbors
is working to build safer, greener, more harmonious neighborhoods!
❑ Coordinate a garage sale and inform your neighbors about Cupertino's own event.
Organize! Find an issue of importance to your neighborhood and develop a roadmap for
change! Apply for a Community Improvement Grant, start a petition, conduct a
neighborhood needs assessment, visit City Council or a relevant Commission meeting,
get in touch with City Staff — find an action and start a movement!
Green@Work
Save Energy!
Performance Review! Encourage your workplace to get an energy audit to understand
❑which cost-effective opportunities are feasible for your facility. May utilities offer this
service for free, or seek an auditor with access to rebates and financing information to
fast -track major upgrades.
People First — Work on operational or behavioral changes first, since they are often no
cost or low cost options: institute a shut-off policy for workstations and lights, close off
unused rooms, unplug workstation electronics, etc.
Bright Lights, Green City — Upgrade lighting for energy and cost savings, and better
working light levels. Check for available rebates. Use task lighting instead of lighting an
entire area with overhead lighting.
Prioritize PACE — Asses facilities & access this new financing tool to make upgrades.
Head Count — Use occupancy sensors for lighting and for heating/cooling.
Work Flow — Regularly maintain HVAC system: look for leaks/efficiency improvements.
❑ Head in the Cloud — Consider switching some IT systems to cloud -based systems and
applications to reduce need for energy -hogging servers (access EPA resources here).
Rising Stars — Purchase ENERGY STAR® rated or EPEAT-certified office equipment to
save big on plug loads. Assess solar feasibility at your workplace and install cost -
Climate Action: What's My Role? 0
effective PV. Better yet, benchmark your facility or office using ENERGY STAR®
Portfolio Manager to compare your energy use to others with similar operational and
infrastructure characteristics, receive an energy rating, and learn new ways to save.
Common -Area Conservation! — If you own a building, don't forget to prioritize energy
❑ conservation projects in common spaces. Parking lot and pathway lighting expenses can
really add up! Contact Right Lights for a lighting assessment and cut costs today!
Build Beyond Compliance — New construction and retrofit projects follow the City's
Green Building Ordinance (based on Leadership in Energy & Environmental Design
❑(LEED) criteria) and the California Energy Code, among other requirements. As of
January 2014, buildings over 5,000 square feet also follow the state's AB1103 Building
Benchmarking Requirements. Shoot for the stars for your space by setting zero net
energy goals and/or consider joining the Living Building Challenge.
Transform Transport?♦i^nl
Cool your Commute! Offer your employees alternative commuting benefits like VTA's
EcoPass, or pre-tax dollars for transit expenses to cut travel -related emissions.
Turnover Time — Use EDF's Guide to replace fleet vehicles with fuel efficient/electric
= vehicles.
I- Telework — Use teleconferencing and adopt a telecommuting policy to save miles.
Bike to Work — Provide and maintain a bike fleet, and offer bicycle safety and
maintenance trainings. Provide safe onsite bike storage. Employees: follow this bike
commuting checklist!
[, Charge it Up —install an electric vehicle charging station for employees.
E Play Favorites — Offer preferential parking for carpools to facilitate employee carpooling.
Get Water Wise!
❑Be an H2O Pro! Install low -flow water devices (faucets, toilets, urinals, shower heads,
etc.) to minimize your water usage.
❑Dry Spell — Replace landscaping with drought tolerant landscaping for great -looking
facilities that don't use a lot of water to maintain. Check for rebates.
Water it Down — Install a weather -based irrigation controller and set it to water at night or
❑ pre -dawn, and use shorter, repeated cycles rather than one long cycle. Use drip irrigation
instead of sprinklers where possible to reduce water use and cut your utility bill.
®Writing on the Wall — Post signs asking employees to conserve water near bathroom
and kitchen sinks and report leaks if encountered here too.
❑Common -Area Conservation! — If you own a building, don't forget to prioritize water
conservation indoors and outdoors. Be mindful of watering in common landscaped areas.
0 City of Cupertino CAP I December 2014
Cut Waste & Conserve Materials!
❑Two-time it — Print double -sided and make it the default printer setting. Keep a stack of
draft paper near the printer for reuse.
Job Duties — Make recycling and composting mandatory for your workplace. Make sure
each space has adequate bins for proper disposal and provide employee training to
ensure everyone's onboard.
Go Zero — Provide reusable dishware in the break room for employees and for events.
Make zero waste events policy for company meetings and events and say no to foam!
Buy Green — Adopt an environmentally preferable purchasing policy that prioritizes
recycled content products, reduced packaging, and recyclable/compostable products.
Build Community!
Get Certified! Join GreenBiz Cupertino to get certified as a green business: receive free
energy, water, and waste assessments, free equipment to help your business save water,
free guidance to help you with the certification process, and recognition for your
leadership. Checkout Appendix F to get started.
❑ Go Local! Prioritize restaurants and caterers that offer locally -sourced food.
❑ Prioritize Green — Choose certified preen businesses when purchasing products and
services.
Promote Health — Expand health and wellness to employees, such as gym passes,
weight loss workshops, etc. Host a Community Supported Agriculture pickup site.
Green Dream Team — Start a green team in your organization to assess your
workplace's operations and engage coworkers in ways they can take action @ work and
@ home.
Take Stock — Complete a greenhouse gas inventory or carbon footprint calculator for
your business or organization and identify ways to reduce identified emissions.
®Ready... Set... Green! Create a green competition and award program that rewards
environmental champions, energy or carbon savers in your organization.
Climate Action: What's My Role?
Green@School
Save Energy!
❑Test Time! Encourage your school to get an energy audit to understand which
opportunities to save energy are feasible for your school.
Class Rules — Institute behavioral change focused school policies first: shut-off policy for
I� computers and lights, close off unused rooms, unplug electronics, etc.
Bright Lights — Upgrade lighting for energy and cost savings, and better light levels for
more productive (zombie -free!) students.
Fresh Air — Regularly maintain HVAC system for good air quality. Have your HVAC
equipment check for leaks and opportunities to increase efficiency.
Sunny Days — Assess feasibility for solar at your school.
Transform Transportation!
WOW! Expand walking and biking programs for kids @ your school by joining the
growing number of Cupertino schools participating in Walk One Week (WOW!) and the
Boltage rewards programs.
Safe Routes to School — Grow existing walk/bike to school programs: Start with a
walkability assessment, encourage your school to adopt a Safe Routes Policy, etc.
Safety in Numbers — Establish a "walking school bus" that can travel together to and
from school for increased safety.
Bike Party — Encourage your school to hold bike safety training and/or a maintenance
workshop. Ensure your school provides safe and adequate bike storage onsite.
Co -Commute — Make transit and carpool information available to students and families
to encouraging alternative (and perhaps more convenient!) ways of getting to school.
SafeRoutes
National Center for Safe Routes to School
0 City of Cupertino CAP I December 2014
Get Water Wise!
Every Drop Counts — Identify opportunities at your school to conserve water. Campaign
❑ to eliminate plastic water bottles or to install a water -bottle refill station! Access free water
conservation tools such as low -flow aerators to install in school bathrooms!
Grow Greener — Replace landscaping with drought tolerant landscaping. Check for cost -
saving rebates.
Smart Water — Install a weather -based irrigation controller and set it to water at night or
❑ pre -dawn, and use shorter, repeated cycles rather than one long cycle. Use drip irrigation
instead of sprinklers where possible.
Cut Waste & Conserve Materials!
❑Double Duty — Change your printer's settings to always print double -sided. Have a bin of
draft paper on -hand to use for notes, printing or doodles!
Become a Zero Waste School! Organize a recycling and composting program for your
❑school if you don't already have both. Engage students in learning how to properly
separate material, reduce waste, and make sure each area of the school has adequate
bins for proper disposal.
Shop Sustainable — Adopt an environmentally preferable purchasing policy for the
❑ school that prioritizes environmentally responsible products to encourage a healthy,
vibrant environment at school.
Build Community!
Go green@school! Join the City's green@school program to help educate peers about
❑ sustainability and become a certified green school. Contact sustainability(o�cupertino.org
to enroll your school! Check out our program's checklist, to get started (Appendix G).
❑Lunch Green — Start a school garden to provide healthy foods for school cafeteria and
teach students about growing food and eating healthily.
❑Eco Heroes — Create a green competition and award program that rewards
environmental champions at your school.
❑Enhance Your Performance — Learn how to become a California High Performing
School (CHPS) to improve the learning and natural environment!
Tag -Team It — Form a school green team to assess your school's operations and
❑ educate peers about projects proposed for your school. Learn how these projects can
turn into grant opportunities!
❑LEED the Way! Go above and beyond and strive for your school to pursue LEED
certification to showcase the school's commitment to energy and environmental design.
Climate Action: What's My Role? 0
Always keep in mind that the City is your partner in climate action, as represented by the vast
measures in this Plan that we'll be pursuing to protect our shared environment! Learn more
about on actions to take, visit www.cupertino.org/green.
CUPERTINO GREEN
Source: Nature.com
Even without the threat of climate change, many, if not all, of the personal actions presented
here have additional (co)benefits for our health and our economy. It is often the case that when
we implement a practice that reduces our environmental impact, we might also save money,
improve efficiency, get more exercise, eat healthier, and so on. A truly sustainable community is
one that preserves our environment, supports public health, addresses issues of equity, and
supports economic development. The City of Cupertino embeds these values in all programs
and services it designs and offers to our residents and businesses as a means of expanding
these benefits to each group. For example, bringing farmers markets to the community provides
better access to fresh, local, healthy foods for residents, and allows residents to choose foods
produced with fewer emissions than
other food choices. Pedestrian and
bikeways planning at the city level, in
addition to maintaining open space and
recreation facilities, supports an active
lifestyle and carbon -free transportation.
Consider how your personal climate
actions can benefit your home, your
family, your pocketbook, and your
broader community as you plan your
roadmap for change.
Source: http://runkle-consulting.com
k
�3]4
City of Cupertino CAP I December 2014
With all these programs, services, and ideas for action at your disposal, you are well-equipped
to be a climate leader in our community. Stretch your climate actions to your family,
neighborhood and community -at -large by using the tools below to make sure your voice is
heard, connect with others on issues of shared importance, and access useful City information.
Remember that these are just a few of the resources available to help you bring environmental
change forward (checkout Collaborative Consumption to learn more about the growing shared
economy and Code for America to find new civic engagement and technology tools).
Access Cupertino — Need to contact City Hall but don't know where to start? This web
and Application -based tool allows 24/7 access to City staff, services, and information.
Why shop, when you can swap! Use Yerdle to trade goods online, from kids toys, to
clothing, to home goods, and pickup locally. Consider craigslist and freecycle as well!
Skillshare! Help your community not just by swapping ideas and goods, but also
sharing skills with neighbors, friends and strangers alike.
See. click. fix! — Find a pot hole, cracked sidewalk, broken fire hydrant? Report these
issues for quick repairs and to create safer neighborhoods.
Community Power — What's your community vision? Neighborland is a collaboration
tool to help residents voice concerns and prioritize actions to address local issues.
Connect to your Neighbors — Nextdoor is a private social network for neighbors to
communicate online. It could be a forum for neighbors to connect on community issues,
events, and more. Have efforts already underway, share your story with neighbors and
become an ambassador of change (learn more at www.cupertino.org/greenerblocks).
Power in the Palm of your Hand. Find local restaurants and street tree care guides
using these two City Apps.
Whether you use these tools, or advance your personal, family or neighborhood's efforts the old
fashioned way, three cheers for you for committing to change for the betterment of our
community, environment and climate!
Now, let's get started!
Source: www.imgarcade.com
Climate Action: What's My Role? 0
•
0 1
•
I'-- ,A
ela's
r
441
L �`
'J
E
This chapter describes the role of climate change adaptation and resiliency planning in the
context of Cupertino and other Bay Areas communities. Adaptation and resiliency describe the
ways in which humans can survive and continue to thrive in spite of climate change -related
impacts, such as increasing average annual temperatures, rising sea levels, riverine flooding,
and reduced snowpack, among others. This is in contrast to the aims of the CAP to mitigate, or
reduce, these potential impacts by reducing the GHG emissions that cause them. Mitigation and
adaptation approaches each have a role to play in providing for a safe and healthy future.
The City's Climate Action Plan thus far has focused exclusively upon steps our agency and
community can take to reduce the sources of greenhouse gasses, termed mitigation (see
graphic right).xx" Acknowledging that climate change is happening, and will continue to happen
for the foreseeable future despite efforts to mitigate emissions,XX'i' our community needs to adapt
to a warming planet. We must anticipate and minimize the risks associated with increasing
temperatures and extreme weather events, shared in detail below, rather than focusing solely
on curbing global warming in the first place." As noted in a 2001 Intergovernmental Panel on
Climate Change report, "adaptation is a necessary strategy at all scales to complement
mitigation efforts."
Climate change
mitigation
seeks to reduce the
amount of GHG
emissions from cities
to skd w global
warming_
Source: CA Office of Planning & Research
4°1nit GHGs 7nw
-nasphere_ These
Iditional heat and
f obal warming.
GjabaJ warming ch
the local c1
(ternperatui
precipitation) and
sea -level rise,whic
.�^F-
1
Climate cher%e
adapta[ion
seeks to address the
imparts of climan
Chang* on a iti@!L
0 City of Cupertino CAP I December 2014
Extreme weather events are not
unfamiliar to Californians, who have
historically combated wildfires,
floods, droughts, mudslides, crop
failures and other disasters that
threatened our communities. Still
today, these events take lives, destroy land and property, and cost residents and businesses
billions of dollars. Informed by strong scientific research and consensus, communities are
working to safeguard our collective future, economy, and civil society threatened by climate
change -driven extreme weather events. Recognizing that the increasing impacts of climate
change are coming requires our community to
answer this critical question: "how can we
strengthen our planning and preparedness efforts to
ensure our City is safe and resilient to these
emerging climate -driven vulnerabilities?"XXv
This chapter initiates Cupertino's answer to that
question by following the K's framework of the
subsequent chapter, detailing approaches the City
can take to Learn, Leverage and Lead its efforts to
define an inclusive, impactful, and innovative
resiliency agenda that safeguards the health of all
members of its community and all natural resources
upon which they rely. To achieve that objective, the
text builds upon the vast work already underway in Source: Nickolay Lamm
this space led by regional (i.e., Santa Clara County's
Silicon Valley 2.0 Project, Joint Policy Committee's Climate and Energy Resilience Project) and
state (i.e., California Energy Commission's Cal -Adapt) agencies. The collective works produced
by Cupertino's network of partner agencies will assist our advancement as a globally replicable
model of the way a small, yet smart and agile, city builds a blueprint for its long-term vitality.
Read on to learn our approaches and proposed strategies to galvanize personal and citywide
involvement in this critical issue.
7 Learn
ADAPTATION AND RESILIENCY 0
As noted above, a multitude of research has already been conducted by scientists seeking to
understand the climate -relative impacts currently experienced by our state and region, and
those forecasted in the future. Extreme heat days, temperatures and drought are on the rise,
placing our community's water supply and residents' health at risk. Fire season has increased
by 78 days per year and a 99.7% chance of a 6.7 or greater
earthquake within the next 30 years is predicted by the
Southern California Earthquake Center - reminding us that
the atmosphere, our oceans and geosphere are inexorably
intertwined and so equally susceptible to these new climate -
induced stresses and strains.X'"'
Like many other communities, our backdrop is threatened by the geological and climate
instability that has become the new normal. Impacts from climate change currently experienced
and forecasted to surge in California are abundant and informed largely by the following recent
works:
■ United Nation's Intergovernmental Panel on Climate Change (IPCC) 2014 Report:
Impacts, Adaptation and Vulnerability
■ California Environmental Protection Agency, Office of Environmental Health Hazard
Assessment's 2013 Report: Indicators of Climate Change
■ California Energy Commission's Climate Change Center's 2012 Report: Our Changing
Climate: Vulnerability & Adaptation to the Increasing Risks from Climate Change in
California (note: 2014 update underway)
■ California Emergency Management Agency and California Natural Resources Agency's
2012 Adaptation Planning Guide: Planning for Adaptive Communities.
■ California Energy Commission's 2012 Report: Climate Change Impacts, Vulnerabilities
and Adaptation in the Bay Area
Note that these resources shared here are not comprehensive, as a large body of California -
focused adaptation research exists and can be accessed via the state's Cal -adapt portal, but
focus on those that most effectively inform Cupertino's understanding of adaptation impacts to
our specific community. Generally, these vulnerability assessments and surveys predict the
following direct impacts anticipated for California by 2050:XXv''
0 City of Cupertino CAP I December 2014
■ Temperature — In California, temperature increases are expected to be more
pronounced in the summer and in inland areas, like Cupertino. Heat waves, defined as
five consecutive days where temperatures exceed 900 Fahrenheit (F) are projected to
increase not only in frequency (i.e. six to 10 additional heat waves per year) but in
spatial extent. The degree of change experienced partially depends on global
greenhouse gas (GHG) emissions and atmospheric concentrations; by 2050, however,
average temperature increases between 1.8°F to 5.4 OF are projected.
Figure 1. California Historical & Projected July Temperature Increase 1961-2099
42'
40'
36'
36'
34
32'
2035-64
A-1) 2070-99
i •n�
!Y
� {1
236' 240' 244' 236 240' 244236 240 244
50 60 70 so 90 100 110
"F
Source: Dan Cayan et al. 2009,
■ Precipitation - Northern California is projected to have a 12 to 35 percent decrease in
precipitation. Mountainous regions are expected to see precipitation fall more frequently
as rain instead of snow. These changes, coupled with the increased likelihood of drought
have implications for the state's water supply. Changes in precipitation and temperature
interact. Higher temperatures increase evaporation, which can result in a drier climate,
and can result in earlier and faster snowmelt, as depicted in the graphic by the UN's
Food & Agriculture Organization below.
ADAPTATION AND RESILIENCY 0
■ Sea Level Rise — Due to global
melting of land ice and thermal
expansion, the sea level has risen
seven inches over the last century
and is predicted to rise between 43
and 69 inches by 2100 along the
California coastline, posing
considerable threats to coastal
areas and particularly to low-lying
areas adjacent to San Francisco
Bay. The number of acres
vulnerable to flooding is expected
to increase 20 to 30 percent in
most parts of the Bay Area, with
some areas projected for
increases over 40 percent. Coastal
areas are estimated to experience
an increase of approximately
15 percent in the acreage
vulnerable to flooding.
Ocean Acidification — As
atmospheric carbon dioxide
continues to increase, so does its
`�""«"•••• 16-INCH SEA LEVEE. RISE
By MID-CENTUFLY
: ••••._ SOUTH BAY
y
oceanic concentration, lowering its pH and changing overall ocean chemistry causing
detrimental effects on marine life.
■ Wind — Wind impact predictions for California are still forthcoming, but are being
carefully studied to determine how circulation patterns, surface energy, and topography
will influence the frequency of extreme events (i.e. wind in combination with hot, dry
conditions can worsen fire risk).
0 City of Cupertino CAP I December 2014
The California Adaptation Planning Guide notes that these aforementioned "direct climate
impacts affect a wide range of community structures, populations and basic functions" and
recommends that agencies orient community climate adaptation assessments around the
secondary impacts among the following sectors:
Public Health, Socioeconomic, and Equity Impacts: This sector consists of the
public health and socioeconomic impacts of heat events, average temperature
change, intense rainstorms, reduced air quality, and wildfires on people, focusing
on groups who are most sensitive to these impacts because of both intrinsic
factors (e.g., age, ra€ðnicity, gender) and extrinsic factors (e.g.,financial
resources, knowledge, language, occupation).
Ocean and Coastal Resou roes: Changes such as sea level rise, intensification of
coastal storms, and ocean acidification may affect ocean and coastal resources.
Potential environmental impacts of these changes include coastal flooding!
inundation, loss of coastal ecosystems, coastal erasion, shins in ocean conditions
(pH, salinity, etc.), and saltwater intrusion.
Water Management:This sector includes climate changes such as altered timing
and amount of precipitation and increased temperatures that influence the
availability of water supply. In addition.the sector includes an evaluation of the
role that intense storms and rapid snowrmelt can play in flooding.
Forest and Rangeland: Climate can have an influence on forest health and wildfire.
No1n forest ecosystems, climate change can alter the species mix, moisture and fuel
load, and number of wildfire ignitions.These changes in wildfire character are
related to a range of forest health indicators such as growth rate, invasive species,
erasion, and nutrient lass.
Biodiversity and Habitat: Climate change may affect terrestrial and freshwater
aquatic habitats and the species that depend on them. Changes in the seasonal
patterns of temperature, precipitation, and fire due to climate change can
dramatically alter ecosystems that provide habitats for California's native species.
These impacts can result in species lass, increased invasive species' ranges, loss of
ecosystem functions, and changes in growing ranges for vegetation.
Agriculture -.The threats posed by climate change have the potential to influence
both crop and livestock operations. Climate change can affect agriculture through
extreme events (e.g.,fIooding, fire) that result in large losses over shorter
durations, or through more subtle impacts such as changes in annual temperature
and precipitation patterns that influence growling seasons or livestock health.
Infrastructure: Infrastructure provides the resources and services critical to
community function. Roads, rail, water (pipes, canals, and dams), waste (sewer,
storm, and solid waste), electric ity, gas, and communication systems are all
needed for community function. Climate change increases the likelihood of both
delays and failures of infrastructure.
ADAPTATION AND RESILIENCY
It is important to note that nearly all adaptation resources cited in this Chapter focus on the
benefits of adaptation and resiliency planning at the city scale, as our communities will serve as
the keystone of these predicted impacts. The California Adaptation Planning Guide describes
the four primary reasons for this city -level focus:
1. The 2009 California
Climate Adaptation
Strategy (CAS)
recommends that
"communities with
General Plans and Local
Coastal Plans should
begin, when possible, to
amend their plans to
assess climate change
impacts, identify areas
most vulnerable to these
impacts, and develop
reasonable and rational
risk reduction strategies
using the CAS as
guidance."
2
:S TO CITItS
pHySICAL RISKS TO CITIES ARE
AND IMMEDIATE:
Many of the impacts of
— "-
climate change will be
9 'O Of CITIES REPORT
THE VOLVEMENT OE
3U Of CITIES NAVE
DEy�pEDACLIMATE
5�� OFCITIES
GHG REDUCTION
localized and will vary
5ENlOR LEADERSHIP IN
TACKLING CLIMATE CHANGE
CHANGE ACTION PLAN
HAVE
EMISSIONS R[!7Y-IyIOE
based on a community's
physical, social, and economic characteristics.
Communities are best
positioned to
assess and address the implications of climate change at the local level.
3. Communities that begin planning now will have the best options for adapting to climate
change. Although the impacts of climate change are already being felt in many
communities, they are relatively small at this time. The onset of more significant impacts
is likely many years away, but this is not a justification for inaction. Instead it calls for
effective planning now while good options still exist. The longer communities wait, the
greater the costs of the impacts and the costs to react to those impacts.
4. Many of the actions needed to reduce the impacts of climate change will provide
additional benefits to the community, including increased public safety, reduced
greenhouse gas emissions, and greater economic stability.
Cupertino offers a unique living laboratory to apply these assumptions about the city's role in
fostering community resilience. Our city's renown far surpasses its moderate size of
approximately 61,000 residents and 2,000 businesses. Around the world, Cupertino is famous
as the home of high-tech giants, such as Apple Inc., and can serve as a beacon for best
0 City of Cupertino CAP I December 2014
practices with the proper foundation
and implementation. Glass and
steel corporate headquarters rise
above and yet blend with tree -
shrouded residential
neighborhoods, most of which sit
atop an active fault line and were
constructed prior to the adoption of
more aggressive seismic codes. In
addition to seismic vulnerability,
neighborhoods are increasingly
susceptible to fire and flooding as
they climb into the foothills of the
Santa Cruz Mountain range, a point
of wildland-urban interface and home to Cupertino's uphill dam. Like many other communities,
our backdrop is threatened by the geological and climate instability that has become the new
normal. Extreme heat days, temperatures, and drought are on the rise, placing our community's
water supply and health at risk.
Ground-truthing this rationale and the aforementioned forecasted impacts anticipated among
and across these broad sectors, as defined by the California Adaptation Planning Guide, will be
just one step in the City's future adaptation work. Understanding Cupertino's climate exposures,
sensitivities, risks, and will inform its adaptation, and ultimately resilience goals, as will a suite of
efforts currently underway by the City's county, regional, and nonprofit partners, detailed below.
Detailed below are a sampling of the bodies of knowledge compiled and initiatives focused on
climate adaptation and resiliency that Cupertino is tracking
and/or is already involved. This list is by no means "Alone we can• • so
exhaustive, it's meant to surface those resources together •' •
anticipated to be most relevant to Cupertino's efforts to — Helen Keller
define its adaptation approach.
ADAPTATION AND RESILIENCY 0
Non -Governmental Organization Resources & Activities
Lead
Resource
Description
Rockefeller
100 Resilient Cities Challenge
Connects cities with resources and one another to support their
Foundation
independent and collaborative efforts to become more resilient
to the physical, social and economic challenges of the 21 st
century and beyond.
ICLEI
Climate Resilient Communities
Shares information on how to build resilient communities and
Program and Climate Impacts
distinguishes California -specific impacts arising from global
by Region
warming.
Georgetown
State Adaptation Tracker
Benchmarks all states, including California, progress in
preparing for the impacts of climate change.
Intergovernmental & Federal Agency & Activities
Lead
Resource
Description
White House
Executive Order -- Preparing
Directive to the nation to undertake actions that enhance
the United States for the
climate preparedness and resilience.
Impacts of Climate Change
Federal Emergency
Climate Adaptation at FEMA
Describes how FEMA will integrate adaptation into its disaster
Management
planning and management; serves as a guide for considering
Agency
adaptation related to emergency preparedness at the local
level.
U.S. Environmental
Tools for Public Officials
Suite of federal agency tools for public officials in specific
Protection Agency
sectors to begin adaptation planning including EPA's own
Climate Resilience Evaluation & Awareness Tool (GREAT).
State Agency Resources & Activities
Lead
CA Office of
Planning &
Research
Resource
Climate Change Assessment
Description
Offers 3 Climate Change Assessments for California that
prioritize actions and investments to safeguard people,
economy, natural resources.
for California (4)
CA Natural
Resources Agency
Adaptation Planning Guide
Support tools for regional and local climate impact planning.
CA Energy
Commission
Climate Change Impacts,
Vulnerabilities, and Adaptation
Research synthesis detailing potential regional climate risks to
assist adaptation planning.
in the San Francisco Bay Area
• City of Cupertino CAP I December 2014
Regional Agency Resources & Activities
Bay Conservation
& Development
Commission
Resources for Adaptation
Planning
..
Collection of regionally -specific background information,
adaptation planning templates, and guidance documents.
Joint Policy
Committee
Santa Clara County Snapshot
Provides a snapshot of Santa Clara County's adaptation efforts
and activities to date and recommends future resiliency
approaches.
Joint Venture
Silicon Valley
JVSV Climate Task Force
Serves as the City's conduit to regional climate adaptation and
resiliency planning initiatives.
Association of Bay
Area Governments
Bay Area Climate Change
Survey of county -level work to provide examples of projects
and identify needs best met through partnerships with other
agencies.
Adaptation and Resilience
County Resources & Activities
Lead
Resource
Description
Santa Clara
Silicon Valley 2.0 Project
County -specific outcomes expected from Silicon Valley 2.0 will
County
instruct Cupertino's work to define its communitywide resilience
agenda.
San Mateo County
Regionally Integrated Climate
Offers a city CAP template and access point for the City to
Action Planning Suite
participate in a regional dialog on adaptation and resilience
RI( CAPS)
planning.
Marin
County Climate & Adaptation
Surveys the landscape of North Bay -relevant climate and
Resources
adaptation resources.
Santa Clara Valley
Climate Change Portal
Summarizes Water District climate and adaptation initiatives.
Water District
Of these inventoried projects, most relevant to Cupertino's own efforts is the ongoing Strategic
Growth Council -funded Silicon Valley 2.0 Project, led by Santa Clara County and noted above.
Cupertino is currently serving on the effort's Technical Advisory Committee, which is applying a
risk management framework to:
A. Evaluate the exposure of community assets (i.e., infrastructure, populations, and
landscapes) to likely climate impacts,
B. Examine the potential consequences to the economy, society, and environment of this
exposure, and
C. Develop preemptive adaptation strategies that improve community resiliency.
ADAPTATION AND RESILIENCY 0
The outcomes proposed for Silicon Valley 2.0 include:
■ Prepare a strategic climate change adaptation plan that aims to facilitate and coordinate
regional planning and implementation efforts for Silicon Valley
■ Identify assets within the region that are
threatened by the anticipated climate
change conditions and the magnitude of
the potential economic, social, and
environmental impacts that could result if
no action is taken.
■ Identify potential strategies to minimize
these impacts.
■ Develop a decision -support tool that will
allow jurisdictions and other
organizations to evaluate potential
climate change impacts and strategies
within their communities
SILICON VALLEY 2.0
Source: Santa Clara County
■ Ultimately, the plan will identify the region's top priorities, and the near —term actions
needed to implement an effective regional scale adaptation response.
Beyond involvement in Silicon Valley 2.0, the City will continue to track all listed agencies'
progress to support local adaptation planning, and carefully consider tools developed by other
civil service organizations to ensure ongoing community -scale progress. In addition, many of
these agency's efforts that are listed above are now further supported by private and nonprofit
sector allies, in many cases giving rise to additional funding opportunities to pursue this work.
Pursuing these funding opportunities will also be prioritized.
It is our hope that this network of agencies can inform the
City's decision making'" and increase our application of
systemic strategies to expand our capacity to plan for and
rebound from the social and physical uncertainties our
future holds.
The information collected here will inform the City's
forthcoming design of a long-term adaptation and resilience program that integrates these
0
City of Cupertino CAP I December 2014
innovative federal, state, regional and county -level efforts to benefit and effectively serve our
community...'. In addition, City will follow the following California Adaptation Planning Guide
steps, paired with others... newly developed, to conduct its first community -specific vulnerability
assessment and populate its first Adaptation Plan:
Steps in Climate Adaptation Strategy Development
The process of developing climate change adaptation strategies can vary from a short,
initial qualitative process to a much more detailed, lengthy, comprehensive approach.
Regardless of where a community falls in this
spectrum, the basic steps are the same (Figure�� f°y�
lTlb/ t+ornildnuq EC
Vulnerability Assessment
2.
3.
4.
5.
Exposure. Identify the climate change
effects a community will experience.
Sensitivity: Identify the key community
structures,function s,and populations that
are potentially susceptible to each climate
change exposure.
Potential Impacts;Analyze how the climate
change exposure will affect the community
structures, functions, and populations
(impacts).
Adaptive Capacity. Evaluate the
community's current ability to address the
projected impacts.
Risk and 0nset: Adjust the impact
Wr x qe,4 a,
ipeoplr, sw[nm.
,m r
�,iko
'hfir LLFait
f tiMP���
pnwpu W
Mdp,bdJ.
rb monlo,M�
WMd'!AL-R` ypatitt-W* -4
w.s sane roaad,,.
r
ko— d h_
�Idl dl irKr
AquiA lipyY
Fw�lll921�n� �
a p.Rf 7srU, **W 1* d—Uhp.—d-
Figure ES-I.The nine steps in adaptation planning developmenr-
assessment to account for uncertainty. The grzf steps are part of vulnerability assessment (steps 1-5) and
timing, and adaptive capacity the blue steps are adaptation strategy development (steps 6-9).
Adaptation Strategy Development
6. Prioritize Adaptive Needs: Based on the vulnerability assessment, prioritize the
adaptive needs.
7. Identify Strategies: Identify strategies to address the highest priority adaptation needs.
S. Evaluate and Prioritize; Prioritize strategies based on the proiected onset of the
impact, projected cost, co -benefits, and other feasibility factors.
9. Phase and Implement: Develop an implementation plan that includes phasing of
strategies and a monitoring system to assess of activeness.
ADAPTATION AND RESILIENCY 0
In conducting a vulnerability assessment, the City, like other communities, anticipates to find
risks to our citizenry, infrastructure, local economy, and local natural resources. To address
these risks, the adaptation strategies put forth for our specific community will serve three
overarching goals, described below. The City believes that by developing an adaptation plan
with these Cupertino -specific goals in mind, our community can best prepare for and adapt to a
future of changing weather patterns and rise of extreme weather events.
,�
Advancing
Adaptive
Cupertino
Goal 1: Connect Adaptation Plan with Emergency Preparedness and Public Safety
Programs
The Rockefeller Foundation's "100 Resilient Cities" defines resilience as "the capacity of
individuals, communities, institutions, businesses and systems within a city to survive, adapt,
and grow no matter what kinds of chronic stresses and acute shocks they experience. Simply
put, resilience enables people to bounce back stronger after tough times, and live better in good
times," thereby creating a critical connector to our emergency preparedness and public safety
leaders and volunteers, who already have this risk management and mitigation approach
engrained in their operational DNA."
The Federal Emergency Management Agency (FEMA) estimates that $1 in pre -disaster
preparedness could save society $4 on post -disaster recovery. The City has institutionalized the
goal of building intentional intersections between emergency preparedness and disaster
planning and climate change in its current General Plan: Strategy 5- Climate Adaptation and
Resiliency, which defines the following steps to achieve these objectives:
"Implement the General Plan Health & Safety Policy HS-35, Strategy 3 to
conduct a climate vulnerability assessment and set preparedness goals and
0 City of Cupertino CAP I December 2014
strategies to safeguard human health and community assets. Build these climate
preparedness and resiliency findings and efforts into relevant plans including the
future General Plan, Disaster Plan, Local Hazard Mitigation Plan, Dam Plan,
Climate Action Plan, and Energy Assuredness Plan."
To implement this policy, staff will connect with the City's Emergency Preparedness Program,
Police and Fire staff, as well as Public Safety Commissioners to identify relevant policy and
programmatic nodes for prospective adaptation work. One mutually beneficial project already
identified is interdepartmental collaboration to develop a Local Energy Assuredness Plan,
leveraging existing California Energy Commission tools to
identify and "ensure key assets within the community are
able to function, protecting the public and minimizing
economic loss, after all types of events.° XXX"
Following a Joint Policy Committee Bay Area Climate
Energy Resilience Project (BACERP) recommendation,
staff will also consider holding climate change -focused
simulations or emergency drills to raise awareness about
these imminent risks across participating agencies,
volunteers and the community more broadly. Cupertino's
team will also revisit regional emergency and disaster
planning tools to find the connections with Cupertino's
plan, including, but not limited to ABAG's Disaster
Resilience Initiative, including the Local Government
Recovery Toolkit, and its Bay Area Regional Hazard
Mitigation Plan.
Goal 2: Ensure Economic Vitality
Taming
Natural
Disasters
Multi -Jurisdictional Local
i Hazard Mitigation Plan for
the San Francisco Bay Area
r -
rs
Just as ensuring community health is a core component of an adaptation plan, in order for
Cupertino to stay resilient to the impacts of climate change, business health and resiliency is
vital. Cupertino's portfolio includes 2,000 businesses from corporate giants to small independent
restaurants, shops, and other businesses. About half of our businesses are home -based. These
businesses both contribute to and will be impacted by future climate -related challenges, and
Cupertino is working toward ensuring their ability to continue to provide goods, services, and
employment in our community.
ADAPTATION AND RESILIENCY
Because many larger corporations are undergoing their own
risk assessment and planning
activities, Cupertino will give special attention to our business
community. The primary way
Cupertino is looking at building
resiliency among this to Climate
Change
population of businesses is to
embed adaptation strategies
into existing programs and
services for businesses. One WEATHERING
way we can do this is to
integrate adaptation measures THE STORM
into our green business
certification program (GreenBiz In 2 '
i han $ 1 3o bi I I ion in losses, with
Cupertino), so that businesses
the most costly vmnts (H urricane
currently working toward Cl imate sc ieni ists tel I us Io e )i per
waves, Nghersea levels,an� more
I more frequen I arid i n tense heat
stvef,- droughts, wildfires, and
meeting a suite of voluntary downpours. These eximme weathqr
events can wvcrely disrupt a
sustainability measures will
also be introduced to new
resiliency objectives. Affftoll
Because our existing green
business program already acts
as a way for the City to
educate businesses on
environmentally preferable
practices, it can double as an #■
adaptation education tool in
the future. The City can also EXTREME WEATHER IS COSTLY
infuse adaptation planning into
its forthcoming Economic ■
Development Plan. Because
that plan seeks to guide new
business development, 65 20 1 15-$20
enhance services for billion billion billion billion
businesses, and foster Esliwaled tl7nrages Dweralt U.S. crop Losses assoc laced L+nses unm extensik'e
from t-lurricane Iinses in drewgln- with lvihlfims in dcx�rlin r in Yhailand in
Business to Business (B2B) as Sandy in the U.S. rava�cd2012, rroorc Tears, New 2011 that badly
Ngw1hvasl in [ an hWiL:P an Me-xic" a nit dam bed glr>bal
Well as public/private rivate 00iber2012. average yc<Ir" M20AA during aur❑ n[atiucana
p p Inss�s. 2011. pteClrnnir5surq}lier5,
partnerships, including a
Source: Center for Climate and Energy Solutions
conversation about adaptation
will steer our local economy toward practices and partnerships that promote long term
resiliency. The City plans to connect with the Cupertino Chamber of Commerce and Economic
Development Committee to engage businesses in shaping our shared adaptation -
focused priorities.
0 City of Cupertino CAP I December 2014
As for community -facing adaptation planning, Cupertino will also seek to bring in resources from
regional business -oriented partners already promoting sustainable economic development
locally. For example, the Silicon Valley Leadership Group's Bay Area Climate Compact, of
which Cupertino is a signatory, is driving efforts to convene joint procurement of energy efficient
technologies and renewable energy sources as a means of fostering stronger Business to
Government (B2G) climate -tied partnerships. It also calls for all signatories to develop and
adopt municipal adaptation plans.
Goal 3: Foster Neighborhood Health & Resilience
Beyond being home to the globally influential
RESILIENCEcompanies, Cupertino is also home to a diverse
populous, absent an ethnic majority with nearly three-
quarters of its residents identifying as non -white. Our
cultural diversity is part of our community's identity,
and Cupertino has programmed robust community
engagement networks including Neighborhood Block
and Watch Leaders, Community Emergency
Response Teams, Medical Reserve Corps and more
to connect to find strength in our varied backgrounds
and source commonalities among our perceived
differences. Record community service and program
BUILD THRIVING, RESILIENT COMMUNITIES participation rates and high -scored communitywide
Source: resilience.org surveys attest, our City is not culturally complacent
and our members feel connected to one another, their
community, and their government. To continue Cupertino's history of success in bringing its
residents, businesses and schools together to develop solutions to issues challenging the future
vitality of our community, the City will aspire to construct its adaptation plan through an inclusive
and culturally -literate approach, which will continue to be refined through this effort.
According to the Joint Policy
Committee, adaptive capacity is the
"degree to which a country, region,
community or individual is able to adapt
to changing conditions. The ability to
understand the risks, the faculty to
develop an effective plan, and access to
financial and technical resources to
implement that plan all help to define an
entity's adaptive capacity." Through this
working definition, the City realizes the
need to expand previously described
organizational adaptive capacity to the
Source: rand•org
ADAPTATION AND RESILIENCY 0
individual. This goal extends beyond the essential need to engage citizens in participatory
adaptation -focused decision making to target ways our agency can support local residents to
achieve their own vision for healthy neighborhoods. The best place to start is our existing
network of civic leaders as a means of expanding our block -by —block-reach, which will serve as
an access point to fully engage all community members, including our most vulnerable.
A community cannot remain resilient to environmental change if its individual members are not.
As pursued for crime prevention (i.e. Neighborhood Watch) and emergency preparedness,
Cupertino's adaptation planning will promote human health and wellbeing, as well as foster
connections among community members, to build social cohesion and strong support networks
into and across our neighborhoods. To that end, Cupertino will strive to embed the following
Resilient Cities characteristics to build personal, neighborhood and agency capacity to enhance
our ability to weather all types of storms — natural, economic, political, or social:
■ Pillar 1: Constant Learning — The ability to internalize past experience linked with robust
feedback loops that sense, provide foresight and allow new solutions
■ Pillar 2: Rapid Rebound — The capacity to re-establish function, re -organize and avoid
long-term disruptions.
■ Pillar 3: Limited or "Safe" Failure — Prevents failures from rippling across systems.
■ Pillar 4: Flexibility — The ability to change, evolve, and adapt to alternative strategies in
the face of disaster.
■ Pillar 5: Spare Capacity — Ensures that there is a back-up or alternative available when a
vital component of a system fails.
In seeking individual and neighborhood -level enrichment from our climate work, the City will also
identify the nexus of education, food and nutrition, public health, and the effects of climate
change upon our most vulnerable communities, using the Bay Localize Resilience Toolkit
pathway below. The health effects of climate change disproportionately impact low-income
communities and people of color, acting as a stress multiplier in communities with already high
burdens of disease and food insecurity. Our most vulnerable populations, including lower
income, recent immigrant, and older residents, are at greater risk from the impacts of climate
change and they often have the fewest resources to respond to changing conditions. Fostering
resilience of these more vulnerable residents and supporting their recovery after extreme events
is especially critical. To enhance equity in both climate mitigation and adaptation, our strategies
should:
■ Prioritize actions that help vulnerable populations to moderate potential impacts and to
cope with the consequences of climate change.
■ Incorporate input and perspectives from members of vulnerable populations.
0 City of Cupertino CAP I December 2014
Bay Localize Resilience Toolkit
Equity
quality
Sustainability
Ownership
Food
Residents have enough to
Healthy, organic food is
Local & regional food is
Our community has a
eat
convenient & affordable
grown sustainably
strategy to ensure food
supply
Water
Residents have enough
Our water is clean & safe
Our water comes from a
Our community owns our
water to meet basic needs
local watershed & we
water rights & can guarantee
conserve it
access
Energy
Residents have enough
Our energy supply is
Our community
Our community controls
energy to meet basic
stable & consistent & can
conserves energy & gets
where our energy comes
needs
withstand disasters
the rest from local
from & how it is distributed
renewable sources
Transportation &
Those who wish to live in
Neighborhoods have
Our transportation is
Our community has
Housing
our community can find
access tojobs, Schools,
powered by renewable
adequate political control
quality affordable
open space, fresh
energy sources
over our transportation &
housing near jobs &
produce, & key services
housing systems to keep
schools.
via walking, biking, and
them affordable
public transit
Local jobs &
Residents of our
Our schools and training
Our community's
Our community has
Economy
community have access
programs prepare
economy is based on
effective public strategies
to sufficient income to
students to secure or
sustainable use and re-
to secure local employment
sustain a household
create work locally.
use of our region's
opportunities.
resources.
Social Services &
Neighbors in our
Our local government is
Our local government
Our local government
Civic Preparedness
community are well
adequately prepared for
services are funded from
responds effectively to
organized to help each
climate change, rising
sources that are
community needs
other in times of need.
costs, and natural
sustainable (as energy
disasters.
prices rise)
By focusing on quality -of -life improvements for all members of our community, Cupertino will
demonstrate that all have a powerful role to play in a common vision for change in good times
and in times of stress. To achieve these aims, staff should tap into the work led by the Bay Area
Resilient Communities Initiative to assess resilience vulnerability and assets and conduct
effective multilingual community engagement. Members of this coalition include the Asian
Pacific Environmental Network (APEN), Bay Localize, Communities for a Better Environment,
Youth United for Community Action and more. City adaptation team members will also need to
engage with Teen Commissioners, Senior Center staff, Cupertino Chamber Asian American
Business Council, Sister City leaders, and organizers of the City's Leveraging Ethnic Diversity
(LED) Workshop to build cultural competency and engagement into forward -thinking climate
conversations.
This aligns with the Joint Policy Committee's guidance to develop a common, powerful
advocacy message and vision to represent our region's adaptation goals. According to a social
equity study conducted by the JPC, Bay area residents are concerned with the following climate
change impacts: flooding, local wild plant and animal species dying off or loss of biodiversity,
poor air quality just to name a few. The study also indicates that "evaluating existing community
resilience" was rated in the top two choices of how Bay Area residents would like to get involved
in climate adaptation planning. To ensure that our community members have a voice in
forthcoming climate mitigation and adaptation work, Cupertino will follow JPC's recommendation
to access and learn from our most powerful assets- our people, community groups and
ADAPTATION AND RESILIENCY 0
institutions -when reviewing the vulnerabilities of our shared natural resources (e.g., creeks,
trees) and infrastructure to map a true resilience agenda to address local climate impacts.
In closing, as Robert Jordan noted, "The oak fought the wind and was broken, the willow bent
when it must and survived." Our agency realizes that it cannot simply build a fortress to
safeguard our community from these stresses and shocks; strategic action is required before
the next impending disaster reveals the cracks, as we saw recently in Napa, just 70 miles to our
north. To protect our shared future, the City must fully assess our vulnerabilities to ensure that
our current stresses do not become catastrophes. This Chapter outlines the City's goals and
strategies to team up with regional agencies and partner cities that will enable our agency to
function as the willow does by germinating the seeds of our resiliency agenda.
Cupertino has decades of experience in building civic capacity and empowering civic leaders as
policy knowledge experts, media gurus and technologists, public safety volunteers, disaster
service workers, and more. Our participatory approach to community design and planning
efforts have gained our agency awards and more importantly a community where voices are
heard, priorities are pursued, issues addressed, and visions realized. Let's work together to
build an adaptation plan that will help all members of our community live resiliently despite our
changing climate.
0 City of Cupertino CAP I December 2014
Ye V 3 { 5 i r+ e.
d.
er
�.� • '. � r+ .1}. _� _'� �� *. T+ ,f '# fir';• 'i.
� ''yyw pt } �_L ._ '�1�. - r + � � •fr r'_� �� }7 �� R ag_�.-,i.4 w'. �}. �a
a rT � �� ii' by I !R• r 1 �+. � �G '}y�S {�!r a}' /5y��
S �!`� r �.f.�yri'h��' J' �.' 6 : � i 7i . ll f + ��`�^ .7 •
�}% .+ �: ���•. r�_ ''+kITTTT....Y�7��11� � F* � ��'}f � +' w,` {..-. =q � f .hip }M.`l ., + h
4W. - •f r
. .. �'
!
i
'L A
dj
--
IAPTER
'T G%TCr
This chapter describes how the City will implement the CAP emissions reduction measures and
actions. It reviews strategies for staff to implement the CAP measures and related actions, and
then recommends approaches for the City to track its progress in achieving the outcomes
identified for each measure in Chapters 3 and 4. Finally, the chapter presents a proposed
process for evaluating, updating and amending the document over time to ensure it remains
effective, actionable, and current.
Implementation and Monitoring
Ensuring that the CAP measures translate from this document into on -the -ground results is
critical to the success of the plan and the City reaching its 2020, 2035, and 2050 emission
reduction targets. To facilitate this, each recommended measure and action described in
Chapters 3 and 4 contains an associated table that identifies the estimated greenhouse gas
reduction potential in 2020, implementation actions that help to achieve those reduction levels,
current implementation status of those steps, department responsible for implementing those
actions, performance indicators used to quantify emissions reductions (where applicable),
implementation timeline, and additional co -benefits (see graphic example below for review).
Implementation Steps
Status
Responsibility
• Implementation Step
• Implementation Step
a
Public Works Department
• Implementation Step
Progress Indicator (2020)
Reduction Potential
(MT CO2e/yr)
Update x, y, and z by 2020
100
Co -Benefits Implementation Timeline
These tables enable City staff, the City Council, and the public to track measure implementation
and monitor overall CAP implementation progress. The 2020 performance indicators are
especially important, as they provide a checkpoint to evaluate if a measure is on target to
achieving its anticipated longer -term emission reductions.
Each measure's estimated GHG emissions reductions are based on that measure's quantified
performance indicator, which will help City staff track progress toward the GHG reduction
targets. For example, Measure M-F-2 (shown in Table 7.1) focuses on the installation of
renewable energy systems. The measure's estimated GHG emissions reductions are based on
various assumptions, including the generation capacity of new solar photovoltaic systems
installed on City buildings and parking lots by the 2020 target year. The 2020 performance goals
are based on installation of approximately 500 kW of photovoltaic (PV) capacity at five City
facilities, including rooftops and parking lot carport structures. If the City is able to install more
renewable energy capacity than estimated in this measure, additional emissions reductions will
occur. Likewise, if the amount of renewable energy installed is less than the amount indicated in
the performance indicator, then this measure will achieve less than its stated GHG reductions.
0 City of Cupertino CAP I December 2014
Table 7.1
Measure Implementation Tracking Template
Develop renewable energy facilities at municipal buildings and facilities.
Actions and Implementation Steps Department and Phasing
Division Responsible
A. Solar PV Installations on City Buildings / Property
■ Based on results of City's previous solar feasibility
study, pursue PV installations at City Hall complex, Establish a target date or
Quinlan Community Center, Cupertino Library, Department, timeframe for Implementing each
Corporation Yard, and Civic Center carports through Division action, (e.g., September 2015,
Santa Clara County Regional PPA or other financing Fall 2015, or FY 2015-16.)
option (e.g., City procurement, lease -to -own)
■ Review future potential for additional PV installations
at sites associated with implementation of Civic
Center Master Plan (e.g., Teen Center, new City
Hall, Sheriffs Office)
B. Solar Thermal Installations on City Facilities
Establish a target date or
Department, timeframe for Implementing each
Division action, (e.g., September 2015,
Fall 2015, or FY 2015-16.)
■ Following implementation of other energy audit Department, Establish a target date or
improvement opportunities, conduct further Division timeframe for Implementing each
feasibility analysis for primary solar thermal systems action, (e.g., September 2015,
identified in audit (i.e., Blackberry Farm Pool and Fall 2015, or FY 2015-16.)
Sports Center)
■ Identify funding / financing source to implement cost-
effective solar thermal options at opportunity sites,
either through ESCO contract or direct City install
■ Annually review hot water usage at City buildings
and facilities to identify additional cost-effective
opportunities for solar thermal installations
Performance Indicator
■ Assumes five solar sites are developed for total
installed capacity of 508 kW generating 818,000
kWh/yr
■ Assumes no solar thermal systems are pursued
prior to 2020
Department,
Division
Establish a target date or
timeframe for Implementing each
action, (e.g., September 2015,
Fall 2015, or FY 2015-16.)
Department,
Establish a target date or
Division
timeframe for Implementing each
action, (e.g., September 2015,
Fall 2015, or FY 2015-16.)
Year
Tracking Mechanisms
Collect installation data from
renewable energy project
contracts (or meters) and
analyze to gauge progress
toward goals:
Examples:
What was the total installed
2020
generation capacity (in kW) for
the photovoltaic systems?
How many kWh/yr of electricity
are generated from the
photovoltaic systems?
How many therms of natural gas
will be reduced by the solar hot
water systems?
BENCHMARKS AND NEXT STEPS
25�
Upon adoption of the CAP, the
City departments identified in the
implementation tables shown in
Chapters 3 and 4 will have
responsibility for investigating or
implementing their assigned
actions. Sustainability staff will
work with key staff in each
department to facilitate the
measures and actions. To
assess the status of City efforts,
CAP implementation meetings
should take place on a regular
basis. Some actions will require
inter -departmental cooperation, and appropriate partnerships will need to be established.
IMPLEMENTATION TIMELINE - NEAR -TERM ACTIONS
Table 7.2 provides a summary of all community -wide and municipal operations actions that are
identified for near -term implementation. While community and agency priorities will likely shift in
the future, this table provides a quick reference for where implementation can begin today.
Table 7.2
Summary of Near -Term Reduction Actions
Reduction Measures/ Actions
COMMUNITY -WIDE REDUCTION STRATEGIES
2020 Reductions
(MT CO2elyear)
C-E-1 Energy Use Data and Analysis
A. Work with PG&E to facilitate aggressive implementation of PG&E's Home and
Business Area Network (HAN) program within Cupertino
0
C-E-2 Retrofit Financing
B. Continue to participate in effort with other Santa Clara County local governments to
establish countywide PACE financing district available for residential property owners
0
(could also provide another source of commercial financing to compliment California
FIRST program)
C-E-3 Building Retrofit Outreach
A. Partner with local realtor community to develop and implement a building owner
outreach campaign that targets new building owners to provide information on
available building energy efficiency audit and retrofit programs, as well as locally -
available financing options (including PACE financing)
tl) City of Cupertino CAP I December 2014
Table 7.2
Summary of Near -Term Reduction Actions
Reduction Measures / Actions
2020 Reductions
(MT CO2e/year)
C-E-5 Community -wide Solar Photovoltaic Development
F. Work with PG&E to share information about PG&E's Community Solar program
L. Instruct building and plan check officials to provide information to customers on the
0
benefits of pre -wiring / pre -plumbing for solar applications at the time of new
construction or substantial retrofits, including lower up -front costs as compared to
retrofitting buildings in the future
C-E-7 Community Choice Energy Option
A. Work with other Santa Clara County partners to conduct feasibility study of developing
0
multi -jurisdiction CCA program
C-T-3 Transportation Demand Management
A. Support regional efforts to implement SB 1339 commute benefit requirements for
0
employers with more than 50 employees
C-T-7 Community -wide Alternative Fuel Vehicles
B. Work with MTC and Bay Area local governments to develop informational brochures
and technical support for developers / contractors interested in providing public electric
vehicle (EV) charging ports in new projects
C. Identify regional partners for collaboration on multi -family EV charging station retrofit
0
program to develop strategies for installing EV chargers in existing multi -family
buildings/apartment developments
E. Provide links on City's website to sources of cash rebates or other financial incentives
for purchase and/or lease of alternative fuel vehicles
Water Strategies
C-W-1 SB-X7-7
B. Implement process to track and report community -wide water usage through quarterly
staff reports; explore options to make information publicly available through an open
0
data portal system
C. Partner with community/neighborhood groups to promote existing water conservation
programs and participation in voluntary turf -removal programs
C-W-2 Recycled Water Irrigation Program
C. Identify City -owned site to install educational demonstration project that showcases
0
water -efficient landscaping strategies, alternative irrigation options, and/or low -impact
landscape design techniques
Solid.
C-SW-1 Zero Waste Goal
A. Continue to implement City's goal to divert 75% of community -wide solid waste
through franchise waste hauling contract
BENCHMARKS AND NEXT STEPS
Table 7.2
Summary of Near -Term Reduction Actions
Reduction Measures I Actions 2020 Reductions
(MT CO2elyear)
MUNICIPAL OPERATIONS REDUCTION STRATEGIES
Facilities Strategies
M-F-1 Sustainable Energy Portfolio
A. Support utility enhanced clean generation portfolio 0
B. Create a community choice energy option
M-F-6 Complete Citywide Public Realm Lighting Efficiency
B. Retrofit remaining parking lot and park facility lighting 0
M-F-7 Conserve Water through Efficient Landscaping
C. Adopt water budget and green grounds policy 0
M-SW-1 Waste Reduction
D. Conduct waste characterization audits and track materials/diversion
Plan Evaluation and Evolution
The CAP represents the City's first comprehensive plan to reduce municipal operations GHG
emissions in alignment with short- and long-term reduction targets. Staff will need to evaluate
the CAP's performance over time and be ready to alter it if the City is not achieving its reduction
targets, as directed by the City's General Plan, and to ensure future project CEQA streamlining
benefits described in previous chapters.
PLAN EVALUATION: ONGOING MONITORING FOR CONTINUED SUCCESS
Two types of performance evaluation are important: (a) evaluation of the City's overall ability to
reduce GHG emissions, and (b) evaluation of the performance of individual CAP measures.
Future emissions inventory updates will provide the best indication of CAP effectiveness.
Conducting these inventories periodically will enable direct comparison to the 2010 baseline
inventories and measurement of progress toward meeting the City's adopted reduction targets.
While GHG inventories provide information about overall emission reductions, it will also be
important to understand the effectiveness of each measure. Evaluation of the emissions
reduction progress of individual measures will improve staff and decision makers' ability to
manage and implement the CAP. The City can reinforce successful measures and reevaluate or
replace under -performing ones.
0
City of Cupertino CAP I December 2014
To track measure performance, City staff will
need to collect important data that are related
to the performance indicators shown in the
measure tables. While much of the data is
already available from existing reports or
processes, some improvements in data
collection will be needed. It is therefore
important that Sustainability staff and key
staff from relevant departments establish
methods of data collection in a consistent,
simplified, and ideally, centralized way. The
implementation tables from Chapters 3 and 4 have been expanded and collected in Appendix C
as the basis for a CAP Implementation Tracking Framework. Table 7.1 (included above)
presents a sample from this appendix to show the types of information that will need to be
collected in order for the City to monitor and track measure implementation progress.
Similar to the implementation tables, Table 7.1 presents the Measure, Actions, and
Implementation Steps. It also provides a space to designate responsibiltiy for individual
implementation steps, establish phasing timelines, and track important data related to the
Performance Indicator. The Phasing column allows each responsible department to identify
internal timelines for implementing specific action steps, which could be expressed as specific
target years or more generally as short-, medium-, and long-term actions. The Tracking
Mechanisms specify how implementation of the Performance Indicators will be monitored. The
Performance Indicators should be evaluated regularly to ensure each measure is on track to
achieve its stated emissions reductions. If during the implementation review process a measure
is found to be falling short of its performance goals, then additional attention can be given to
modifying the implementation actions. Further, if implementation review indicates that a
measure will be unable to achieve its stated reduction level, then new CAP measures would
need to be developed to make up the difference, or other existing measures could be enhanced
to increase their emissions reduction potential. CAP implementation should be an iterative
process to reflect future changes in technology, available budget, and staff resources. City staff
will use the Implementation Tracking Framework from Appendix C to develop a performance
tracking system that covers each CAP measure and action and fits within existing
City procedures.
Sustainability staff will collaborate with staff from responsible departments to evaluate measure
performance on a regular, defined basis. Sustainability staff will also prepare a periodic
summary report that outlines progress toward CAP measures and actions. The report could
cover areas such as estimated GHG emissions reductions to date, progress toward the next
reduction target, progress toward implementation of the actions, achievement of measure
performance indicators, implementation challenges, and recommended next steps. Staff may
want to deliver this report in conjunction with the state -required annual report to the City Council
regarding implementation of the City's General Plan.
BENCHMARKS AND NEXT STEPS (W
PLAN EVOLUTION: ADAPTING FOR CONTINUOUS IMPROVEMENT
For it to remain relevant, the CAP also needs to be adapted over time. It is likely that new GHG
reduction technologies and strategies will be developed, new financing mechanisms will be
available, and state and federal legislation will change. It is also possible that future GHG
emission inventories will indicate that the City is not on track toward achieving its adopted GHG
reduction targets. If this is the case, the City can assess the implications of new scientific
findings, explore new emission reduction technologies, respond to changes in state and federal
climate change policy, and modify the CAP accordingly to help the City get back on track toward
meeting its GHG reduction targets.
Following the 2020 CAP target year, the City should also begin to define the priority measures
and implementation action steps that it will pursue to help achieve the 2035 reduction target.
This process should begin with preparation of a 2020 emissions inventory that can be used to
compare progress made since the baseline 2010 inventory. The updated inventory will also be
helpful in identifying priorities for new City actions. The City can refer to the 2035 and 2050
target achievements sections in Chapters 3 and 4 for guidance on the types of strategies that
should be included in future CAP revisions. However, it will be important to consider the City's
current emissions inventory, ongoing City actions, new state legislation, and emerging
technologies to define the specific pathway towards achieving the next emissions
reduction target.
Inventory Updates
As mentioned throughout this document, the City's ability to track implementation success is
best achieved through regular emissions inventory updates (e.g., every 3-5 years). These
updates will allow the City to compare its actual future emissions levels to those forecasted in
Chapter 2, and track the long-term trajectory of the City's emissions. As part of the future
inventorying process, the City should also develop a procedure to share this new information
with the public and City Council, report on progress made towards the next target, and compare
the updated inventories to previous estimates presented in this CAP.
There are various challenges inherent when inventorying emissions, which can make it difficult
to allow for direct comparisons from one inventory year to the next. For example, the state of the
climate science industry is perpetually advancing and shifting, leading to revisions in inventory
methodologies. Similarly, the emissions factors upon which inventories are developed are
constantly being refined by various agencies and entities (e.g., California Air Resources Board,
International Panel on Climate Change). There are also instances in the inventory process
where judgment calls must be made in order to interpret and apply the best available data at the
time. While the Local Government Operations Protocol and ICLEI have developed guidance on
how local governments should prepare their inventories, inconsistencies can arise and
practitioners do have nuanced approaches to applying this guidance.
In order to best position itself to produce future inventories that can be compared to past
inventories with relative consistency, the City should continue to develop its institutional
0 City of Cupertino CAP I December 2014
knowledge in the area of emissions generation sources, reduction opportunities, and emissions
inventory variables. Whether through a strong leadership role in preparing its own updates
(possibly using ICLEI's online resources) or through a partnership with other area jurisdictions,
the City should remain engaged in the inventorying process so that City staff can provide a level
of consistency from one update period to the next. Additionally, Appendix B provides the
inventory methodology used to prepare the community -wide and municipal operations
inventories and forecasts presented in this CAP. This appendix should serve as a reference for
future inventory updates to provide as much consistency as possible.
Reporting Progress and Celebrating Successes
Monitoring and updating the plan are only beneficial exercises if shared with the broader
community to ensure ongoing effort transparency and staff accountability in achieving the
objectives of this CAP. As mentioned throughout this document, the CAP is a living document
that will be most successful when provided consistent attention and care. City staff already
provides annual updates to the City Council regarding implementation of the General Plan. A
similar reporting schedule should be developed for the CAP to celebrate the numerous
successes that will occur following implementation, and as a way to formally recognize the hard
work of staff and community members in cultivating that success. One consideration to prioritize
this timeline is to partner with a third -party to elevate agency accountability and expand
acknowledgement of the City's emissions reduction efforts (e.g, the Institute for Local
Government's Beacon Award (http://californiaseec.org/beacon-award) or a broader community
sustainability initiative called the STAR Community Rating System
(http://www.starcommunities.org)).
This plan was developed through collaboration with residents, businesses, City staff, and
elected officials, and represents a shared vision for Cupertino's sustainable future. Together, we
can bring life to this bold vision and share in its rewards.
BENCHMARKS AND NEXT STEPS for
Endnotes
California Environmental Protection Agency, Air Resources Board. Local Government Operations Protocol for
Greenhouse Gas Assessments. Available: www.arb.ca.gov/cc/protocols/localgov/localgov.htm. Accessed
February 27, 2014.
" US Environmental Protection Agency. Climate Change Basics. Accessed December 4, 2012. Available at:
<http://www.epa.gov/climatechange/basics/>
US Environmental Protection Agency. Climate Change Basics. Accessed December 4, 2012. Available at:
<http://www.epa.gov/climatechange/basics/>
'v US Environmental Protection Agency. Inventory of U.S. Greenhouse Gas Emissions and Sinks: 1990-2010.
April 15, 2012. Accessed December 4, 2012. Available at:
<http://www.epa.gov/climatechange/ghgemissions/usinventoryreport.html>
California Climate Change Center. Our Changing Climate 2012: Vulnerability & Adaptation to the Increasing Risks
from Climate Change in California. July 2012. Accessed December 4, 2012. Available at:
<htto://www. eneray. ca. aov/2012 o u bl ications/CEC-500-2012-007/C EC-500-2012-007. odf>
'California Climate Change Portal. Accessed October 12, 2012. Available at:<http://www.climatechange.ca.gov/>
V" International Panel on Climate Change. Contribution of Working Group I to the Fourth Assessment Report of the
Intergovernmental Panel on Climate Change, 2007. Solomon, S., D. Qin, M. Manning, Z. Chen, M. Marquis, K.B.
Averyt, M. Tignor and H.L. Miller (eds.). Cambridge University Press, Cambridge, United Kingdom and New York,
NY, USA. Available at: <http://www.ipcc.ch/publications and data/ar4/wg1/en/ch2s2-10-2.html.>
"' California Air Resources Board. Climate Change Scoping Plan: a Framework for Change. December 2008.
Available at: <http://www.arb.ca.gov/cc/scopingplan/document/adopted scoping plan.pdf.>
'x US Census, 2012. American Community Survey 5-Year Estimates, Year Structure Built. Data represents housing
units constructed prior to 1980.
x PG&E, 2014. Available at: <http://www.pgecorp.com/sustainability/bu05 renewable.isp>
"' US Census, 2012. American Community Survey 5-Year Estimates, Selected Housing Characteristics. Data
represents Housing Tenure data for Owner -occupied units.
PG&E, pers. comm. with Sapna Dixit. Email received July 31, 2014.
x PG&E. PG&E Generation Interconnection Services Progress Report for Cupertino. October 1998-May 2014.
"` Apple Campus 2 Draft Environmental Impact Report, pgs. 506-508. Available at:
<http://www.cupertino.org/index.aspx?paqe=l 107>
" US Department of Energy. A Guide to Community Solar: Utility, Private, and Non-profit Project Development,
November 2010.
xv' Accessed November 10`h, 2014 through the Santa Clara Valley Water District website:
http://www.valleywater.orq/EkContent.aspx?id=l 1491
"v" Accessed November 11, 2014 through the Environmental Protection Agency's Waste Reduction Model webpage
at http://epa.gov/epawaste/conserve/tools/warm/pdfs/life-cycle-ghg-accounting-versus-ghg-emission-inventoriesl0-
28-10.pdf
"v"' Accessed on November 11 through the Natural Resources Defense Council website at:
http://www.nrdc.org/water/polIution/files/GreenRoofsReport.pdf
0
City of Cupertino CAP I December 2014
... Accessed on November 11, 2014 through the Global Cool Cities Alliance website: http://www.coolrooftoolkit.org/
' Federal Energy Management Program, 2012 (accessed May 2012
http://wwwl.eere.energV.gov/femp/program/om preventive. html)
http://www.calrecVcle.ca.gov/wastechar/PubExtracts/2009023/Summary. pdf
""" Accessed November 3,2014 through the CA Natural Resources Agency website at
http://resources.ca.gov/docs/climate/01APG Planning for Adaptive Communities.pdf
X""' Accessed November 6, 2-014 through the Intergovernmental Panel on Climate Change website at
http://www.ipcc.ch/report/ar5/wq2/
X"'v Accessed October 31, 2014 through The Atlantic website:
http://www.theatlantic.com/international/arch ive/2014/04/the-u ns-new-focus-surviving-not-stopping-cl imate-
change/359929/
' Accessed October 31, 2014 through the California Governor's Office of Planning and Research website:
http://www.opr.ca.gov/s extremeevents.php
XXv' Accessed November 6, 2014 through The Guardian website:
http://www.theguard ian.com/environment/2012/feb/26/why-climate-chanqe-shake-earth
XXv" Accessed November 3, 2014 through the CA Natural Resources Agency website at:
http://resources.ca.gov/docs/climate/APG Defining Local and Regional Impacts.pdf
""v"' Accessed November 5, 2014 through the Santa Clara County Silicon Valley 2.0 Project Website at:
http://www.sccgov.org/sites/osp/SV2/Documents/SiliconValley2-0 ProjectDescription.pdf
"" "` Accessed November 3rd, 2014 through the Joint Policy Committee's Website at:
http://www.abag.ca.qov/'ointpolicy/pdfs/Summarv%20of%20Findings.pdf
""" Recommend reviewing the AECOM "Adapting to a Changing Climate Self Assessment Tool" accessed November
3rd, 2014 through
http://www.tradeandindustrydev.com/files/trade and industry develop ment/nodes/2014/9601/FeatureUtiIitiesGraphC
IimateAdaptation Matrix.ipg.
"""' Accessed November 6, 2014 through the 100 Resilient Cities Website at:
http://www.100resilientcities.org/resilience
"""" Accessed November 2, 2014 through the California Local Energy Assurance Planning website:
http://www.caleap.org/
BENCHMARKS AND NEXT STEPS
�yI.19 1p
r
_.�CFtY OF CUK"NO
MENf01�fAt PARK-
:. F
C.r
M
f �
The City of Cupertino provided several public engagement opportunities in their efforts to
develop a communitywide Climate Action Plan (CAP). Two public workshops were at held De
Anza College, along with supporting online surveys developed to mimic the workshop activities
for residents who were unable to attend. The City additionally held two focus group meetings:
the first with the Cupertino Chamber of Commerce, and the second with representatives of the
local real estate industry. This memorandum summarizes public comments received from each
of these outreach activities.
Workshop #1
City of Cupertino staff and the CAP consultant team facilitated the first public workshop at De
Anza College on May 14, 2014. The workshop began with a presentation that provided an
introduction to climate action planning efforts in the state, the City's role in the Santa Clara
County regional CAP project, and the common components of a CAP. The presentation also
briefly introduced the reduction measure categories that would be explored and discussed in
greater detail during the open house portion of the workshop. A brief question and answer
session was held following the presentation, after which attendees were invited to informally
explore three workshop stations: Energy, Transportation, and Natural Resources. Each station
included two presentation boards with CAP -related information to help focus the open
discussions. One board presented an overview of existing City actions, policies, and programs
that result in emissions reductions within the specific topic areas (e.g., Energy). The second
board presented high-level opportunities within the topic areas where the City could expand its
existing offerings or develop new programs. City staff and consultant team members were on
hand at each station to facilitate dialogue and record participants' comments and ideas. Broad
questions were asked to initiate conversations, including:
► How can the City better implement its existing actions/programs on Board #1?
► What do you think of the proposed strategies on Board #2?
► What ideas do you have for additional strategies?
The following notes summarize public comments collected during Workshop #1 and are
organized according to the presentation board topics.
GENERAL THEMES
► Provide financial incentives to encourage participation
► Design/develop all-inclusive programs (regardless of income, social conditions)
• Environmental justice is important consideration in measure selection/development
► Draft reduction target is not aggressive enough — should be straight line between baseline year and
2050
Appendix A — Community Outreach Responses A-1
TRANSPORTATION AND LAND USE THEMES
► Bike/Pedestrian
• Improve bike safety — infrastructure enhancements, enforcement
• Slow down traffic throughout city — improve safety for pedestrians/cyclists
• Plant native shade trees to increase walking comfort
► Transit
• Bring light rail to 1-85 instead of bus
• Bring back VTA busses through neighborhoods
• Develop transit spur to Caltrans/BART
o Community shuttle bus
► Vehicle -Miles -Traveled (VMT) Reduction
• Require Transportation Demand Management programs for employers and enforce them — link to
reduced VMT (e.g., per employee VMT targets)
• Build parking structures in dense commercial areas to prevent circling to find parking
ENERGY THEM ES
► Retrofits
• Develop outreach/education campaign to demonstrate how existing homes can be retrofitted to
be net-zero/highly-efficient
o Provide local project examples; arrange tours
• Do no develop Residential Energy Conservation Ordinance (RECO) — not enough turnover in
residential market to make a difference
• Do not include point -of -sale requirements
► New Construction
• Develop pre -wiring requirement for electric vehicle (EV) charging units in garages — Palo Alto has
ordinance, as example
• Choose lowest level of development for General Plan Amendment alternative = fewer emissions
► Renewable Energy Development
• Provide outreach/education on cost -comparison of solar to grid electricity/natural gas
A-2 City of Cupertino CAP i Public Review Draft i December 2014
• Make photovoltaics (PVs) more affordable — property assessed clean energy (PACE), power
purchase agreements (PPAs), better information on existing financing options
• Install more PVs on City buildings/land
• Require PVs on new carports
NATURAL RESOURCES THEMES
► Water Conservation
• Increase water -use regulations / strict enforcement of xeriscaping requirements
• Clearly demonstrate existing City water -conserving activities (e.g., where can xeriscaping
examples be seen?)
• Increase conversion/removal of turf lawns — to native vegetation, vegetable gardens, etc.
► Native Species
• Develop support services to help residents plant native species in their gardens
o Seed -sharing workshops (native species)
• Increase native street tree planting
o Promote community tree -planting drive
o Incentivize tree -planting in residential parking strips
• Support services to help residents plant native species in their gardens
► Education / Outreach
• Increase public education on sustainability issues and what City is already doing
► Waste Reduction
• Develop plastic bottle ban
► Overarching Comments
• Implement large-scale demonstration project from conception to installation
• Provide additional community outreach on climate change/sustainability issues - community
member offered to give presentation on climate change basics to fill information/knowledge gap
of some residents
• Highlight City's past actions/success more visibly within community
Appendix A — Community Outreach Responses A-3
Workshop #2
City of Cupertino staff and the CAP consultant team facilitated the second public workshop at
De Anza College on June 4, 2014. This workshop began with a brief introduction to the CAP
project, a summary of comments provided at the previous workshop, and an introduction to t he
specific measures to be discussed during the breakout exercise portion of the workshop.
Following the presentation, participants were separated into five facilitated discussion groups.
Each group discussed the same topics, and included 6-8 participants with one facilitator and
one note taker from the City staff or consultant team. The groups reviewed a poster that
presented a list of the existing City actions to be continued and/or expanded, as well as
potential new actions organized into High Impact and Low Impact categories. The facilitators
presented the existing actions as a reminder from the first workshop, and then focused the
discussion on the potential new actions to solicit community input on these items. The
facilitator's each asked similar questions at their breakout tables to focus the dialogue:
► Do you support these measures, programs and policies? Why or why not? Pros/cons?
► What are the barriers and opportunities for local implementation?
► What kind of timeline is reasonable (short — medium — long)?
► Who should lead this effort?
► What can you do (in your role as business person, resident, etc.) to support it?
Following the breakout table exercise, workshop participants reconvened as a large group to
share conclusions from their small group discussions. One community representative from each
table presented their primary conclusions to the whole group. The following notes summarize
public comments collected during Workshop #2 and are organized according to the presentation
board topics.
BUILDING REGULATIONS STRATEGIES
► If these are pursued, should be through regional effort so that Cupertino is not disadvantaging itself
from an economic development perspective
► Need strong public outreach programs as related to building regulation strategies to link building and
home owners with available rebate programs and financing options
► Mandatory energy audits slow down home sales process
► Point -of -sale regulations are ineffective in Cupertino because there is very low turnover rate in
residential building stock
► Building energy rating disclosure does not compel action (e.g., energy efficiency retrofits)
► Need to incentive commercial retrofits; stream -lined permitting process could be good option
A-4 City of Cupertino CAP I Public Review Draft I December 2014
CLEAN ELECTRICITY OPTIONS
► Explore partnership with Sunnyvale's community choice aggregation (CCA) plan
TRANSPORTATION
► Promote greater bicycle use through:
• Regional bike maps, beyond Cupertino
• Safer street design
• Bike -share program
► Community shuttle option, with Maguerite example from Stanford/Palo Alto
► Bring amenities closer to residential areas
COM MUNITY EDUCATION/OUTREACH
► Additional outreach is necessary to encourage participation in many of programs considered
• Use De Anza College as resource for information dissemination; involve local schools as well
• Use community block leaders to spread information
► Need more/better access to information on PG&E rebates
► Connect residents/businesses with free energy audit/evaluation programs to start energy efficiency
improvement process
► How do you convince people to pay more for energy they use? Re: CCA or Green Option programs
Workshop "Lessons Learned"
Following the two workshops, the CAP consultant team prepared a brief summary of lessons
learned as it relates to public engagement around the CAP. City staff and the consultant team
also held conferences between the two workshops to incorporate relevant lessons from the first
workshop into design of the second. The following notes summarize the lessons learned from
both workshops.
PROMOTION
► Overall turnout was good, particularly considering aggressive time frame for planning and promoting
these events and comparable turnout for General Plan Update workshops
• Success may be linked to overall community engagement through General Plan Amendment
(GPA) process since many CAP participants also attended GPA workshops
Appendix A — Community Outreach Responses A-5
► Participants specifically learned of workshops through Mercury News coverage / press release and
postcard mailing
► Turnout from De Anza College students was not high considering that workshops occurred on their
campus
• One professor gave bonus points for students who attended; would be good to reach out to other
professors and suggest similar approach — environmental classes, political science, sociology,
etc.
PRESENTATIONS
► Content and delivery were very good; helpful to have City representative and technical consultant
share presentation and be available to answer specific questions
• Presentation slides could have included less technical information for first workshop
• Less policy and regulatory information would have been appropriate for general public audience
LOGISTICS
► More lead time for preparation and materials production would have been desirable, though tight
project schedule dictated timing of workshops
• One full day to review draft posters/presentations, and another full day to incorporate revisions
would be ideal for future workshops
► Additional City staff attendees were exceptionally organized, supportive, and engaging with attendees
• Formal team coordination and preparation call (or in -person meeting immediately prior to
workshop) with supporting City staff would have helped ensure everyone felt prepared and
understood workshop's desired outcome
o This type of preparation meeting was held immediately prior to second workshop, but
was interrupted by early workshop participant arrivals; should be held not less than one -
hour before advertised workshop start time
► More directional signs would have helped public attendees find meetings, particularly if workshop is
held off -site of City Hall campus at locations that are less known to general public
Schedule conflict with Chamber of Commerce was unfortunate for Workshop #1, but unavoidable due
to tight project deadline
• Special focus group meeting with Chamber to recap Workshop #1 was appreciated by Chamber
members, and good use of project team time (though meeting time was limited and began late;
more time would have been useful)
A-6 City of Cupertino CAP I Public Review Draft I December 2014
Focus Group #1 - Chamber of Commerce
City of Cupertino staff and the CAP consultant team met with members of the City of Cupertino
Chamber of Commerce on May 22nd, 2014 to present information to Chamber members who
were unable to attend the first community workshop on May 14th due to a conflict.
Staff presented an overview of the CAP, including the regulatory framework, draft emissions
reduction targets, and current city and regional efforts to address climate change. Chamber
members had the chance to review proposed efforts in the energy, land use / transportation,
and natural resources sectors, and provide feedback and suggestions to project staff. Eleven
Chamber members, including several Board members, were present.
A brief summary of written and verbal comments received at this meeting follows. Chamber
members were invited to the second community workshop scheduled for June 4th (see
Workshop #2 notes above), and encouraged to review materials online and share these
opportunities to comment with their colleagues.
ENERGY
► What is trigger for building retrofits? Realtors are typically opposed to mandates associated with point
of sale
► An alternative that real estate industry supports is to communicate with homebuyers about
opportunities for efficiency improvements
• City of Los Altos has alternative approach that Cupertino could review
► Education and outreach about home efficiency upgrades are broadly supported
► Cost and timing associated with commercial lighting retrofits are concern, particularly for small
businesses
• Typically need to pay extra fee/higher rates for work performed outside of contractors' normal
business hours to avoid disruption of local business (e.g., restaurant serving hours, store hours)
► Providing lists of preferred vendors or other tools to business owners is beneficial
► There is often significant lag time between adoption of state building codes and local customization; it
is not easy to modify local building code
► City of Los Altos Hills offers streamlined permitting for energy -efficient construction, which is
supported by development community
TRANSPORTATION AND LAND USE
► Consider requiring or providing incentives for 2-3 electric vehicle (EV) parking and charging spots in
new multi -family residential buildings
Appendix A — Community Outreach Responses A-7
► Improving safety and awareness of walking and bicycling around schools will help relieve these
congestion areas
► Impact of corporate buses on Cupertino's emissions is mostly positive; there may be additional
opportunities associated with alternative fuel or electric vehicles for these corporate shuttles
► Tesla is considering electric charging stations on Peninsula, but it is unknown what sites are being
considered
NATURAL RESOURCES
► There is concern that development allocations that may be allowed under General Plan Amendment
may push sewage treatment plant over capacity and trigger development moratorium
OTHER COMMENTS
► It would be advisable to build in study session with City Council prior to CAP adoption to allow
adequate review and revision time
► Realtors are opposed to point -of -sale regulations, but amenable to working with City on proactive
programs
► More specificity in CAP presentation would be appreciated, particularly with regard to impacts on
residents and businesses
Focus Group #2 - Real Estate Groups
A second focus group meeting was held on June 12t", 2014 in response to a request for
additional discussion from a participant at the second workshop. City of Cupertino staff hosted
representatives of the real estate industry at City offices, while the CAP consultant team
attended via conference call. The discussion focused on the proposed CAP actions from the
second workshop that included new mandatory regulations for the building industry. A summary
of comments from that meeting follow.
► Point -of -sale (POS) regulations would slow down real estate transaction process in Cupertino, which
can sometimes close in as few as two days
► Similar POS home energy rating requirements in Austin were deemed unsuccessful by area Realtors
due to lack of enforcement, format that was not user friendly, and getting lost in paper shuffle
► Residential turnover in Cupertino is very low (3% of housing stock per year), which means uptake of
mandatory regulations would be enacted slowly as well
• Voluntary, outreach- or incentive -based alternatives could drive greater success in Cupertino than
mandatory programs would achieve
A-8 City of Cupertino CAP i Public Review Draft i December 2014
► POS energy and water efficiency upgrades, either through RECO/CECO or other mechanisms, can
be problematic if seller installs low -quality fixes and new buyer replaces those same items upon
closing
• Anecdotal data from the Berkeley RECO/CECO program indicates this may be happening there
► Buyers already do appliance, lighting, and landscaping upgrades within three months of home
purchase, particularly on homes built prior to the 1990s
I. Incentives are better than mandates
Online Survey#1
Online surveys were developed to mirror the workshop activities as best as possible for
residents who were unable to attend one or both in person. The first survey was posted May 14,
2014, and asked participants to read through existing and proposed community actions to
reduce greenhouse gas emissions and provide their comments and feedback. PDFs of the
boards presented at Workshop #1 were included as well.
Eleven participants completed this survey. Their comments are summarized below and
organized by topic area.
NEW COM MUNITY ACTIONS TO REDUCE ENERGY CONSUM PTION AND USE M ORE
RENEWABLE ENERGY:
► Respondents wanted actions that are supported by science, data, and analysis of financing and
savings for renewable energy, lighting retrofits, and new construction energy efficiency installments;
they also wanted easy -to -follow instructions/policies
► Several people expressed concern about how much proposed policies and programs would cost
home owners, car owners, and business owners
OPPORTUNITIES IN ENERGY CONSERVATION AND CLEAN ENERGY USE:
► Provide free and frequent mid -day shuttle service for seniors, students, and workers to transport
people on route that goes to neighborhoods, transit stations, and health services
► Create tour of energy -efficient buildings that have been retrofitted in Cupertino
► Encourage all new construction to incorporate solar energy at earliest phase of design
NEW COM MUNITY ACTIONS TO REDUCE NATURAL RESOURCE CONSUM PTION AND
ENHANCE THE NATURAL ENVIRONMENT:
► Respondents showed some enthusiasm for organic waste diversion but want it to be easy, and are
curious about its cost/benefit
Appendix A — Community Outreach Responses A-9
► One responded suggested developing curriculum to teach students about composting, recycling, etc.
People wanted examples of local buildings with water conservation technology, and they want
discounts and assistance with gray water installation in homes
► Respondents' comments on urban forestry included:
• Drought with trees too close to structures can create major problems in high fire danger situations
• List local examples and service providers for forestry/tree services
• Work with Master Gardeners and other experts on public education campaigns
► Respondents' comments on water conservation included:
• Share water conservation tips with public
• Provide incentives for facility staff to implement water conservation
NEW COM MUNITY ACTIONS TO ENCOURAGE MORE WALKING, BICYCLING, PUBLIC
TRANSIT, AND ALTERNATIVE FUEL VEHICLE USE:
► Respondents generally resisted alternative fuel vehicle programs; there were various concerns,
including coal-fired electricity used to power cars, vehicle cost, and notion that it is misplaced priority
and that City should focus on reducing use of all cars; resistance and similar concerns carried
through to survey questions about state regulations to encourage cleaner vehicle fuels
► Respondents had mixed responses to programs and partnerships to help employers reduce single -
occupancy vehicle trips; one person suggested there should be rewards for employees
► Transit and Bike/Pedestrian strategies:
• City should have separated/protected lanes (not on -street bike lanes)
• Need to get families involved in walking and biking efforts
• Bike lane on Stevens Creek Blvd.
• Senior transportation options to reduce senior isolation; sponsor STAR Program
OTHER COMMENTS, SUGGESTIONS, AND IDEAS:
► Some respondents were skeptical of government action and preferred market -based actions
Create interactive program that can be used to get information on individual buildings and model
efficiencies as well as offer information on local sustainable building resources and companies that
supply them
Need to make smarter use of City -owned facilities so residents can minimize driving (Comment
referenced the need for exercise classes at Monta Vista Recreation Center)
A-10 City of Cupertino CAP I Public Review Draft I December 2014
► Need for more healthy and affordable restaurants that are walkable/bikable
► Additional ideas related to residential energy efficiency programs:
• Every time commercial unit gets new tenant, they should be given checklist of energy efficiency
items to review (e.g., weather stripping)
• Provide demonstration products for retrofits
• New residential home requirement for turn -key solar panel installation
• Community solar program could work with cutting -edge marketing
Survey #2: Posted June 5, 2014
The second online survey was posted on June 5, 2014, following the second workshop. The
survey provided information about the City's current efforts and potential new measures to
reduce greenhouse gases. The survey asked for respondents' comments and feedback as
related to information shown in the PDF of the second workshop's poster. One person
completed this survey.
► Respondent was supportive of need for plans and policy actions to reduce greenhouse gases; they
felt that City should lead effort and that actions should be voluntary and made as affordable as
possible; they did not support point -of -sale energy rating requirements because it places burden on
sellers
Planning Commission Study Session
► Alternative 3 (Mandatory Building Regulations) is not supported, unless pursued through a regional
implementation partnership
► Traffic congestion, pedestrian, and bicycling should all be considered since transportation emissions
account for nearly half of the total inventory
► Voluntary, outreach -based programs are preferred, but City should consider their bang -for -buck in
terms of staff resource time on measure implementation
► Some additional information regarding the CCA start-up costs, program development timeline, and
likely efficacy would be needed before Planning Commission would be comfortable recommending
this option for inclusion
► City should participate in PG&E Green Option program to purchase clean municipal electricity
City Council Study Session
► A representative from the Cupertino Chamber of Commerce, Silicon Valley Association of Realtors,
and the Commercial Real Estate Development Organization/Building Industry Association (BIA)
expressed support for the first two alternatives, of three, presented by staff.
Appendix A — Community Outreach Responses A-11
► A representative from the Silicon Valley Association of Realtors offered support to reach out to
homeowners and homebuyers to help educate them in energy conservation.
► A community member noted that there should be a voluntary program that includes incentives for new
homeowners to help upgrade more energy efficiently.
► Members of the Council asked for additional information on the Marin and Sonoma Community
Choice Aggregation Programs and the Berkeley Residential Energy Conservation Ordinance (RECO)
and Commercial Energy Conservation Ordinance (CECO), if the mandatory alternative advanced.
► Council members recommended staff advance analysis and environmental review of the measures
included in Alternative 1 (Community Choice Aggregation) and Alternative 2 (Enhanced Voluntary
Outreach).
Additional Public Comments Received
► Do not over -specify green requirements
• White roofs/cool roofs are cheaper to install than green roofs and out -perform green roofs in
reducing emissions because they are more efficient to produce, install, and maintain
• CALGreen code already specifies green requirements, there is no need to expand upon this
► AB 32 will increase state's electricity costs; CAP does not need to encourage energy conservation
because the state will already achieve that end through higher energy prices
► Grants that could be used to establish a CCE program are not free, they come from tax payers dollars
► Report does not mention that renewable energy is being subsidized by state and federal
governments, making the actual cost to generate clean electricity much higher than reported
► Commenter is opposed to the following types of measures:
• Building Retrofit and Public Realm Lighting Regulations — opposed to additional building
regulations, there is already a building code, local LEED requirements, and state regulations
addressing these issues
• Community -wide Solar Photovoltaic Development Programs
• Community Choice Energy Option — does not consider actual cost to generate clean electricity,
need further financial analysis first
• Parking Cash -Out Programs — attempt to penalize commuters, and can lead to long-term parking
shortages
• Transit Priority Strategies — intersection queue jumpers could lead to increased congestion and
higher emissions levels
► Government regulations result in loss of American jobs, including health and safety standards
A-12 City of Cupertino CAP i Public Review Draft i December 2014
► State's solar power mandates increase price of electricity
► State's clean fuel mandates reduce vehicle efficiency and pollute water
► CAP can represent an un-necessary and unwarranted administrative cost burden unless thoroughly
studied
► Do not make building retrofits mandatory at point -of -sale
• Unless it is a major renovation over $120,000
► Encourage major employers to shift starting work ties or stagger work days to reduce freeway and
street congestion
► Public transit needs to review their operating conditions
• Promote use of mass transit, but do not operate buses with only 1-2 passengers
► Include discussion and promotion of nuclear fuel use
• High potential for large-scale nuclear use in US if political barriers can be overcome
• Safer than mining industries (e.g., coal, petroleum)
• Standard power plant designs would reduce cost and environmental litigation fees
• Hydrogen produced at nuclear plants could be used in vehicles to reduce dependence on oil and
produce clean electricity; greatly reducing emissions and pollution
• Nuclear is more economical than wind and solar, and power plants constantly generate electricity
(even at night)
Environmental Review Committee Meeting Comments
► How many EV charging stations will be installed and where?
• Did you consider installing EV charging stations at Quinlan Center and the Senior Center?
► How will you implement building retrofit measure? A work program to direct implementation of that
measure and other high -impact reduction measures should be prepared; the measures with lower
reduction potential should not be prioritized at this time
• Would like to see a concrete proposal for how the high -impact items will be implemented
• CAP implementation priority should focus on the energy and transportation measures with
highest reduction potential
► Concern about leakage that can occur during natural gas transmission, based on CAP's reference to
CNG refueling station studies; commenter recommends not using CNG as a bridge technology at all
Appendix A — Community Outreach Responses A-13
• Issue could be worth an inquiry to PG&E regarding the quality of Cupertino's gas lines.
• There are no transmission pipelines going through Cupertino, but City could still
request any reports PG&E has prepared regarding the area's CNG distribution
infrastructure
A-14 City of Cupertino CAP I Public Review Draft I December 2014
,�;I. I 9r
Ar 1p
OF CUK"NG
This appendix describes the emissions sectors, data sources, and methodology used to prepare
the CAP's 2010 baseline emissions inventories and the 2020, 2035, and 2050 emissions
forecasts. The community -wide and municipal operations inventory and forecast methodologies
are presented separately in the sections below. The remainder of the appendix describes the
assumptions and methodology used to estimate emissions reductions associated with
implementation of the local CAP measures described in Chapters 3 and 4.
It should be noted that the 2010 inventories were prepared separately from the remainder of the
CAP (i.e., emissions forecasts, CAP document, supporting appendices), and were not prepared
by the same project team that developed the CAP. Per the Santa Clara County regional CAP
project scope under which this CAP was prepared, the 2010 inventories were used as the
baseline from which the 2020, 2035, and 2050 emissions forecasts were calculated. The 2010
baseline inventories were previously prepared under a separate project contract, and provided
to the CAP project team for incorporation and use in preparing the emissions forecasts.
However, during the course of preparing the emissions forecasts, several methodological errors
were identified in the original 2010 baseline inventory work, and the CAP project team made
revisions to the original work to prepare baseline inventories that reflected the best available
data and methodologies at their time of completion. In addition, preparation of a baseline
inventory methodology appendix was not included in the original scope of work for the baseline
inventories, so this technical component was prepared as part of the CAP development
process. This appendix describes, to the extent feasible, the methodologies used by the original
baseline inventory project team based on the supporting data and inventory worksheets that
were provided to the CAP project team. In the future, inventory updates should follow the
methodologies presented below to provide consistency between inventory versions and allow
direct comparisons from one year to another. It is likely that inventory methodologies will
continue to evolve though, and the City may find it more beneficial to follow prevailing industry
standards, even if those changes make direct comparisons to prior year inventories
more difficult.
Community -wide Inventory and Methodology
This section describes revisions that the CAP project team made to the original baseline
inventory. It then presents the emission sources, data sources, and methods used to develop
the baseline GHG emissions inventories for the City according to each emissions sector.
BASELINE EMISSIONS INVENTORY REVISIONS
The CAP project team reviewed the original Cupertino community -wide inventory that was
previously prepared by the baseline inventory project team. During this review, several
methodological revisions were made to the original community -wide inventory to provide a more
accurate and useful inventory for the purposes of climate action planning. These adjustments
included methodological revisions to the transportation and solid waste sectors.
Appendix B — GHG Inventory and Reductions Methodology B-1
In the transportation sector, the original inventory used the California Department of
Transportation (Caltrans) Highway Performance Monitoring System (HPMS) to identify vehicle
miles traveled (VMT) to be allocated to the City. However, HPMS VMT data only accounts for
VMT physically occurring on City roadways, which includes pass -through trips and does not
consider the origin or destination of those VMT. Because the City's CAP cannot affect pass -
through trips, and understanding the origin and destination of vehicle trips is important to
allocating transportation emissions to the correct jurisdiction, the original transportation sector
was revised using the origin -destination methodology. The Regional Targets Advisory
Committee (RTAC) and Bay Area Air Quality Management District (BAAQMD) have
recommended that emissions inventories use the origin -destination method to quantify
transportation -related emissions. Therefore, the General Plan Amendment transportation
consultant provided the CAP project team with VMT data using the RTAC-prescribed methods,
which were used to revise transportation sector emissions in the original inventory. The RTAC
methodology is described in the Transportation Sector section below.
The original inventory's solid waste sector included lifecycle emissions of annual solid waste
disposed by City land uses. These lifecycle emissions would occur gradually over the lifetime of
the solid waste's decomposition, but not necessarily during the year of the inventory. Because
the remainder of the inventory is based on annual activities and emissions, this original solid
waste methodology would not be consistent with the rest of the emissions inventory. The solid
waste sector was revised to use the California Air Resources Board's first -order decay model to
quantify annual GHG emissions associated with past and present solid waste disposed by
the community.
EMISSIONS UNITS AND CLASSIFICATION
Emissions inventories are commonly expressed in metric tons (or tonnes) of carbon dioxide
equivalent per year (MT CO2e/yr) to provide a standard measurement that incorporates the
varying global warming potentials (GWP) of different greenhouse gases. GWP describes how
much heat a greenhouse gas can trap in the atmosphere relative to carbon dioxide, which has a
GWP of 1. For example, methane has a GWP of 25, which means that 1 metric ton of methane
will trap 25 times more heat than 1 metric ton of carbon dioxide, making it a more potent
greenhouse gas. Some gases used in industrial applications can have a GWP thousands of
times larger than that of CO2. In order to maintain consistency within each inventory and
between the baseline and projected emissions inventories, all GHG emissions have been
quantified in units of MT CO2e/yr.
Emissions can be described as direct or indirect, depending upon where the emissions
generation occurs. Direct emissions are those where the consumption activity directly generates
the emissions, such as natural gas combustion for heating or cooling. In this instance, natural
gas can be consumed on -site and the resulting emissions are a direct result of that
consumption. Indirect emissions are those where the consumption activity takes place within the
jurisdiction, but the actual emissions generation occurs outside of that boundary. For example, a
B-2 City of Cupertino CAP I December 2014
Cupertino resident can consume electricity within their home, but that electricity may be
generated in an area outside of the City's jurisdiction (e.g., power plants throughout the state).
ENERGY SECTOR
Emission Sources
Energy emissions are generated through the combustion of fossil fuels to generate electricity or
directly provide power (e.g., natural gas combustion for water heating). The energy sector
includes the use of electricity and natural gas in residential, commercial, and industrial land
uses within the legal boundaries of the City. Although emissions associated with electricity
production are likely to occur in a different jurisdiction, the emissions are allocated to the point of
consumption and not the point of generation. In other words, consumers are considered
accountable for the generation of those emissions. Therefore, electricity -related GHG emissions
are considered indirect emissions because they are a result of activities occurring within the
jurisdiction, even though emissions associated with electricity generation occur in different
geographic areas, and natural gas -related GHG emissions are typically considered direct
emissions because the consumption occurs on -site and within the jurisdiction.
Inventory Data Sources
PG&E provides electricity and natural gas to the community, and provided annual year 2010
electricity and natural gas consumption data for the City of Cupertino to develop the baseline
inventory. PG&E provided all community -wide electricity and natural gas consumption data in
the form of kilowatt-hours per year (kWh/yr) and therms per year (therms/yr), respectively.
PG&E also provided an electricity emissions factor specific to their generation portfolio in the
baseline year of 2010.
Inventory Methodology
Electricity -related GHG emissions were quantified using the PG&E -specific emission factor that
accounts for PG&E's 2010 electricity production portfolio (e.g., the mix of coal, oil, wind, solar
and other sources of electricity production). Natural gas GHG emissions were also quantified
using a PG&E -specific natural gas emissions factor. The energy use activity data provided by
PG&E was multiplied by the appropriate emissions factors to calculate total MT CO2e/yr. The
following emissions factors were used to calculate 2010 baseline emissions:
Energy Type I Metric Tons CO2e/kWh I Metric Tons CO2e/therm
Electricity 0.000204 1 -
Natural Gas I- 1 0.005321
Appendix B — GHG Inventory and Reductions Methodology B-3
TRANSPORTATION SECTOR
Emission Sources
Transportation emissions come from vehicle trips that begin and/or end within Cupertino's
boundaries. Pass through trips (for example, non -local drivers on Highway 85 and Interstate
280) are not included within Cupertino's emissions inventory because the CAP measures would
not affect those emissions. This sector includes GHG exhaust emissions from both private and
City -owned vehicles.
Inventory Data Sources
Unlike most of the other emissions sectors where empirical activity data is available to more
precisely calculate actual resource consumption (e.g., electricity used, wastewater generated,
solid waste disposed), the transportation sector relies upon travel models to estimate vehicle
use within a community. Travel models estimate the total vehicle miles traveled (VMT) within a
community, which can then be combined with vehicle fuel emissions factors to estimate
transportation -related emissions.
Daily VMT estimates were acquired from the City's General Plan Amendment transportation
consultant to develop the transportation emissions for the CAP's 2010 baseline year. Estimates
were provided for a General Plan baseline year of 2013 and the General Plan buildout year of
2040 under the highest growth land use alternative (to ensure the maximum amount of growth
would be addressed by the CAP's measures). Daily VMT values were converted to annual VMT
values using an annualization factor. The VMT estimates for 2013 and 2040 were then used to
interpolate for years 2020 and 2035, and used to extrapolate the CAP's baseline year of 2010
and long-term target year of 2050. These calculations assumed a linear growth in vehicle miles
traveled from 2010 through 2050 using the projected growth rate from 2013 to 2040. This
ensured that transportation -related emissions are internally consistent (i.e., based on the same
traffic model) between the General Plan Amendment and CAP, as opposed to using the
Metropolitan Transportation Commission's VMT estimates, which were developed using
different traffic models and demographic assumptions than those used in the City's General
Plan Amendment.
Inventory Methodology
Emission factors for the transportation sector were obtained from the California Air Resources
Board's (ARB) vehicle emissions model, EMFAC2011, which was the most recent version of
EMFAC available at the time of the analysis. EMFAC2011 is a mobile source emission model
for California that provides vehicle emission factors by both county and vehicle class. Santa
Clara County -specific emission factors were used in this emissions inventory.
As described above, the adjusted transportation sector used origin -destination VMT data
provided by the General Plan Amendment transportation consultant. This methodology is
designed to omit pass -through highway trips from the emissions inventory and allocate a fair-
B-4 City of Cupertino CAP I December 2014
share of VMT and emissions to each vehicle trip's origin and destination. The VMT data
provided for this method separates VMT by four different trip types: internal -internal, internal -
external, external -internal, and external -external. The internal refers to an origin or destination
that is within the City's jurisdiction, and the external refers to an origin or destination outside of
the City's jurisdiction. All internal -internal VMT are included in the emissions inventory, while all
external -external VMT, which are pass -through trips, are excluded from the inventory. For the
internal -external and external -internal trips, half the trip distance is included in the City's
inventory. The intent is to allocate half of the VMT for a trip to each jurisdiction that causes a trip
(i.e., is a trip's origin or destination). As stated above, this method is consistent with guidance
provided by RTAC and BAAQMD. It also provides a consistent methodology to allocate VMT to
each jurisdiction responsible for a vehicle trip.
WASTEWATER SECTOR
Emission Sources
The wastewater sector includes emissions resulting from wastewater treatment processes and
from energy used to power wastewater treatment plants. Treatment of wastewater influent could
generate methane (CH4) emissions, while discharged effluent could generate nitrous oxide
(NZO) emissions. Both of these emissions sources are considered direct process emissions,
while electricity consumption to power the wastewater treatment plant would generate indirect
GHG emissions (see previous discussion of indirect GHG emissions).
Inventory Data Sources
The City's wastewater is treated by the San Jose and Santa Clara County Wastewater
Treatment Plant (WWTP), which also treats wastewater from the City of Saratoga and
unincorporated Santa Clara County. A GHG emissions inventory for the San Jose and Santa
Clara County Wastewater Treatment Plant was developed as part of the San Jose/Santa Clara
Water Pollution Control Plant Master Plan. The emission inventory included GHG emission
sources from the WWTP such as energy consumption (i.e., electricity and natural gas),
stationary sources, nitrification and denitrification processes, effluent discharge, biosolids
treatment, and production and transport of chemicals used for wastewater treatment.
Cupertino's wastewater -related GHG emissions would be a portion of the total GHG emissions
calculated for the WWTP's GHG inventory.
Inventory Methodology
Using a top -down approach, Cupertino's portion of the total WWTP's GHG emissions were
allocated using the ratio of the City's population to the total population served by the WWTP.
Cupertino's population and thus GHG emissions represent approximately 30% of the total
WWTP's emissions.
Appendix B — GHG Inventory and Reductions Methodology B-5
WATER SECTOR
Emission Sources
The potable water sector includes energy emissions associated with water treatment,
distribution, and conveyance. Water -related GHG emissions are considered indirect emissions
similar to electricity -related emissions because the actual emissions generation occurs at a
different geographical location than that of the consumption activity (i.e., treatment, distribution,
and conveyance occur in a different location than final water consumption).
Inventory Data Sources
The amount of total annual potable water provided to the City was obtained from the San Jose
Water Company 2010 Urban Water Management Plan (UWMP) and the CalWater Los Altos -
Suburban District 2010 UWMP. Potable water consumed by the City was provided in units of
million gallons per year.
Inventory Methodology
The original baseline emissions inventory information provided to the CAP project team included
the community's total water consumption in 2010 (as millions of gallons) and the resulting
emissions associated with that water consumption (as MT CO2e/yr). However, the supporting
emissions factors were not provided, suggesting that the calculations were prepared using a
separate emissions -calculating software package. To establish consistency in future water
sector emissions calculations, the City should incorporate the following methodology.
The CEC's Refining Estimates of Water -Related Energy Use in California report provides water -
energy intensities for California, and was used to calculate the electricity required to provide
potable water for the community. GHG emissions associated with potable water supply were
then calculated using California's statewide electricity intensity factors from the California
Climate Action Registry's General Reporting Protocol Version 3.1 (CCAR 2009). Statewide
electricity intensity factors were used rather than local PG&E factors because electricity used to
provide Cupertino's potable water could be provided by a mix of various utilities, particularly for
water supply that is sourced outside of the City.
SOLID WASTE SECTOR
Emission Sources
The solid waste sector includes emissions associated with solid waste disposal. During the solid
waste decomposition process, only organic materials release GHGs. Carbon dioxide emissions
are generated under aerobic conditions (i.e., in the presence of oxygen), while CH4 emissions
are generated under anaerobic conditions (i.e., in the absence of oxygen), as in many landfill
environments. Solid waste -related CO2 emissions are considered biogenic emissions that are
part of the natural carbon cycle. However, CH4 emissions have a higher GWP and are
B-6 City of Cupertino CAP I December 2014
generated as a result of controllable landfill waste management techniques, and are therefore
counted as GHG emissions within an emissions inventory. In addition, waste collection and
hauling activities (i.e., heavy-duty haul trucks) also generate GHG exhaust emissions. However,
hauling -related emissions are assumed to be included within the City's General Plan
Amendment transportation consultant's traffic model, and therefore, represented within the
Transportation Sector.
Inventory Data Sources
Solid waste generated within the City is primarily sent to the Newby Island Landfill. Annual tons
of solid waste generated by land uses (e.g., residential, commercial) and waste characterization
data (e.g., percentage of paper, plastic, green waste) were collected from CalRecycle. Historic
population data was collected from the US Census.
Inventory Methodology
The California Air Resources Board's first -order -decay methodology was used to estimate
landfill methane emissions in order to incorporate the time factor of the solid waste degradation
process, which can take decades to occur. These calculations assumed that Cupertino's solid
waste is disposed of in landfill facilities with methane capture systems in place that operate with
75% efficiency rates (per the US EPA's guidance on estimating landfill emissions). Decennial
historic population estimates were used to interpolate solid waste disposal (on a per capita
basis) from the 2010 baseline year to 1960, with the assumption that nearly 100% of the
methane generated from landfill waste is released within 50 years; therefore, solid waste
disposed more than 50 years ago would not still generate methane emissions. Annual solid
waste emissions represent a snap shot of a community's solid waste, which is decomposing at
various rates due to the different times of disposal into the landfill. This approach attempts to
quantify the annual emissions that occurred in 2010 as a result of solid waste that was disposed
of beginning in 1960 (i.e., what percentage of methane from waste disposed of in 1960 to 2010
is released in 2010?).
OFF -ROAD VEHICLES SECTOR
Emission Sources
Off -road equipment emissions are generated by fuel combustion for local construction
equipment, lawn and garden equipment (e.g., lawn mowers, leaf blowers), industrial equipment,
and light commercial equipment.
Inventory Data Sources
Data for construction, lawn and garden, industrial, and light commercial equipment were
obtained from ARB's OFFROAD2007 model, which provides county -level emissions for off -road
Appendix B — GHG Inventory and Reductions Methodology B-7
equipment. Similar to the transportation sector, these emissions are modeled with
OFFROAD2007 and not based on empirical activity data.
Inventory Methodology
As described above, OFFROAD2007 provides county -level GHG emissions for each off -road
equipment category. Cupertino's share of the County's total households and population were
calculated using 2009 ABAG estimates for 2010. These factors were then multiplied by the total
county -wide emissions per off -road source to determine Cupertino's share of the emissions.
Lawn and Garden Equipment emissions were calculated using Cupertino's share of total county
households, while the remaining off -road emissions sources were allocated using Cupertino's
share of the total county population.
Community -wide Emissions Forecast Assumptions
and Methodology
BUSINESS -AS -USUAL
The baseline inventory was used to project the future community -wide GHG emissions under a
business -as -usual (BAU) scenario. Cupertino's GHG emissions were forecast for the years
2020, 2035, and 2050 assuming that historic trends describing energy and water consumption,
vehicle miles travelled, and solid waste generation will remain the same in the future, on a per
unit basis (i.e., per resident, per employee, per service population). Therefore, emissions
forecasts demonstrate what emissions levels are likely to be under a scenario in which no
additional statewide or local actions are taken to curtail emissions growth.
Although most other cities participating in this collaborative CAP development process (i.e.,
Gilroy, Morgan Hill, San Jose, Saratoga, Santa Clara County) used Plan Bay Area growth
projections to provide regional consistency, Cupertino's General Plan was in the process of
being updated at the time of CAP development. Therefore, to ensure that the CAP covered the
same growth projections being planned for in the General Plan Amendment, the CAP used
population and employment projections that align with the General Plan's Preferred Land Use
Alternative (which was also the highest -growth alternative analyzed). These same growth
assumptions were used by the City's General Plan Amendment transportation consultant to
develop the VMT estimates used to prepare the baseline emissions inventory (as described
above). Table B-2 below presents the population and employment baseline and projection
estimates used to develop the CAP's emissions forecasts. The service population line is the
sum of population and employment. The forecasts applied different growth rates (i.e.,
population, employment, service population) to different emissions sectors, depending upon
how these factors would influence future emissions.
Population growth rates were used to forecast residential electricity and natural gas use.
Employment growth rates were used to forecast commercial/industrial electricity and natural gas
B-8 City of Cupertino CAP I December 2014
use, and off -road emissions sources. Service population growth rates were used to forecast
water consumption, wastewater generation, and solid waste generation. As described in the
transportation sector above, transportation emissions were based on estimated VMT growth as
related to the City's General Plan Amendment highest growth scenario.
20101
2020
2035
20502
Population 58,739
62,926
69,207
75,488
Employment 26,220
32,227
41,238
50,249
Service Population 84,959
95,153
110,445
125,736
2010 population and employment values from Cupertino GPA EIR Volume 1, Pg 4.11-7, Table 4.11-1 Population,
Household, and Employment Projections
3 2040 population and employment values from Cupertino GPA EIR Volume 1, Pg 3-12 were used to estimate 2050 values
Note: Linear interpolation used to calculate 2020 and 2035 values (i.e., straight line growth from 2010 to 2040)
FORECAST METHODOLOGY
The projected population and employment growth described above was used to project all non -
transportation emission sectors (i.e., energy, solid waste, water, wastewater, off -road
equipment). The following formula provides an example of how GHG emissions were projected
using average annual growth rates:
EmissionsPHY = EmissionsBASE + (EmissionsBASE x AAGR x Years)
Where:
EmissionsPHY = GHG emissions during the planning horizon year
EmissionsBASE = GHG emissions during the baseline year
AAGR = average annual growth rate (either population, employment, or service population,
as previously described)
Years = years of growth between the baseline and planning horizon year
For example, the planning horizon year 2020 emissions were projected from the baseline year
2010, which involves 10 years of growth (i.e., Years factor above). The planning horizon year
2035 involves 30 years of growth.
Appendix B — GHG Inventory and Reductions Methodology B-9
Transportation Sector
The preceding methodology was used to forecast emissions in all sectors except for
transportation emissions. For the transportation sector, the City's General Plan Amendment
transportation consultant provided buildout year 2040 VMT activity levels using the same
activity -based travel model used to develop baseline year 2013 VMT. The 2040 VMT values are
based on population and employment estimates that correlate to build out of the land uses
identified in the General Plan Amendment. Daily VMT values were converted to annual VMT
values using an annualization factor determined for each planning horizon year by the General
Plan Amendment transportation consultant. The 2020 and 2035 horizon years VMT estimates
were interpolated using the traffic consultant's 2013 and 2040 values, and 2050 horizon year
was extrapolated from these values.
Municipal Operations Inventory and Methodology
The California Air Resources Board, ICLEI — Local Governments for Sustainability (ICLEI), and
the Climate Registry (TCR) have co -developed standardized methods for quantifying and
reporting GHG emissions from local government sources. These methods are contained within
the Local Government Operations Protocol (LGOP).
As with the community -wide baseline inventory described in the preceding section, the
Cupertino municipal operations 2010 baseline inventory was developed by a different team than
that which prepared the CAP document and emissions forecasts (see the introduction to this
Appendix for further description).
EMISSIONS QUANTIFICATION METHODOLOGY
Emissions Inventory Boundaries
Establishing the boundaries of an emissions analysis is an important first step in the
greenhouse gas (GHG) inventory process. A city exerts varying levels of control or influence
over the activities occurring within its borders. A municipal GHG inventory should be defined
broadly enough to include all emissions sources that fall within the local government's direct and
indirect control. In general, the inventory should encompass sources that are within the purview
of the City's discretionary actions and regulatory authority, and can additionally include sources
of indirect emissions that can be influenced by City policies or programs, such as solid
waste reduction.
Cupertino's Organizational Boundary
Setting an organizational boundary for a GHG inventory involves identifying the facilities and
operations that are to be included. National and international GHG accounting standards define
the organizational boundary as the boundary that determines the operations owned or
controlled by the reporting entity. The City of Cupertino's municipal operations inventory
B-10 City of Cupertino CAP I December 2014
encompasses the GHG emissions resulting from actions governed directly by the local
government, such as municipal buildings, fleet, and streetlights. It should be noted that
emissions from City employee commute trips were excluded from the inventory due to the lack
of ownership of or control over the employee vehicles and employees commuting choices. This
exclusion is compatible with the guidance provided within the LGOP, in which this emissions
source can be voluntarily reported but is not required.
Scope of Emissions Sources in Cupertino
The GHG Protocol defines the operational boundary as the sum of all sources of direct and
indirect emissions that are included in the inventory. The GHG Protocol divides the operational
boundary into three different Scopes, defined as follows:
Scope 1 emissions are those that come from sources that are owned or controlled by
the reporting entity, in this case, the City of Cupertino. From the municipal perspective,
Scope 1 emissions are direct GHG emissions from sources owned or controlled by the
City within Cupertino's boundaries. Such sources include stationary emitters like
furnaces and boilers, and mobile emitters like vehicles and construction equipment.
• Scope 2 emissions are indirect GHG emissions related to the consumption of purchased
energy (i.e., electricity) that is produced by third -party entities, such as power utilities.
From the municipal perspective, the emissions associated with all electricity purchased
by the City are considered Scope 2.
• Scope 3 emissions are other indirect GHG emissions not covered by Scope 2 that are
associated with municipal activities. In a municipal inventory this generally includes
emissions occurring upstream or downstream of a municipal activity, such as the
methane emissions resulting from degradation of the City's solid waste deposited at a
landfill outside of city limits, or the electricity used to pump water to the City from
upstream reservoirs. Quantification and reporting of Scope 3 emissions is generally
considered optional, but including them in a municipal inventory is appropriate where
there is local control over an activity that has an indirect emissions reduction impact,
such as diverting waste from landfills.
The 2010 municipal operations inventory includes emissions from the following sectors:
• Facilities: This sector comprises direct stationary emissions from natural gas
combustion (Scope 1) and indirect emissions from purchased electricity for City buildings
and facilities, and City streetlights and traffic signals (Scope 2);
Vehicle Fleet: This sector includes direct emissions from fuel combustion in fleet
vehicles (Scope 1);
• Solid Waste: This sector consists of the total solid waste sent to or contained within
government -operated landfills (Scope 3), and solid waste sent to a landfill that is
generated by government -owned and/or operated facilities (Scope 3); and
Appendix B — GHG Inventory and Reductions Methodology B-11
• Water: This sector includes indirect emissions from electricity used to convey and treat
water consumed by municipal operations (Scope 2).
MUNICIPAL OPERATIONS INVENTORY METHODOLOGY BY SECTOR
Facilities
The Facilities sector comprises the Building Energy and Public Lighting subsectors. Building
Energy emissions were calculated using metered electricity and natural gas activity data from
the buildings and facilities operated by the City of Cupertino and 2010 emission factors. The
activity data and emission factors were provided by PG&E. The Public Lighting subsector
includes electricity consumption from City -operated streetlights, traffic lights, and other outdoor
lighting operated by the City. Emissions were calculated using activity data from the streetlight,
traffic light, and other outdoor lighting meters and 2010 emission factors. The activity data and
emission factors were provided by PG&E, which were entered into ICLEI's CACP software.
Vehicle Fleet
This sector includes emissions from on -road and off -road fuel consumption from vehicles
operated by the City of Cupertino, including the City vehicle fleet. Fleet data and fuel usage data
was provided by the City. Relevant emission factors contained in ICLEI's CACP software were
applied to both gasoline and diesel fuel quantities to obtain emissions estimates.
Solid Waste
The Solid Waste sector comprises the Municipal Operations and Landfill subsectors. The
Municipal Operations subsector includes landfill methane emissions produced by solid waste
generated by City government facilities. Municipal solid waste and recycling volume data was
provided for each City facility. Emission factors for various waste categorization types contained
in ICLEI's CACP software were used to quantify GHG emissions associated with municipal
solid waste.
Water
This sector comprises electricity consumed by the City's water delivery subsector. The activity
data were provided by each City facility. Emission factors contained in ICLEI's CACP software
were used to estimate GHG emissions associated with municipal water consumption.
B-12 City of Cupertino CAP I December 2014
Municipal Operations Emissions Forecast
Assumptions and Methodology
FORECAST METHODOLOGY
While standardized methods for quantifying baseline local government operations emissions are
provided within the LGOP, the LGOP does not provide guidance on developing future -year
emissions forecasts. For this reason, the CAP project team utilized a growth estimation
methodology based on methods used frequently within city fiscal impact analyses. Rather than
assuming that each emissions sector will increase at a one-to-one ratio with new population and
employment growth, the analysis assumes that a portion of each sector's activity is independent
and not influenced by growth. To reflect this assumption, the analysis estimates the degree of
independence or dependence (expressed as a variable percentage) for each sector. The higher
the percentage the more closely correlated the growth in emissions is to the growth in
population and employment (referred to as service population). The factors used within the CAP
are presented below in Table B-3.
Table B-3
Sector Activity Growth Variable
Sector/Subsector Variable
Factors
Variable Factor
Facilities
Building Energy
40%
Public Lighting
40%
Vehicle Fleet
60%
Solid Waste
40%
Water Services
100%
Municipally -generated waste, building energy, and public lighting factors are 40% based on the
understanding that future city growth will not create much additional need for City administrative
operations, and since the growth is of an infill nature it is unlikely that public lighting needs will
greatly increase (i.e., extensive new roads constructed that require net new street light
installations). The vehicle fleet factor is 60% based on the assumption that the infill growth will
generate only a small increase in the need for additional City vehicle use (e.g., code
enforcement, parks department). The solid waste sector applies a 40% factor based on the
assumption that growth in the community's service population would not directly result in
proportional increases in municipal solid waste generation. Rather it assumes marginal growth
in new City employees who would generate additional waste. The water sector conservatively
used a 100% factor based on the assumption that treating and pumping demand will likely grow
in close parallel to service population growth. However, given the relatively small contribution of
water emissions to the City's baseline inventory, even a 40% factor as applied to other sectors
would result in nearly identical emissions as when using a 100% factor.
Appendix B — GHG Inventory and Reductions Methodology B-13
Additionally, the analysis applied service population factors to identify the amount of emissions
likely generated by an additional resident and employee. A residential factor of 100% and an
employment factor of 50% were utilized. The lower employment factor serves to reduce the
overall service population growth factor, and reflects the reality that the average resident
demands considerably more services than the average non-resident employee. Table B-4
demonstrates how these factors dampen the service population growth rate to create the
weighted service population values that from the basis for the forecast's growth rate estimates.
The application of the sector variable factors and the residential and employment factors
provide a more nuanced method for estimating municipal operations growth. Using this method,
emissions forecasts were developed for 2020, 2035, and 2050.
B-4
Residential and
EmploymentTable
Population
2010
2020 2035
2050
Service
Service
Service
Service
Value
Factor
Value
Factor
Value
Factor
Value
Factor
Population
58,739
1.0
62,926
1.0
69,207
1.0
75,488
1.0
Employment
26,220
0.5
32,227
0.5
41,238
0.5
50,249
0.5
Service Population
84,959
95,153
110,445
125,737
Weighted Service
71,849
79,040
89,826
100,612
Population
Weighted Service
Population Annual Growth
-
-
2010-2020
1.00%
2020-2035
0.91 %
2035-2050
0.80%
Rate
Note: See Table B-2 for sources of population and employment values
Similar to the community -wide emissions forecast methodology described in the previous
section, the municipal operations emissions were forecasted using the following formula:
EmISSIonSPHy = EmISSIonSBASE + (EmissionsBASE x SPWEIGHTED X VF x Years)
Where:
EmissionsPHY = GHG emissions during the planning horizon year
EmissionsBASE = GHG emissions during the baseline year
SPwEIGHTED = weighted service population annual growth rate from Table B-4
VF = variable factor from Table B-3
Years = years of growth between the baseline and planning horizon year
B-14 City of Cupertino CAP I December 2014
Emissions Reduction Estimates Methodology
This section of the appendix summarizes the methodology for quantifying the greenhouse gas
(GHG) reductions estimates resulting from implementation of the local CAP measures.
Calculations and/or background information are shown for horizon year 2020 (unless otherwise
stated). Supporting tables may show reduction totals that vary slightly from those presented in
the CAP due to rounding.
BASELINE AND MITIGATED SCENARIOS
Many of the emissions reduction calculations described throughout this section are based on a
baseline scenario (e.g., how much energy would be consumed if the measure is not
implemented) and a mitigated scenario (e.g., how much energy would be consumed if the
measure is implemented). The difference between the baseline and mitigated scenarios
represents the measure's reduction potential (i.e., baseline scenario - mitigated scenario =
reduction potential).
The baseline energy use scenarios were calculated by multiplying the total housing units or
square footage (shown in Tables B-7 and B-8 below) by climate zone -specific energy
consumption factors (shown in Tables B-9 and B-10 below). Mitigated energy savings estimates
were based on outputs from Lawrence Berkeley Laboratory's Home Energy SaverTm building
energy modeling software, unless otherwise stated. As with the baseline calculations, total
energy savings were calculated by multiplying the total units or square footage by participation
rates assumed for each measure (shown as Progress Indicators in the CAP) by mitigated
energy consumption factors.
Mitigated energy savings were then subtracted from baseline energy use levels to derive the
total energy savings associated with the measure. These energy savings (expressed as kWh
and therms) were multiplied by energy emissions factors expressed as MT CO2e/kWh and MT
CO2e/therm. The electricity emissions factor used in these calculations was PG&E's 2020
estimated emissions factor (unless otherwise stated), which takes into account compliance with
the Renewable Portfolio Standard and PG&E's own de -carbonizing activities (e.g., shifting
energy purchases from coal-fired power plants to cleaner, natural gas plants). The natural gas
emissions factor comes from the US Energy Information Administration. These mitigated
scenario energy emissions factors are shown in Table B-5. Emissions reduction estimates were
calculated by multiplying the total energy savings by their associated emissions factors, and
then adding the electricity and natural gas emissions reductions together for total emissions
reductions expressed as MT COZe/yr.
Appendix B — GHG Inventory and Reductions Methodology B-15
Energy Type I Metric Tons CO2e/kWh I Metric Tons CO2e/therm
Electricity'
Natural Gas
11011Z17111IN
0.005303
' http://www.pge.com/includes/docs/pdfs/shared/environment/calculator/pqe qhq emission factor info sheet.pdf; see Table B-6
below for emissions factor inputs
Table
Electricity Emissions
B-6
Factor Inputs
Value
Unit
GWP3
CO2
0.131'
MT CO2/MWh
1
N20
0.0000032
MT N20/MWh
298
CH4
0.0000132
MT CH4/MWh
25
Total
0.132
MT CO2e/MWh
1
' Source (CO2 EF):
http://www.pge.com/includes/docs/pdfs/shared/environment/calculator/pqe qhq emission factor info sheet.pdf
2 Source (NZO and CH4 EF): http://www.epa.gov/cleanenergy/documents/egridzips/eGRID 9th edition V1-
0 year 2010 Summary Tables.pdf
' Source (GWP - 100-yr): http://www.ipcc.ch/publications and data/ar4/wg1/en/ch2s2-10-2.html
BASELINE BUILDING INVENTORIES
For purposes of establishing the baseline energy use scenarios (from which the future mitigated
scenario was developed), the City's electricity and natural gas consumption were modeled per
land use type. This allowed application of local CAP measures to specific portions of the
community (e.g., single-family homes, warehouses). The selected land use types correspond to
those used in the California Energy Commission's Residential Appliance Saturation Survey and
Commercial End Use Surveys, which describe energy consumption levels by building type
across the state's various climate zones. Use of this type of granular data helped to make the
emissions reduction estimates as closely applicable to Cupertino's local climate, as opposed to
using more generalized assumptions, such as average California household electricity use or
national -level data.
Residential land use types included single family -detached and —attached, 2-4 unit multi -family
properties, 5+ unit multi -family properties, and mobile homes. Data from the Department of
Finance's Table E-5 was used to estimate the future proportion of total residential units within
these land use types based on the city's 2010 ratios as shown in Table B-7. These ratios were
B-16 City of Cupertino CAP I December 2014
then held constant through 2020 and 2035 reduction estimates, by multiplying the estimated
total housing units in those years by these housing type ratios. This approach is consistent with
the business -as -usual methodology used when developing the emissions inventory forecasts.
Total I Detached I Attached 1 2 — 4 Unit 1 5+ Unit I Mobile Home
Units 1 21,027 1 12,060 1 2,557 1 1,988 1 4,422 1 0
% of Total 1 100% 1 57.4% 1 12.2% 1 9.5% 1 21.0% 1 0.0%
Source: California Department of Finance, Table 2: E-5 City/County Population and Housing Estimates, 4/1/2010
Finding accurate data on the square footage of existing non-residential buildings in a community
is typically more challenging than finding existing housing unit data, since there is no state
database or annual report on this metric (at the city -specific level). Therefore, non-residential
square footage estimates were collected from the City's General Plan Amendment
Environmental Impact Report (EIR) and used as a proxy for the CAP's 2010 baseline year. The
General Plan's buildout year estimates for 2040 were also used. Estimates for 2020 and 2035
were calculated using an average annual growth factor between the 2010 and 2040 values.
Table B-8 shows the non-residential square footage estimates used to calculate the emissions
reduction baseline and mitigated scenarios.
Land Use Type Built/Approved New from GPA Total in 2040 Average Annual
(square feet) (square feet) (square feet) Growth/yr
Office 8,929,774 4,040,231 12,970,005 1.7%
Commercial 3,729,569 1,343,679 5,073,248 1.3%
Source: City of Cupertino General Plan Amendment, Housing Element Update, and Associated Rezoning EIR,
Volume I, Pg 3-13, Table 3-2 Summary — All Project Components Development Allocations
Data from the real estate analysis company Co -Star was also collected as part of the regional
climate action planning project in which Cupertino was a participant. This data identified a 2010
baseline in non-residential area of approximately 14.4 million square feet, or 14% greater than
the estimate provided in the City's General Plan EIR. In order to make the most conservative
CAP reduction estimates, the values found in the EIR were used. This means that measures
estimating commercial energy savings were applied to a smaller population group (i.e., square
footage of commercial space) than might actually exist, resulting in lower, or more conservative,
reduction estimates. CAPs are inherently based on numerous assumptions,
Appendix B — GHG Inventory and Reductions Methodology B-17
and it is industry practice to make more conservative assumptions when possible to avoid over-
estimating the reduction potential of measure implementation.
BASELINE ENERGY USE BY BUILDING TYPE
As mentioned above, the baseline energy consumption scenarios were modeled using data
from the CEC's reports. Baseline residential energy consumption levels (i.e., kWh/unit,
therms/unit) were modeled by land use type using the CEC's Residential Appliance Saturation
Study (RASS) data for Forecast Climate Zone 5 (see Table B-9). The housing types
nomenclature used in the RASS does not exactly align with the terminology used in the DOF's
housing estimate data shown in Table B-1, so "Single Family" in Table B-3 includes "Detached"
units from Table B-1, while "Townhome" includes "Attached" units.
Baseline Residential Energy
Housing Type
Table B-9
Consumption by Housing Type in
kWh/unit/year
Forecast Climate Zone 5
therms/unit/year
Single -Family
6,138
691
Townhome
3,815
402
2-4 Unit Apartment
3,418
376
5+ Unit Apartment
3,466
245
Source: 2009 California Residential Appliance Saturation Study, Prepared for California Energy Commission,
Prepared by KEMA, Inc., October 2010
Baseline commercial energy consumption levels (i.e., kWh/sqft, kBTU/sqft) were identified by
land use type using the CEC's Commercial End Use Survey (see Table B-10).
Housing Type I kWh/square foot/year I kBTU/square foot/year
Large Office 115.25 1 23.28
Retail
12.65 1 5.51
Source: California Commercial End -Use Survey, Prepared for California Energy Commission, Prepared by Itron,
Inc., March 2006
DEMOGRAPHIC PROJECTIONS
Population, employment, and housing unit estimates were also prepared to support calculations
for certain reduction measures. Table B-11 presents these values and their sources.
B-18 City of Cupertino CAP I December 2014
2010 1 2035 2040
Population 1 58,73911 62,926 1 69,207 71,3002
Employment 26,220� 32,227 41,238 44,2422
Housing Units 21,027 22,625 25,021 25,8202
12010 population and employment values from Cupertino GPA EIR Volume 1, Pg 4.11-7, Table 4.11-1 Population,
Household, and Employment Projections
22010 housing unit value from California Department of Finance, Table 2: E-5 City/County Population and Housing Estimates,
4/1 /2010
32040 population, employment, and housing unit values from Cupertino GPA EIR Volume 1, Pg 3-12
Note: Linear interpolation used to calculate 2020 and 2035 values (i.e., straight line growth from 2010 to 2040)
Community -wide Measures
C-E-1 ENERGY USE DATA ANALYSIS
This measure estimates the emissions reductions resulting from implementation of an advanced
building energy management program to identify building optimization opportunities in system
maintenance and operational controls. The calculations were based on electricity and natural
gas use forecasts by land use type. Each land use type's total energy use was then multiplied
by the end -use appliance and equipment ratios per the CEC's Commercial End Use Survey and
Residential Appliance Saturation Study. This established the baseline scenario for energy use
by land use type and end use.
The mitigated scenario was developed by applying varying energy savings to end use
equipment in the baseline scenario. The assumed energy savings potential was based on a
presentation from First Fuel, a building -energy analytics company that specializes in identifying
low- or no -cost building energy optimization improvements.
The following end uses were assumed to realize 20% electricity savings in non-residential land
uses through implementation of this measure:
■ Cooling
■ Exterior Lighting
■ Heating
■ Interior Lighting
■ Office Equipment
■ Ventilation
Appendix B — GHG Inventory and Reductions Methodology B-19
The following end uses were assumed to realize 20% electricity savings in single-family
residential land uses through implementation of this measure:
■ Convention Heaters
■ Auxiliary Heaters
■ Central Air Conditioning
■ Room Air Conditioners
■ Outdoor Lighting
C-E-2 RETROFIT FINANCING
This measure estimates the reduction in energy -related emissions (i.e., electricity and natural
gas) resulting from retrofitting existing residential units and commercial properties. The measure
includes retrofitting both residential and commercial properties based on pre -defined packages
of energy efficiency retrofits. The basic retrofit package includes installation of high -efficiency
light bulbs, ductwork sealing, and installation of programmable thermostats. The comprehensive
retrofit package additionally includes gas water heater upgrades, gas furnace upgrades, attic
insulation, and building envelope sealing/weatherization. Reduction estimate calculations for
this measure included energy savings associated with past installation of utility -sponsored
retrofit programs and estimates for similar types of retrofits.
PG&E provided energy savings related to residential and commercial efficiency programs that
were installed in Cupertino homes and businesses between 2010 (the CAP's baseline year) and
the second quarter of 2014 (the most current data available at the time of plan preparation).
This data identified the following utility program -related energy savings within the Cupertino
community, which were multiplied by the mitigated scenario emissions factors shown in Table
B-5 to calculate associated emissions reductions:
Residential
Commercial
Total
Reductions
(MT CO2e/yr)
kWh/yr
3,799,126
19,401,506
23,200,632
3,062
therms/yr
12,596
621,618
634,214
3,363
Total
-
-
-
6,425
Source: PG&E, 2014
In addition to these past reductions that have already been realized since the CAP's 2010
baseline year, this measure estimates additional future building retrofits that could be
implemented by 2020. As described in Measure C-E-2 and C-E-3, there are several retrofit -
oriented programs available to Cupertino residents, which could drive this future participation. It
is likely that utility -sponsored programs will continue into the near future, through Energy
B-20 City of Cupertino CAP I December 2014
Upgrade California or similar programs. The City plans to continue its Green@Home and
GreenBiz programs, which offer additional incentives to make energy- and water -saving
retrofits. The City is also a participating member of the CaliforniaFIRST PACE program, which
provides funding for commercial, industrial, and multi -family retrofit and renewable energy
projects, with plans to roll out financing opportunities to single-family residents in the near
future. Finally, Measure C-E-3 directs the City to partner with the local Realtor community to
develop and implement an aggressive home and commercial building retrofit outreach
campaign to advertise available financing/funding opportunities and provide local examples of
retrofit energy and water savings for various property types. Based on comments from Realtor
representatives who participated in a CAP focus group meeting, residential turnover is
approximately 3% per year in Cupertino. The homeowner outreach program was devised as a
point -of -sale strategy, so approximately 15% of Cupertino housing units could be introduced to
the program by 2020. The CAP estimates that participation in all of these various retrofit -related
programs could result in an additional 8% of housing units pursuing some type of energy -retrofit
installation, with 5% of residential units pursuing a comprehensive package, as described
above, and 3% pursuing a basic retrofit package. It also assumes that 7% of non-residential
properties pursue comprehensive retrofit packages.
This additional level of participation in retrofit programs is estimated to provide reductions of an
additional 1,727 MT CO2e/yr, as shown in the table below, for total measure reductions of
approximately 8,150 MT CO2e/yr.
kWh/yr
therms/yr
Total
Reductions
(MT CO2e/yr)
4,183,460 1 552
Source: AECOM SSIMeTm Building Energy Analysis, 2014
221,618 1 1,175
C-E-5 COMMUNITYWIDE SOLAR PHOTOVOLTAIC DEVELOPMENT
1,727
This measure estimates the reduction in electricity -related emissions resulting from installation
of grid connected photovoltaic (PV) systems in residential and commercial uses. The measure
uses National Renewable Energy Laboratory (NREL) solar insolation data specific to the City's
geographic location and climate to estimate future PV-related reductions, or conversion of
kilowatt hours to MT CO2e/yr in instances when a solar analysis has calculated potential
electricity generation rates.
This measure considers reductions resulting from solar PV systems installed community -wide
from 2010-2014, the planned solar generation potential related to the Apple 2 Campus project,
Appendix B — GHG Inventory and Reductions Methodology B-21
the anticipated municipal solar installations (described in Measure M-F-2), and potential
additional community -wide installations to occur by 2020.
Similar to the retrofit -related energy savings described in Measure C-E-2 above, PG&E also
provided data on the amount of solar PV generation capacity installed community -wide from
2010-2014. Based on this data, approximately 5.5 MW of solar capacity were installed during
that timeframe.
Based on the Draft EIR prepared for the Apple 2 Campus project, the new facility will
incorporate approximately 650,000 square feet of solar panels capable of generating
15,000,000 kilowatt hours per year (kWh/yr).
The City has prepared solar reports to study the potential of municipal solar PV systems on City
buildings/property, and has selected five viable sites for future installations. These systems
combined would generate approximately 820,000 kWh/yr.
In addition, currently available tax credits, utility rebates, and financing programs make solar PV
installations increasingly economically viable, which will likely lead to additional residential and
non-residential installations in the future. PG&E is also beginning to implement its community
shared solar program to further encourage development of local solar PV systems and
participation in their development through purchase programs that sell the generated electricity
locally. Therefore, the CAP conservatively assumed installation of another 1.5 MW of solar PV
capacity by 2020 (i.e., in addition to the capacity installed since 2010, the planned Apple 2
Campus system, and the City's five planned municipal systems). This conservative estimate
takes into account the gradual phase -out of California utility -funded solar incentive programs.
Where only generation capacity (e.g., kW, MW) was known or estimated, total installed
capacities were multiplied by NREL solar insolation data to calculate total kWh of electricity
generation potential. This total was then multiplied by the mitigated scenario emissions factor
shown in Table B-5 to calculate the GHG emissions that would be offset by installation of the
assumed PV systems. Where total generation potential was known, that amount of electricity
was simply multiplied by the mitigated scenario emissions factor to calculate associated
reductions.
The table on the following page demonstrates the inputs and calculations.
B-22 City of Cupertino CAP I December 2014
Generation Capacity
Generation Potential
Reductions
(MW)
(kWh/yr)
(MT CO2e/yr)
Past Installations —
5.5'
9,470,0002
1,250
2010-2014
Future Installations —
1.5
2,580,0002
341
2015-200
-
Apple 2 Campus
15,000,000'
1,980
Municipal Solar Projects
820,0004
108
-
Total
3,679
PG&E, 2014
2 Calculated using NREL factors shown in table below
3 Apple 2 Campus Project EIR, Pg 506 Renewable Energy Generation
° Solar Feasibility Study for the City of Cupertino, Prepared by Optony, Inc, December 2012
The table below demonstrates the assumptions used to convert solar PV system installed
capacity to electricity generation potential, based on solar insolation data specific to Cupertino
provided by NREL. While the table shows efficiency and area assumptions, these specific
assumptions are not important to the calculation since they are directly related. That is, if the
installed system's efficiency is greater than 15%, then the required system area can be reduced
to generate the same amount of electricity. Conversely, if the system is less efficient, then a
greater installation area would be required to generate the same amount of desired electricity.
Generation
Watts/square
Area
Electricity
Potential
foot
Efficiency
(square feet)
kWh/sgft/day'
Generated
(MW)
(kWh/yr)
1.5
15
15%
100,000
0.47
2,583,912
5.5
15
15%
366,667
0.47
14,527,329
Solar Insolation data: National Renewable Energy Laboratory Renewable Resource Data Center, 2011
C-E-6 COMMUNITY -WIDE SOLAR HOT WATER DEVELOPMENT
This measure quantifies natural gas -related emissions reductions resulting from the installation
of solar hot water heaters in residential units. Baseline water heating -related natural gas
consumption levels per residential unit type were identified using CEC's Residential Appliance
Saturation Survey data for Forecast Climate Zone 5. In addition, CEC data identifies the energy
savings potential of solar hot water heaters for specific climates in California. The measure
assumes that 47-63% of water -heating natural gas can be reduced through the use of solar hot
water heaters, depending on the performance of the system and the building type in which it
is installed.
Appendix B — GHG Inventory and Reductions Methodology B-23
Current utility -rebate programs have had little impact at broadly attracting solar hot water
system users (e.g., California Solar Initiative — Thermal Program). This is possibly due to a
combination of system expense and relatively cheap natural gas prices applicable to traditional
hot water heater systems. However, the state's utilities have begun implementing more
aggressive solar hot water pilot programs to identify the incentive levels at which participation
begins to improve, and these programs may be expanded beyond pilot studies in the future.
Therefore, the CAP assumed zero solar hot water installations would occur community -wide
prior to 2020, but that participation would begin to occur by the 2035 target year. The CAP
assumes that 5% of residential units and 5% of non-residential square footage will install (or
have access to) a solar hot water heater by 2035.
The table below demonstrates the assumptions used to convert estimated solar hot water
system installations to total therms or kBTU savings. Therms saved are then multiplied by the
mitigated scenario emissions factor shown in Table B-6 (kBTU were first converted to therms
and then multiplied by the emissions factor).
Residential
Land Uses
Hot water
Energy
Participation
Total
Property
Units
heater energy
2 Savings
Solar Fraction
Rate
Savings
Type
(2035)
per unit
per unit
°
(/° of units)
(therms/yr)
(therms/yr)'
(therms/yr)
Single-
Family
15,110
169
70% 118.04
5%
89,180
Townhome
2,653
146
70% 102.44
5%
13,591
2-4 Unit
Apartment
2,093
116
64% 74.22
5%
7,766
5+ Unit
ApartmentCommercial
5,154
72
64% 45.93
Land Uses
5/° °
11,837
Square
Hot water
Energy
Solar Water
Participation
Total
Property
Footage
heater energy
Savings
Heater
Rate
Savings
Type
(2035)
per SF
2 per SF
Effectiveness
(% of square
(kBTU/yr)
(kBTU/yr)'
(kBTU/yr)
footage)
Large
Office
12,670,729
1.781
30% 0.53
5%
338,461
Retail
4,973,716
1.040
30% 0.31
5%
77,602
Baseline Hot Water Natural Gas Consumption: Residential Appliance Saturation Survey, CEC, 2010; California
Commercial End -Use Survey, CEC, 2006
2 Solar Fraction: Solar Water Heating CEC 2013 Title 24 Pre-rulemaking Workshop, California Energy Commission,
June 9, 2011; Solar Insolation: National Renewable Energy Laboratory Renewable Resource Data Center, 2011
B-24 City of Cupertino CAP I December 2014
C-E-7 COMMUNITY CHOICE ENERGY OPTION
The CAP explored several long-term reduction opportunities that were analyzed for the potential
impact on the 2035 target, but were assumed to be infeasible for full implementation by the
2020 target year. One option explores community -wide participation in a community choice
energy (CCE) district.
The measure assumes that by 2035, 75% of the community would voluntarily participate in a
CCE district in which they purchase 100% emissions -free electricity. The Marin Clean Energy
District currently provides electricity to 75% of its service population, so this participation rate
was used as a best estimate for what might be possible in Cupertino at full program
implementation.
Total electricity consumption projected for the 2035 horizon year was multiplied by the
participation factor of 75% and then multiplied by PG&E's estimated 2020 electricity emissions
factor (see Table B-6) to calculate the total GHG emissions that would be avoided by CCA
participation. Calculation inputs are shown in the table below.
End User
kWh/yr
Participation Rate
Emissions Reductions
(MT CO2e/yr)
Residential
147,189,027
75%
14,571
Commercial / Industrial
431,644,101
75%
42,732
C-T-3 TRANSPORTATION DEMAND MANAGEMENT
This measure estimates the impact of transportation demand management programs designed
to reduce single occupancy vehicles trips through commuter benefit programs as directed
through SIB 1339 and planned for at the new Apple 2 Campus project (per the project's EIR
analysis). The estimated vehicle trip reductions were developed based on research available
regarding the efficacy of various transportation demand management program options. The
calculations assume implementation of rideshare/vanpool programs, telecommuting/alternative
work schedules, and subsidized transit fares.
This measure assumes the following level of performance from each transportation demand
management components. It is estimated that the enhanced rideshare program would yield a
3% reduction in auto commute trips. The telecommuting program would reduce auto commute
trips by 2%. Subsidized transit passes at $40 per month program would reduce auto commute
trips by 5%. Cumulatively the TDM program would achieve a 10% reduction in auto commute
trips. These reductions were estimated by reviewing relevant TDM literature and case studies
from existing TDM programs.
Appendix B — GHG Inventory and Reductions Methodology B-25
Rideshare promotion — A study conducted by Reid Ewing concluded that ridesharing
programs can reduce daily vehicle commute trips to specific worksites by 5-15%, and up to 20%
or more if implemented with parking pricing. This measure assumes 3% of commute trips
shifted from single -occupancy vehicle (SOV) to other modes.
Telecom muting/alternative work schedule — A Center for Urban Transportation Research
survey found vehicle trips reduced by up to 8% if 50% of employees are participating in
alternative work programs, making it among the most effective commute trip reduction
strategies considered in that study. A National Association of Regional Councils analysis
estimates that compressed work weeks can reduce up to 0.6% of VMT and up to 0.5% of
vehicle trips in a region. This measure assumes telecom muting/compressed work will result in
an additional 2% of commute trips shifted from SOV to other modes (when combined with the
other identified TDM programs).
Subsidized transit fares — Various studies of the impact of subsidized transit passes indicate
reductions in drive -alone mode share of 4% to 42%, with an average reduction of 19%. This
measure estimates an additional reduction in vehicle trips from transit pass subsidies of 5%
(when combined with the other identified TDM programs).
The measure calculated a baseline scenario in which travel patterns remained constant from
2010 to 2020, and a mitigated scenario in which employees voluntarily participated in the TDM
program offerings available at their jobs. The VMT difference in these two scenarios was used
to calculate the estimated GHG emissions reduction attributed to implementation of this
measure.
The baseline scenario assumes that 80% of vehicle trips in Cupertino are made in single -
occupancy vehicles (per 2010 Census data). It also assumes that the average commute length
is 15 miles (one way). It also assumes 255 commute days per year (five days per week, minus 5
holidays). Finally, it assumes that 3,200 employees community -wide will participate in
ridesharing, telecommuting/alternative work schedule, or subsidized transit fares by 2020,
representing approximately 10% of the 2020 estimated workforce. Apple already offers a
comprehensive TDM program to its current employees in Cupertino. Per the Apple 2 Campus
Project Draft EIR, these TDM programs would be offered to the 9,356 net new employees at the
project site, along with expanded TDM offerings. The TDM program expansion would include
increased Apple Transit service to additional geographic areas and with increased frequency, as
well as mass transit shuttle links to expand current shuttle service to future high -capacity
corridors, such as VTA BRT lines, electrified Caltrain lines, and Santa Clara BART extensions
(Apple 2 Campus Project Draft EIR, pg 515). The CAP conservatively estimates that 10% of its
employed population will have access to TDM programs, though it is likely that a higher
proportion will ultimately have access to such programs following completion of the Apple 2
Campus project.
All of these factors were multiplied to establish a baseline annual VMT associated with SOV
commuting. The VMT reduction rates described above were applied to this SOV VMT value to
B-26 City of Cupertino CAP I December 2014
determine the annual VMT reduction associated with implementation of this measure. The
reduction was expressed as a percentage of total community -wide VMT, and then applied to
fuel consumption estimates from the 2020 emissions projections. The result was total gasoline
and diesel fuel consumption that would be reduced as a result of this measure, which were then
multiplied by emissions factors provided by the California Air Resources Board EMFAC model
to estimate total GHG emissions reductions. The following table shows the values and inputs
used to calculate emissions associated with implementation of this measure.
Percent Reduction in VMT from Implementation of TDM Measures
VMT Split by Vehicle Fuel Type
Reduction in Total VMT by Vehicle Fuel Type
Gasoline
Diesel
Gasoline
Diesel
Reduction in
90.5%
9.5%
0.54%
0.06%
Total VMT
2020 Mitigated Scenario — Vehicle Miles Traveled and Emissions
Weighted
Emissions Factors
Average
Community
Fuel
Fuel
Total
Travel
Efficiency
Consumption
CO2
N20
CH4
Emissions
(miles)
(mi/gal)
(gallons)
(g/gal)
(g/mi)
(g/mi)
(MT CO2e/yr)
Gasoline
VMT (miles)
289,983,711
21.8
13,302,005
8,565
0.0700
0.0620
120,352
Diesel
30,440,279
9.3
3,273,148
10,007
0.0500
0.0420
33,234
VMT (miles)
Total
320,423,990
16,575,153
153,586
Calculation of VMT, Fuel Consumption, and GHG Emission Reduction from TDM Measures
Community Travel
Fuel Consumption
Total Emissions
(miles)
(gallons)
(MT CO2e/yr)
Gasoline
VMT (miles)
1,734,575
79,568
720
Diesel
182,082
19,579
199
VMT (miles)
Total
1,916,657
99,146
919
Reference sources for VMT reduction assumptions related to implementation of TDM programs
included:
■ Bryon York and David Fabricatore, 2001, Puget Sound Vanpool Market Assessment,
www.wsdot.wa.gov
■ Philip Winters and Daniel Rudge 1995 , Commute Alternatives Educational
Outreach, www.cutr.eng.usf.edu
■ Reid Ewing, 1993, TDM, Growth Management, and the Other Four Out of Five Trips.
Appendix B — GHG Inventory and Reductions Methodology B-27
B-28
■ Alyssa Freas and Stuart Anderson, 1994, Effects of Variable Work Hour Programs
on Ridesharing and Organizational Effectiveness, Transportation Research Record
1321
■ Center for Urban Transportation Research, 1998, A Market -Based Approach to Cost -
Effective Trip Reduction Program Design,
http://ntl.bts.gov/lib/3000/3600/3633/cashdoc.pdf
■ Apogee, 1994, Costs and Cost Effectiveness of Transportation Control Measures; A
Review and Analysis of the Literature, National Association of Regional Councils,
www.narc.org
■ Amy Ho and Jakki Stewart , 1992, "Case Study on Impact of 4/40 Compressed
Workweek Program on Trip Reduction," Transportation Research Record 1346, pp.
25-32
■ Genevieve Giuliano, 1995, "The Weakening Transportation -Land Use Connection,
ACCESS, Vol. 6, University of California Transportation Center, Spring 1995, pp. 3-
11
■ Santa Clara Valley Transportation Authority , 1997, Eco Pass Pilot Program Survey
Summary
■ King County Metro, 2000, FlexPass: Excellence in Commute Reduction, Eight Years
and Counting, www.commuterchallenge.org/cc/newsmar01 flexpass.html
■ Christopher White, Jonathan Levine, and Moira Zellner ,2002, Impacts of an
Employer -Based Transit Pass Program: The Go Pass in Ann Arbor, Michigan,
www.apta.com/research/info/briefings/documents/white.pdf
■ Jeffrey Brown, Daniel Baldwin Hess, and Donald Shoup, 2003, Fare -Free Public
Transit at Universities,
http://shoup.bol.ucla.edu/FareFreePublicTransitAtUniversities.pdf
■ University of Washington Facilities Services, The U-PASS Online and Telephone
Survey Report , 2006,
www.washington.edu/commuterservices/programs/upass/reports.php
■ Comsis Corporation , 1993, Implementing Effective Travel Demand Management
Measures: Inventory of Measures and Synthesis of Experience, USDOT and Institute
of Transportation Engineers (www.ite.org), www.bts.gov/ntl/DOCS/474.html
■ Victoria Transport Policy Institute 2009, Trip Reduction Tables,
http://www.vtpi.org/tdm/tdm4l.htm
■ Victoria Transport Policy Institute 2008, Transportation Elasticities,
http://www.vtpi.org/elasticities. pdf
City of Cupertino CAP I December 2014
C-T-7 COMMUNITY -WIDE ALTERNATIVE FUEL VEHICLES
This measure estimates the reduction in vehicle emissions resulting from a community -wide
shift towards alternative -fueled vehicles. Based on automobile industry projections and other
market absorption studies, assumptions for the potential vehicle fleet transition towards
alternative -fuels by 2020 were developed. These assumptions estimate a shift from gasoline
and diesel passenger and light duty vehicles to plug-in hybrid electric vehicles (PHEV) and
compressed natural gas (CNG) vehicles.
The calculations used the community's 2020 vehicle miles travelled (VMT) estimates to develop
a baseline scenario for community -wide transportation emissions (based on the same
assumptions used to develop the transportation sector emissions inventory). This scenario
includes assumptions for VMT by fuel type (e.g., gasoline, diesel, CNG) and by vehicle class
(i.e., passenger cars, light duty trucks, medium duty trucks, heavy duty trucks, buses,
motorcycles). Emission factors for the transportation sector were obtained from the California
Air Resources Board's (ARB) EMFAC model, which is a mobile source emission model for
California that provides vehicle emission factors by both county and vehicle class. Santa Clara
County -specific emission factors were used in this calculation. The mitigated scenario includes
assumptions for how VMT by fuel type and by vehicle class would begin to shift from one type to
another. For example, it assumes that 5% of gasoline passenger cars switch to plug-in hybrid
electric vehicles by 2020. Emissions factors for alternative -fueled vehicles were collected from
academic studies, industry sources, the US Energy Information Administration, and other
agencies. The mitigated scenario vehicle emissions were subtracted from the baseline scenario
to estimate the GHG emissions reduction potential of the community -wide shift toward
alternative -fueled vehicles described in the measure. The following table identifies the fuel
switch -by -vehicle type assumptions used to calculate reductions from this measure.
Fuel Switch Assumptions
Baseline Fuel and Switch
Percent VMT Switch
From Gasoline To:
Gasoline Passenger Cars
5%
Diesel
0%
CNG
0%
BEV
0%
PHEV
5%
Gasoline Light Duty Trucks
5%
Diesel
0%
CNG
0%
BEV
0%
PHEV
5%
Gasoline Medium Duty Trucks
0%
Diesel
0%
CNG
0%
Appendix B — GHG Inventory and Reductions Methodology B-29
BEV
0%
PHEV
0%
Gasoline Heavy Duty Trucks
3%
Diesel
0%
CNG
3%
BEV
0%
PHEV
0%
From Diesel To:
Diesel Passenger Cars
5%
Gasoline
0%
CNG
0%
BEV
0%
PHEV
5%
Diesel Light Duty Trucks
0%
Gasoline
0%
CNG
0%
BEV
0%
PHEV
0%
Diesel Medium Duty Trucks
0%
Gasoline
0%
CNG
0%
BEV
0%
PHEV
0%
Diesel Heavy Duty Trucks
3%
Gasoline
0%
CNG
3%
BEV
0%
PHEV
0%
Diesel Buses
60%
Gasoline
0%
CNG
40%
BEV
0%
PHEV
20%
C-W-1 SB-X7-7
Senate Bill X7-7 established a goal to reduce per capita water consumption by 20% by
December 31, 2020. In order to calculate the water savings and emission reductions associated
with implementation of SB X7-7, the baseline year's total water consumption was divided by the
City's baseline population to determine the baseline per capita water consumption rate in units
of million gallons per capita per year (MG/capita/yr).
B-30 City of Cupertino CAP I December 2014
Assuming business -as -usual (BAU) growth, the projected 2020 population was multiplied by the
baseline per capita water consumption rate (MG/capita/yr) to estimate the total BAU water
consumption in year 2020. Then, assuming implementation of SB X7-7, the baseline per capita
water consumption rate was multiplied by (1 — 0.2) to calculate the SB X7-7 target per capita
water consumption rate in year 2020. The target per capita water consumption rate was then
multiplied by the projected 2020 population to estimate the total water consumption for the City
assuming implementation of SB X7-7. Total water savings were calculated by subtracting the
SB X7-7 total water consumption from the BAU total water consumption.
The total water savings associated with SB X7-7 were then multiplied by a water intensity factor
in units of kilowatt-hours per million gallons to estimate the associated electricity saved from the
water savings. Water use was assumed to be 85% indoor water use and 15% outdoor. Indoor
water use was calculated using the total water intensity factor, to include wastewater treatment
energy use as well. Outdoor water use only used energy intensity factors for
supply/conveyance, treatment, and distribution. Water intensity factors were provided by the
California Energy Commission's report Refining Estimates of Water -Related Energy Use in
California, prepared by Navigant Consulting in 2006. Finally, the electricity saved was multiplied
by the mitigated 2020 PG&E electricity emissions factor shown in Table B-6 to estimate the
GHG savings associated with implementation of SB X7-7 in the community. The table below
identifies the inputs used to calculate emissions reductions associated with this measure.
Baseline Year
Operational Year
2010
year
Total Water Consumption
3,248
million gallons (MG)
Population (residents)
58,739
capita
Baseline Water Efficiency
0.055
MG/capita/yr
Planning Horizon Year
Operational Year
2020
year
Planning Horizon Population
62,926
capita
(residents)
Total BAU Water Consumption
3,480
million gallons (MG)
SB X7-7 Water Efficiency Level
0.044
MG/capita/yr
Total Water Consumption (under
2,784
million gallons (MG)
SB X7-7 )
Water Savings
696
MG/yr
Appendix B — GHG Inventory and Reductions Methodology B-31
Outdoor Savings
104
MG/yr
Indoor Savings
592
MG/yr
Water Use Energy Intensity Factors'
Water Process
Northern CA
(kWh/MG)
Southern CA
(kWh/MG)
Water Supply/Conveyance
150
8,900
Water Treatment
100
100
Water Distribution
1,200
1,200
Wastewater Treatment
2,500
2,500
Total
3,950
12,700
' Source: http://www.energy.ca.gov/2006pubIications/CEC-500-2006-118/CEC-500-2006-118.PDF
C-SW-2 FOOD SCRAP AND COMPOSTABLE PAPER DIVERSION
An inventory of the community's organic waste was created using Cal Recycle waste volume
and characterization data. Using the first -order decay methodology from the 2006 IPCC
guidelines, fugitive methane emissions from the organic landfill waste were calculated for base -
case and mitigated scenarios. This measure assumes that 40% of residential households will
divert 80% of food scrap and compostable paper waste from landfills by 2020, and that 10% of
commercial businesses with divert 20% through participation in the City's existing food scrap
and compostables collection service. The measure further assumes that 85% of residential and
commercial landscape waste is diverted from the solid waste stream, either through on -site
composting/mulching or disposal in green waste bins. This measure would apply to GHG
emissions associated with new waste generated and would not apply to waste in place disposed
prior to CAP implementation. Further, these calculations are based on the assumption that the
landfill(s) accepting the City's waste have a methane capture system in place with a 75%
efficiency rate.
The City's waste inventory was developed using community -wide waste disposal data collected
from CalRecycle for the years 1995-2011. These historical disposal rates (i.e., waste tons
disposed per population) were projected to 2020 and 2035 using estimated population growth
rates, and backcast to 1950 using historic census data. The 2008 State Waste Characterization
Study was used to estimate the volume of community -wide waste by various waste categories
(e.g., lumber, food scraps, grass). It was assumed that the City's waste composition is
comparable to that of the statewide average (as represented in the State Waste
Characterization Study). This created the community -wide baseline solid waste emissions
profile, against which solid waste diversion measures were calculated.
B-32 City of Cupertino CAP i December 2014
The community -wide total 2020 estimated tonnage was then multiplied by the proportional share
of each appropriate waste category in the State's waste characterization study, and multiplied
by the measure's participation rates to determine the total solid waste to be diverted from
implementation of this measure. The IPCC's first -order decay methodology was then applied to
calculate the total GHG emissions associated with that volume of waste to determine the
measure's GHG reduction.
C-SW-3 CONSTRUCTION AND DEMOLITION WASTE DIVERSION PROGRAM
This measure assumes community -wide compliance with the City's Green Building Ordinance
requirement for 60% of construction and demolition (C&D) waste to be diverted from landfills.
An inventory of the community's organic waste was created using Cal Recycle waste volume
and characterization data. Using the first -order decay methodology from the 2006 IPCC
guidelines, fugitive methane emissions from the organic landfill waste were calculated for base -
case and mitigated scenarios. This measure assumes that all new construction and applicable
retrofit projects will divert 60% of their generated C&D waste from landfills by 2020. This
measure would apply to GHG emissions associated with new waste generated and would not
apply to waste in place disposed prior to CAP implementation.
The community's waste inventory was developed using community -wide waste disposal data
collected from CalRecycle for the years 1995-2011. These historical disposal rates (i.e., waste
tons disposed per population) were projected to 2020 and 2035 using estimated population
growth rates. The 2008 State Waste Characterization Study was used to estimate the volume of
community -wide waste by various waste categories (e.g., lumber, food scraps, grass). It was
assumed that the community's waste composition is comparable to that of the statewide
average (as represented in the State Waste Characterization Study). The community -wide total
2020 estimated tonnage was then multiplied by the proportional share of each appropriate
waste category in the state's waste characterization study, and multiplied by the measure's
participation rates to determine the total solid waste to be diverted from implementation of this
measure. The IPCC's first -order decay methodology was then applied to calculate the total
GHG emissions associated with that volume of waste to determine the measure's GHG
reduction.
C-G-1 URBAN FOREST PROGRAM
This measure estimates reductions associated with the carbon sequestration potential of new
trees planted as part of City landscaping requirements and development agreements. The
calculations are based on extrapolating the carbon potential of a typical tree planting palette.
The measure assumes that the nearly 2,400 net new trees described in the Apple 2 Campus
project EIR will be planted by 2020, in addition to 100 net new trees planted community -wide.
Trees planted to achieve implementation of this Urban Forest Program measure might be found
in decorative landscaping, new City street planting strips, or parks and recreation areas.
Appendix B — GHG Inventory and Reductions Methodology B-33
A sample plant palette was created, including Camphor, Modesto Ash, Sweetgum, Roble
Negro, Turkish Pine, Bolander Beach Pine, London Planetree, and Common Crape Myrtle.
There are myriad tree palette options, and the tree types included in this measure's calculations
may not correlate exactly with those selected for planting in the community. Carbon
sequestration rates specific to the species and age of the sample plant palette were collected
from the Center for Urban Forest Research (CUFR) Tree Carbon Calculator and used to
calculate the annual sequestration potential of the trees from 2015 — 2020. For purposes of the
calculation it was assumed that an equal number of trees will be planted each year, though the
exact number of trees planted per year may vary.
M-F-1 SUSTAINABLE ENERGY PORTFOLIO
This measure estimates the emissions reductions associated with the City purchasing its
electricity from lower -emissions sources than currently provided through PG&E's portfolio. The
measure assumes future development of a Community Choice Energy program, in which the
City could participate, or municipal participation in PG&E's proposed Green Option program.
The measure further assumes that the City would participate in the Green Option program level
that provides 75% clean electricity. Alternatively, calculations for participation in the CCE
assumed that electricity purchases would be 100% clean.
Both scenario calculations used the City's estimated total kWh/yr based on the 2020 emissions
forecast and subtracted the estimated electricity generation of solar PV systems described in M-
F-2 to calculate the total remaining electricity the City would need to purchase. The Green
Option scenario assumed that 75% of the remaining electricity need would be emissions -free,
and used the baseline electricity emissions factor to calculate emissions avoided from
implementation of this measure. The CCE scenario assumed that 100% of the remaining
electricity need would be emissions -free.
In the CAP, this measure is not included in the 2020 target achievement estimates. It is included
in the 2050 target achievement scenario, and in that instance, reductions from the state's
Renewable Portfolio Standard (RPS) are omitted to avoid double counting emissions from these
overlapping strategies. The table below shows the inputs used to calculate the 2020 reduction
estimates for these two scenarios, which are described in the CAP for illustrative purposes only
(as presented in the Measure M-F-1 text).
2020 Electricity - kWh/yr
2020 Solar PV Production - kWh/yr
Electricity Available for Measure - kWh/yr
_30.0U1.0
818,390
4,267,679
B-34 City of Cupertino CAP I December 2014
Green Option Scenario
% Clean Electricity Purchased of City Total
75%
Electricity Affected by Measure - kWh/yr
3,200,759
2020 BAU Emissions Factor— MT CO2e/kWh
0.000204
Measure Reductions — MT CO2e/yr
651
CCE Scenario
% Clean Electricity Purchased of City Total
100%
Electricity Affected by Measure - kWh/yr
4,267,679
2020 BAU Emissions Factor— MT CO2e/kWh
0.000204
Measure Reductions — MT CO2e/yr
870
M-F-2 RENEWABLE OR LOW -CARBON ELECTRICITY GENERATION
This measure assumes the installation of five solar PV systems by 2020 that the City has
previously studied. The calculations use the findings from a City -commissioned solar feasibility
analysis report. The report estimated the electricity generation potential of the five systems
based on solar access, system size, and other applicable factors. The report concluded that
approximately 820,000 kWhr/yr of emissions -free electricity could be generated following
installation of the five systems. Reductions were calculated by multiplying the electricity
generation potential by the mitigated 2020 electricity emissions factor show in Table B-6.
Emissions reductions from this measure are presented in combination with reductions
associated with the state's RPS, which is why the mitigated electricity emissions factor was
used, instead of the baseline emissions factor. This allows reductions from both actions to be
calculated and presented separately.
2020 Solar Electricity Generation - kWh/yr
2020 Mitigated Emissions Factor — MT
CO2e/kW h
Measure Reductions — MT CO2e/yr
818,390
0.000132
108
Appendix B — GHG Inventory and Reductions Methodology B-35
M-F-3 ADVANCED ENERGY MANAGEMENT
This measure estimates the emissions reductions resulting from implementation of an advanced
building energy management program to identify building optimization opportunities in system
maintenance and operational controls. The calculations were based on electricity and natural
gas use per facility as identified in the supporting documents to the original baseline inventory.
Each facility's total energy use was then multiplied by the end -use appliance and equipment
ratios per the CEC's Commercial End Use Survey. The Survey provides information based on
different land use types, so proxy land uses were selected to align with the different municipal
facilities being analyzed, as follows: City Hall was analyzed as a Large Office, the Monta Vista
Recreational Center and Quinlan Community Center were analyzed as Schools, the Corporation
Yard was analyzed as an Unrefrigerated Warehouse, and the Engineering Department was
analyzed as a Small Office. This established the baseline scenario for energy use by facility and
end use. The following table shows the percentage of energy use attributed to each end use
within each land use category.
SchoolEnergy End Use Large Office
Warehouse
Electricity
Air Compressors
0.36%
0.00%
0.28%
1.45%
Cooking
0.36%
2.44%
0.26%
0.49%
Cooling
19.54%
10.37%
17.71 %
3.03%
Exterior Lighting
2.43%
7.89%
4.41%
12.49%
Heating
2.59%
2.50%
1.80%
1.25%
Interior Lighting
18.76%
40.39%
24.61%
51.68%
Miscellaneous
3.85%
4.25%
4.77%
6.68%
Motors
1.87%
0.92%
0.22%
4.26%
Office Equipment
27.16%
5.77%
31.47%
5.07%
Process
0.00%
0.00%
0.06%
0.00%
Refrigeration
2.15%
6.00%
2.17%
7.28%
Ventilation
20.22%
19.07%
10.86%
5.14%
Water Heating
0.70%
0.42%
1.38%
1.18%
Natural Gas
Air Compressors
0.00%
0.00%
0.00%
0.00%
Cooking
0.33%
4.05%
0.22%
0.00%
Cooling
0.00%
0.00%
0.00%
0.00%
Exterior Lighting
0.00%
0.00%
0.00%
0.00%
Heating
85.11 %
79.63%
95.06%
91.54%
Interior Lighting
0.00%
0.00%
0.00%
0.00%
Miscellaneous
0.00%
0.05%
0.00%
1.61%
Motors
0.00%
0.00%
0.00%
0.00%
Office Equipment
0.00%
0.00%
0.00%
0.00%
Process
0.00%
0.00%
0.00%
0.00%
Refrigeration
0.00%
0.00%
0.00%
0.00%
Ventilation
0.00%
0.00%
0.00%
0.00%
Water Heating
14.56%
16.27%
4.72%
6.84%
B-36 City of Cupertino CAP I December 2014
The mitigated scenario was developed by applying energy savings to the baseline scenario.
Energy savings potential was based on information from First Fuel, a building -energy analytics
company that specializes in identifying low- or no -cost building energy optimization
improvements. The following end use savings were used to calculate total reductions from
implementation of this measure.
Air Compressors — 10% savings (kWh)
Cooling — 20% savings (kWh)
Exterior Lighting — 25% savings (kWh)
Heating — 20% savings (therms)
Interior Lighting — 25% savings (kWh)
Equipment Motors — 20% savings (kWh)
Office Equipment — 20% savings (kWh)
Process Electricity — 10% savings (kWh)
Refrigeration — 10% savings (kWh)
Ventilation — 20% savings (kWh)
Water Heating — 10% savings (kWh)
M-F-4 EXISTING BUILDING ENERGY RETROFIT
This measure estimates the emissions reductions resulting from implementation of building
lighting retrofits and plug load efficiency programs identified in the City's detailed energy audit.
This audit provided estimates for electricity use reductions totaling approximately 313,000
kWh/yr following implementation of these opportunities. These savings were multiplied by the
mitigated electricity emissions factor presented in Table B-6.
Building Lighting Retrofits
Electricity Savings per year- kWh/yr 254,272
2020 Mitigated Emissions Factor — MT 0.000132
CO2e/kW h
Measure Reductions — MT CO2e/yr 34
Appendix B — GHG Inventory and Reductions Methodology B-37
Plug Load Efficiency
Electricity Savings per year- kWh/yr 59,130
2020 Mitigated Emissions Factor — MT 0.000132
CO2e/kW h
Measure Reductions — MT CO2e/yr 8
M-F-G PUBLIC REALM LIGHTING EFFICIENCY
This measure estimates the reduction in electricity -related emissions resulting from installation
of high -efficiency street light bulbs. As part of an energy performance contract, the City
upgraded 99% of the City -owned streetlights, resulting in savings of approximately 872,000
kWh/yr. In addition to street lights, the City -commissioned detailed energy audit identified
opportunities to retrofit lighting at City parks, particularly in parking lots and along pathways. The
energy audit estimated an electricity savings potential of approximately 75,000 kWh/yr following
implementation of these upgrades. The table below shows the inputs used to calculate
emissions reductions associated with this measure. As with most of the other energy measures,
these calculations use the mitigated 2020 electricity emissions factor shown in Table B-6.
Street Light Retrofits
Electricity Savings per year- kWh/yr
871,860
2020 Mitigated Emissions Factor — MT
CO2e/kW h
0.000132
Measure Reductions — MT CO2e/yr
115
Parking Lot/Park Facility Light Retrofits
Electricity Savings per year- kWh/yr
74,898
2020 Mitigated Emissions Factor — MT
CO2e/kW h
0.000132
Measure Reductions — MT CO2e/yr
10
B-38 City of Cupertino CAP I December 2014
M-F-7 LANDSCAPE WATER CONSERVATION
This measure estimates the reductions associated with water conservation resulting from the
City's implementation of climate -sensitive irrigation controllers in 2011 through its energy
performance contract. Based on the City's detailed energy audit, this program saves
approximately 19 million gallons of water each year. The detailed energy audit also cites a 2008
baseline water use of 137 million gallons per year, so the irrigation efficiency savings provided a
savings of approximately 14% over baseline levels. Due to the complexities inherent in
modeling emissions associated with potable water use and water conservation, this CAP used a
top -down reduction estimate to determine 2020 emissions reductions from this measure. The
CAP forecasts estimate water -related emissions in 2020 of 7 MT CO2e/yr. Since this measure
has resulted in water savings of 14% over baseline levels, the CAP calculated 14% of the 2020
emissions value to determine the emissions reductions associated with this measure. The table
below shows the inputs used to calculate reductions from this measure.
Inputs
Values
Water Savings from Irrigation Retrofit Program
19
— million gallons/year
2008 Baseline Municipal Water Use — million
138
gallons/year
Water Savings Achievement
14%
2020 Water Sector Emissions - MT CO2e/yr
7
Measure Reductions — MT CO2e/yr
1
M-VF-1 LOW EMISSION AND ALTERNATIVE FUEL VEHICLES
This measure estimates reductions associated with transitioning the municipal fleet towards
alternative fuel vehicles. The measure is based on the City's desire to comply with the Bay Area
Climate Compact's goal to achieve vehicle fleets in which zero- or low -emissions vehicles make
up 25% of the total fleet by 2018. Since the CAP's near -term target year is 2020, this measure
extended the goal to transition 28% of the municipal fleet by 2020. Approximately 90 vehicles
comprise the City's baseline vehicle fleet, including 5 hybrid electric vehicles. To achieve the
28% target, the City would need 25 vehicles in its fleet to be zero- or low -emissions vehicles,
which means 21 additional vehicles would need to be transitioned by 2020.
The City's fleet inventory tracks vehicles by age, make and model, fuel type and annual
consumption, and annual mileage. This information was used to identify which vehicles could
potentially be replaced by 2020 with a hybrid or low -emissions option. As with the energy
measure calculations, a baseline and mitigated scenario were developed, with the difference
Appendix B — GHG Inventory and Reductions Methodology B-39
between the two representing the emissions reductions that would result following
implementation of this measure. The baseline scenario assumed that annual fuel use and
mileage per vehicle would remain constant through 2020. The mitigated scenario assumed
certain vehicles would be replaced with hybrid or other low -emissions options, and those new
vehicles would have the same annual mileage as their baseline scenario counterparts. This
mileage was then converted into annual fuel use assuming greater mileage efficiency in the
mitigated scenario vehicles. The measure assumed conversions of passenger vehicles, light -
duty trucks, and heavy-duty trucks to low -emissions options. The mitigated scenario assumes
passenger vehicles are replaced with a Ford Escape hybrid or comparable vehicle, light -duty
trucks are replaced with a Ford plug-in hybrid electric CMAX or comparable vehicles, and that
heavy-duty vehicles are replaced with a GMC Sierra 3500 or comparable efficiency vehicle.
The following table identifies the 21 additional fleet vehicles estimated for conversion in this
measure. The vehicles are presented as pairs with the baseline vehicle on top in gray and the
corresponding mitigated vehicle option below. The table identifies the fuel use per year for each
vehicle and scenario, along with miles per gallon (MGP) and mileage per year.
Vehicles
GallonsNear
MPG
MileageNear
1989 Chevy C20
384
11
4,219
Pickup Truck
Ford Escape Hybrid
66
32
4,219
1990 Chevy 2500
774
11
8,513
Pickup Truck
Ford Escape Hybrid
133
32
8,513
1997 Ford RGRXLS
637
15
9,552
Ford Escape Hybrid
149
32
9,552
1998 GMC 3500
483
5
2,415
Pickup Truck
GMC Sierra 3500
134
18
2,415
1998 GMC 3500
760
5
3,800
Pickup Truck
GMC Sierra 3500
211
18
3,800
2000 Ford Ranger Mini
251
21
5,270
Truck
Ford Escape Hybrid
82
32
5,270
1995 Ford Ranger Mini
303
20
6,054
Truck
Ford Escape Hybrid
95
32
6,054
1997 Ford Aerostar
72
17
1,232
Minivan
Ford Escape Hybrid
19
32
1,232
B-40 City of Cupertino CAP I December 2014
1999 Ford Taurus
141
21
2,959
PHEV CMAX
34
43
2,959
1996 Ford Aerostar
162
18
2,923
Mini Cargo
Ford Escape Hybrid
46
32
2,923
1996 GMC 3500
556
12
6,675
Pickup Truck
Ford Escape Hybrid
104
32
6,675
1998 Ford E250 Cargo
488
15
7,326
Van
Ford Escape Hybrid
114
32
7,326
1995 Ford Ranger
224
21
4,706
Ford Escape Hybrid
74
32
4,706
2003 Ford Crown
373
18
6,707
Victoria
PHEV CMAX
78
43
6,707
1999 Ford Crown
263
18
4,726
Victoria
PHEV CMAX
55
43
4,726
2005 Ford Crown
392
19
7,457
Victoria
PHEV CMAX
87
43
7,457
2008 Ford Crown
230
19
4,361
Victoria
PHEV CMAX
51
43
4,361
1995 Ford Aerostar
282
18
5,073
Mini Van
PHEV CMAX
59
43
5,073
1998 Ford Ranger Mini
441
21
9,259
Truck
Ford Escape Hybrid
145
32
9,259
1998 Ford Ranger Mini
262
21
5,512
Truck
Ford Escape Hybrid
86
32
5,512
1998 Dodge Dakota
521
16
8,336
Mini Truck
PHEV CMAX
97
43
8,336
Appendix B — GHG Inventory and Reductions Methodology B-41
Summation
Gallons/Year
Mileage/Year
Baseline Scenario Total
7,999
117,074
Mitigated Scenario
Total
1,919
117,074
Difference
6,080
-
The fuel savings were converted to emissions reductions using the vehicle fuel emissions
factors in the following table.
Source: CCAR's General Reporting Protocol version 3.1
In addition to these fuel emissions factors, the hybrid vehicle replacements were conservatively
assumed to achieve 50% of their mileage needs from their electric battery systems, with the
remaining 50% to be powered by gasoline internal combustion engines. Emissions related to re-
charging the hybrid vehicles were included in the calculations and assumed to use the mitigated
scenario electricity emissions factor shown in Table B-6.
M-VF-3 BEHAVIOR / FUEL CONSERVATION
This measure estimates the reductions associated with implementation of a vehicle fleet
telematics program that would support fuel -efficient driving practices, regular vehicle
maintenance, and reduced vehicle miles traveled through GIPS -based vehicle route
optimization. The calculations assume implementation of M-VF-1 described above in calculating
the total amount of remaining gasoline fuel use that could be affected by this measure. If
Measure M-VF-1 were not implemented, then reductions associated with this measure would be
greater due to the larger amount of gasoline fuel use.
As in Measure M-VF-1 described above, this measure calculated a baseline scenario for 2020
vehicle fuel use, incorporating the vehicle replacements presented above. This resulted in a
total baseline use of approximately 20,700 gallons of gasoline. The calculations for this measure
assume a 10% reduction in fleet gasoline -vehicle fuel use following measure implementation.
This would result in a fuel use reduction of approximately 2,070 gallons of gasoline in 2020. The
table below shows the fuel emissions factors (based on those shown in Measure M-VF-1 above)
applied to the estimated fuel reduction to calculate the total emissions reductions resulting from
this measure.
B-42 City of Cupertino CAP I December 2014
Gasoline 17,734,079 1 2,813 1 2,492
Metric Tons' 17.73 1 0.0028 1 0.0025
GW P2 1 1 298 1 25
MT CO2e 18 1 0.8 1 0.1
' See previous table for fuel emissions factors
2 Source (GWP - 100-yr): http://www.ipcc.ch/publications and data/ar4/wg1/en/ch2s2-10-2.html
SOLID WASTE MEASURES
Based on the original baseline municipal operations inventory, the City disposed of 376 tons of
municipal solid waste in 2010. Per the methodology used to prepare the municipal baseline
inventory, the total tonnage of disposed waste was split into waste types, with the waste
characterization data provided by the CIWMB 1999 Waste Characterization Study. Waste
categories from the report were then bundled to fit the waste categories of the CACP software
used to develop the solid waste baseline emissions inventory. The following waste
characterization rates were used in this calculation.
Paper Products
Food Waste
Plant Debris
Wood/Textile
All Other Waste
39.4%
9.8%
17.0%
6.7%
27.1 %
Source: CIWMB 1999 Waste Characterization Study -- Public Administration Group:
http://www.ciwmb.ca.gov/WasteChar/BizGrPCP.asp
The total disposed solid waste was then organized into these waste categories. It was assumed
that the All Other Waste category included non -organic waste materials that would not
decompose within the landfill to produce methane emissions. The other four categories were
then totaled and used to calculate new ratios of the emissions contribution from each category.
These new ratios were multiplied by the 2020 solid waste emissions forecast value (i.e., 99 MT
CO2e/yr) to estimate the future emissions contribution by waste type so that reduction measures
could be applied to individual waste types, as shown in the table below.
Paper
Food
Plant
All Other
Total
Wood/Textile
Products
Waste
Debris
Waste
Tons
148
37
64
25
102
376
Tons — Organic Waste
148
37
64
25
-
274
Organics Ratio
54%
13%
23%
9%
-
100%
Share of 2020 Emissions
(MT CO2e/yr)
54
13
23
9
-
99
Appendix B — GHG Inventory and Reductions Methodology B-43
It should be noted that this calculation assumes that the methane -generating potential of these
four waste categories are the same. Specific emissions factors by material type from the EPA's
WARM model were considered for use in this calculation. However, as specified on the WARM
website, those factors are for use in Iifecycle emissions analysis, and are not appropriate for
emissions inventory analysis. While these four waste types may produce methane at varying
rates, no one emissions factor can be applied to easily calculate the reductions from the CAP's
measures with a high-level of accuracy. Therefore, these calculations were prepared to ensure
that total emissions reductions from the solid waste measures were not greater than the total
emissions forecast for the sector, in order keep reduction estimates within the realm
of feasibility.
The measure could have alternatively been quantified to assume that 80% of organic waste
materials are diverted from landfills by 2020 (as described in Measure M-SW-1 Action 1), to
achieve the same total amount of reductions as shown in these individual measures, without the
specificity of where the reductions would come from. While solid waste emissions reductions are
highly complicated to estimate (as opposed to energy reductions, which rely upon on simple
emissions factors), reductions from this sector also represent a relatively small proportion of
total municipal reductions estimated from this CAP (i.e., 12% in 2020). Even if no solid waste
management strategies were pursued, the City could still achieve its 2020 reduction target
through energy- and transportation -sector measures. Additionally, solid waste emissions are
counted as a Scope 3 emissions source in the LGOP emissions inventory guidance,
acknowledging that the City has limited ability to influence reductions from this source since the
City lacks financial or operational control over the landfills in which municipal solid waste is
disposed. Scope 3 emissions can be voluntarily reported, but are understood to be based upon
less accurate or specific data as Scope 1 and Scope 2 emissions sources, which also
contributes to the lower level of accuracy in their associated emissions reduction calculations.
The following three solid waste measures are each based on the same methodology and input
table presented above.
M-SWA Waste Reduction
This measure estimates the reductions associated with removing paper and paper -products
from the municipal waste stream through a paperless office policy and other waste reducing and
diverting programs. The calculations assume that implementation of this measure could result in
an 80% reduction in paper waste from the solid waste stream. Per the solid waste emissions
table presented in the introduction to the municipal solid waste measures, it was assumed that
80% of the emissions attributed to the Paper Products category could be offset by 2020, as
shown below. As described in the CAP's municipal solid waste discussion section, future
municipal waste characterization surveys will be the best method to monitor successful
implementation of this measure.
B-44 City of Cupertino CAP I December 2014
Paper
Food
Plant
Wood/Textile
All Other
Total
Products
Waste
Debris
Waste
Share of 2020 Emissions
(MT CO2e/yr)
54
13
23
9
-
99
Diversion Rate
80%
-
-
-
-
-
Reductions (MT CO2e/yr)
43
-
-
-
-
43
M-SW-2 Food Scrap and Compostable Paper Diversion
This measure estimates reductions associated with continued implementation of the City's
organics collection program, including expansion to municipal facilities that currently lack food
scrap collection bins. It also assumes continued implementation of green waste management
practices in City parks, medians, and other landscapes, such that the majority of green waste is
composted on -site, mulched by lawnmowers, or otherwise diverted from the solid waste stream.
Per the solid waste emissions table presented in the introduction to the municipal solid waste
measures, it was assumed that 90% of the emissions attributed to the Food Waste and Plant
Debris categories could be offset by 2020, as shown below. As described in the CAP's
municipal solid waste discussion section, future municipal waste characterization surveys will be
the best method to monitor successful implementation of this measure.
Paper
Food
Plant
Wood/Textile
All Other
Total
Products
Waste
Debris
Waste
Share of 2020 Emissions
(MT CO2e/yr)
54
13
23
9
-
99
Diversion Rate
-
90%
90%
-
-
-
Reductions (MT CO2e/yr)
-
12
21
-
-
33
M-SW-3 Construction and Demolition Waste Diversion
This measure estimates reductions associated with implementation of the City's Green Building
Ordinance, which requires diversion of 60% of construction and demolition waste from
applicable new construction and renovation projects, including municipal projects. Per the solid
waste emissions table presented in the introduction to the municipal solid waste measures, it
was assumed that 60% of the emissions attributed to the Wood/Textile category could be offset
by 2020, as shown below. As described in the CAP's municipal solid waste discussion section,
future municipal waste characterization surveys will be the best method to monitor successful
implementation of this measure.
Appendix B — GHG Inventory and Reductions Methodology B-45
Paper
Food
Plant
Wood/Textile
All Other
Total
Products
Waste
Debris
Waste
Share of 2020 Emissions
54
13
23
9
-
99
(MT CO2e/yr)
Diversion Rate
-
-
-
60%
-
-
Reductions (MT CO2e/yr)
-
-
-
5
-
5
B-46 City of Cupertino CAP I December 2014
,�;I. I 9r
Ar 1p
OF CUK"NG
This appendix represents a collection of the CAP measure implementation tables presented
throughout Chapters 3 and 4. It can serve as a handy reference document to track
implementation of each measure, easily identify departmental and staff responsibilities for
various actions, and update implementation timing dependent upon fiscal and other community
priorities. It also suggests methods or processes for collecting data that will be important to
verifying the reduction estimates presented in the CAP.
Unfortunately, for many of the CAP's quantified measures, there is no readily published dataset
with pertinent information, or certain data is not yet consistently collected to allow tracking
measure implementation. In these instances, this appendix suggests a data collection
framework to serve as a starting point. However, the City may discover better methods to
access and sort the necessary data or find that it is not possible to collect all raw data, and that
proxies will need to be developed to estimate implementation levels. Tracking mechanisms are
provided for the CAP's quantified reduction measures. The remaining measures, identified as
"Supporting Measures" in the CAP, simply re -present the measure statement, actions and
implementation steps, responsible departments / staff, and implementation phasing.
When tracking measure implementation, City staff may discover that there is strong overlap in
the data collected for certain measures. For example, energy reductions associated with
participation in an advanced energy analytics program (Measure C-E-1) may also be reported
within the existing building retrofit financing measure (Measure C-E-2). While efforts can be
made to separate energy savings into appropriate measure categories, the variety and type of
likely data sources will inevitably lead to double counting of reduction potential among the
CAP's measures. Therefore, this appendix should be used to generally track the implementation
success of individual measures, to the extent feasible, but regular emissions inventory updates
should still be used to track the macro -level emissions trends within the community.
This appendix can serve as an initial framework to help the City establish its CAP
implementation tracking procedures, and should be freely modified and amended to best fit
existing City procedures for ease of use.
Appendix C — Implementation Tracking Framework C-1
MEASURE C-E-1 Energy Use Data and Analysis
Increase resident and building owner/tenant/operator knowledge about how, when, and where building energy is used.
Actions and Implementation Steps
Department/Staff Phasing
Responsible
A. Work with PG&E to facilitate aggressive implementation
Sustainability Near -term,
of PG&E's Home and Business Area Network (HAN)
Division,
program within Cupertino
Staff person FY "Year"
B. Partner with PG&E, other Santa Clara County local
governments, third -party service providers, and local
Sustainability Medium -term,
businesses to establish leading regional advanced
Division,
metering and analytics implementation program for
Staff person FY "Year"
commercial and residential buildings
C. Collaborate with other Santa Clara County local
Sustainability
governments to develop outreach program that
Medium -term,
Division,
communicates benefits of usingadvanced analytics to
y
Staff person FY "Year"
improve energy efficiency and reduce energy bills
Progress Indicator
Year
2,200,000 kWhr/yr saved — assumes 10% of nonresidential
square footage in 2010 baseline year (i.e., 1.27 million sqft)
participates in advanced analytics program;
2020
775,000 kWhr/yr saved — assumes 10% of single family
units (i.e., 1,500 homes) and 5% of multi -family units (i.e.,
300) participate in advanced analytics program
4,400,000 kWhr/yr saved — assumes 20% of nonresidential
square footage in 2010 baseline year (i.e., 2.5 million sqft)
participates in advanced analytics program;
2035
2,000,000 kWhr/yr saved — assumes 25% of single family
units (i.e., 3,750 homes) and 10% of multi -family units (i.e.,
600) participate in advanced analytics program
Tracking Mechanisms
Goal: Identify energy savings from participation in energy use data analytics programs.
Work with PG&E to identify energy savings resulting from participation in PG&E energy analytics services (e.g.,
HAN program)
Identify methods to collect participation data from third -party analytics providers. Establish voluntary reporting
program for businesses / residents to report energy savings from analytics data use, possibly through landing page
on City's website that collects various pieces of program information:
- What type of improvements were made as a result of analytics program participation?
- Was the program provided through PG&E or another third -party provider?
- What were estimated energy savings in kWh/year and therms/year?
- What were primary barriers/challenges to participation in analytics program?
C-2 City of Cupertino CAP I December 2014
MEASURE C-E-2 Retrofit Financing
Promote existing and support development of new private financing options for home and commercial building retrofits and
renewable energy development.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
Property Assessed Clean Energy
A.
Continue to participate in California FIRST to make
Sustainability
PACE financing available to commercial, industrial,
Division,
On -going,
multi -family residential 5+ units), and non -profit -owned
y ( p
Staff person
FY "Year"
buildings
B.
Continue to participate in effort with other Santa Clara
County local governments to establish countywide
Sustainability
PACE financing district available for residential property
Division,
Near -term,
owners could also provide another source of
( p
Staff person
FY "Year"
commercial financing to compliment California FIRST
program)
C.
Work with PACE financing providers to educate local
Sustainability
Medium -term,
Realtor and contractor community about PACE
Division,
offerings, process, and benefits to increase participation
Staff person
FY "Year"
D.
Finalize GreenBiz Financing Guide and create
residential -focused guide and companion website to
Sustainability
On -going,
direct interested parties to utility, public agency, and
Division,
local lending institution resources to advance energy
Staff person
FY "Year"
efficiency and water conservation measures
Energy Service Company Promotion
E.
Develop business energy performance contracting
market aggregation program that identifies interested
Sustainability
commercial and industrial properties and aggregates
Medium -term,
them into markets of sufficient scale to attract energyDivision,
Staff person
FY "Year"
service companies (ESCOs) or energy service
agreement (ESA) providers
F.
Work with local commercial banks to reduce mortgage
Sustainability
Long-term,
lender limitations on external financing that limit use of
Division,
ESCO and ESA contracts
Staff person
FY "Year"
Progress Indicator I
Year
750 single-family houses install a comprehensive retrofit
package;
450 single-family houses install a basic retrofit package;
300 multi -family units receive a comprehensive retrofit 2020
package;
175 multi -family units receive a basic retrofit package;
875,000 square feet of nonresidential space installs a
comprehensive retrofit package
1,500 single-family houses install a comprehensive retrofit
package;
1,500 single-family houses install a basic retrofit package;
600 multi -family units receive a comprehensive retrofit 2035
package;
600 multi -family units receive a basic retrofit package;
1,900,000 square feet of nonresidential space installs a
comprehensive retrofit package
Appendix C — Implementation Tracking Framework C-3
MEASURE C-E-2 Retrofit Financing
Promote existing and support development of new private financing options for home and commercial building retrofits and
renewable energy development.
Tracking Mechanisms
Goal: Calculate energy savings resulting from existing building retrofits.
Establish data -sharing partnership with local PACE financing districts to collect participation data that shows:
- kWh and therms saved per year (data should be collected annually and disaggregated to show changes by year —
e.g., 2015, 2016)
- Number and type of participants (e.g., 15 single-family homes, 20 apartment units, 10,000 sqft of non-residential)
to help track what percentage of total city building stock has participated, and what additional percentage could
participate in the future
- Types of retrofits made, and energy savings by retrofit category, if possible. For example, indoor lighting retrofits
saved 1,000,000 kWh/yr in 2015, while attic insulation installations saved 200,000 kWh/yr in 2015. This data will
help indicate popular retrofits that can be advertised through Measure C-E-3, or identify retrofit categories that do
not yet "pencil -out" financially for building owners
Special care should be given to separate any reported emissions reductions or energy savings associated with
PACE -financed solar PV or other renewable energy systems. This data should be collected, when available, to
identify the total impact of PACE financing districts on advancing solar PV installations community -wide However,
PG&E's PV interconnection data, or data collected from the City's Building Department, will provide a more
comprehensive set of information on PV installations. These broader data sets should also include the PV installs
occurring through PACE financing programs, so adding the sets together would likely result in double -counting.
C-4 City of Cupertino CAP I December 2014
MEASURE C-E-3 Home and Commercial Building Retrofit Outreach
Develop aggressive outreach program to drive voluntary participation in energy- and water
-efficiency retrofits.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
A. Partner with Housing Division to design a low- to
Sustainability
Near -term,
moderate -income targeted energy and water
Division,
conservation pilot program
Staff person
FY "Year"
B. Partner with local realtor community to develop and
implement a building owner outreach campaign that
Sustainability
targets new building owners to provide information on
Division,
Near -term,
available buildingenergy efficient audit and retrofit
gy y
Staff person
FY "Year"
programs, as well as locally -available financing options
(including PACE financing
C. Identify ways to streamline permitting process for large
non-residential retrofit programs; consider developing
Sustainability
Medium -term,
checklists, guides and/or a City liaison role in Building
Division,
Department to assist projects through the permitting
Staff person
FY "Year"
process
D. During CAP implementation monitoring and updates,
determine if voluntary, incentive -based approach to
existing building retrofits is achieving desired results
regarding energy conservation; if implementation
metrics in Measure C-E-2 are not being met, first
identify additional outreach strategies or incentives that
could increase voluntary participation based on focus
group discussions with local contractors, Realtors,
Sustainability
Medium -term,
business owners, and community leaders; if additional
Division,
outreach/incentives still fail to produce necessary
Staff person
FY "Year"
results, engage community members again regarding
potential building regulations that could increase energy
savings; benefits from adding new building regulations
should first be analyzed with regards to current state
building regulations, opportunities to increase
reductions from other CAP measures, and cost/benefit
analysis or potential new regulations
Appendix C — Implementation Tracking Framework C-5
MEASURE C-E-4 Energy Assurance & Resiliency Plan
Develop a long-term community -wide energy conservation plan that considers future opportunities to influence building
energy efficiency through additional or enhanced building regulations.
Actions and Implementation Steps
A. Develop overarching energy plan for community that
considers energy sources and their reliability with
regards to estimated climate change impacts
B. Based on most current Statewide legislation (e.g.,
Department/Staff
Responsible
Sustainability
Division,
Staff person
Phasing
Long-term,
FY "Year"
CalGreen code) and successful case studies in other
Sustainability
Long-term,
cities, research additional opportunities for feasible
Division,
building retrofit regulations that generate long-term
Staff person
FY "Year"
energy savings in existing building stock
C. Consider emissions reduction potential from additional
regulations in context of other available emissions
Sustainability
Long-term,
reduction strategies and give preference to voluntary,
Division,
incentive -based programs that allow City to achieve its
Staff person
FY "Year"
emissions reduction targets
D. Work closely with local realtor community to identify
Sustainability
barriers to implementation and develop strategies to
Division,
Long-term,
reduce potential burden on building sellers and real
p g
Staff person
FY "Year"
estate transaction process
C-6 City of Cupertino CAP I December 2014
MEASURE C-E-5 Community -Wide Solar Photovoltaic Development
Encourage voluntary community -wide solar photovoltaic development through regulatory barrier reduction and public
outreach campaigns.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
Solar Service -Provider PPA Promotion
A. Conduct outreach program to educate residents and
Sustainability
Medium -term,
businesses about potential benefits of solar service
Division,
providers' power purchase agreements (PPA) i
Staff person
FY "Year"
B. Host workshop with area solar service providers to
Sustainability
Medium -term,
identify opportunities to streamline installation of solar
Division,
PV systems
Staff person
FY "Year"
C. Pending result of PPA workshop, remove identified
Sustainability
Division,
Long-term,
barriers to wide -scale solar installation throughout city
g y
Staff person
FY "Year"
D. Provide general information on City website describing
Sustainability
Medium -term,
various solar PV financing / installation options (e.g.,
Division,
PPA, community shared solar, outright purchase)
Staff person
FY "Year"
Community Shared Solar Promotion
E. Conduct outreach program to educate residents and
Sustainability
businesses about opportunities for community shared
Division,
Medium -term,
solar PV systems; invite neighborhood
y g
Staff person
FY "Year"
groups/organizations to help identify potential interest
F. Work with PG&E to share information about PG&E's
Sustainability
Division,
Near -term,
CommunitySolar program
p gram
Staff person
FY "Year"
G. Work closely with identified candidate to develop
successful pilot program (e.g., assist group in
Sustainability
navigating permitting requirements) that can be
Division,
Medium -term,
replicated b others; share success stories on Cit 's
p y y
Staff person
FY "Year"
Sustainability website; work to remove regulatory
barriers identified during pilot project
Solar Empowerment Zones
H. Conduct analysis to identify areas within City most
suited for large-scale photovoltaic system development
(e.g., excellent solar access; large, flat rooftop or Sustainability Long-term,
parking lot expanses; minimal number of property Division, FY "Year"
owners); identify potential barriers (e.g., regulatory, Staff person
ownership, structural / technical) to photovoltaic
system development in these areas
I. Identify these areas as "priority solar development Planning Long-term,
areas" and work to reduce existing barriers to system Department,
development I Staff person FY "Year"
J. Conduct focused outreach to land owners and tenants
regarding photovoltaic system development Sustainability Long-term,
opportunities; partner with PACE program, PG&E, or Division,
other renewable energy funders as appropriate on Staff person FY "Year"
outreach campaign
Appendix C — Implementation Tracking Framework C-7
MEASURE C-E-5 Community -Wide Solar Photovoltaic Development
Encourage voluntary community -wide solar photovoltaic development through regulatory barrier reduction and public
outreach campaigns.
Actions and Implementation Steps
Building Regulations
Department/Staff Phasing
Responsible
K. Consider including solar pre -wiring / pre -plumbing Building Division,
requirements in future revisions to City's Green
Building Ordinance Staff person
L. Instruct building and plan check officials to provide
information to customers on the benefits of pre -wiring /
pre -plumbing for solar applications at the time of new Building Division,
construction or substantial retrofits, including lower up- Staff person
front costs as compared to retrofitting buildings in the
future
Progress Indicator
1.5 MW of new solar PV capacity installed community -wide
(residential and nonresidential combined — excluding Apple
Campus 2 project listed below);
Apple Campus 2 solar PV systems installed to generate 15
million kWh/yr;
5.5 MW of existing solar PV installed from 2010-2014
5.0 MW of new solar PV capacity installed community -wide
(residential and nonresidential combined — excluding Apple
Campus 2 project listed below);
Apple Campus 2 solar PV systems installed to generate 15
million kWh/yr;
5.5 MW of existing solar PV installed from 2010-2014
Tracking Mechanisms
Year
2020
2035
Long-term,
FY "Year"
Near -term,
FY "Year"
Goal: Track total community -wide installed PV capacity and electricity generation potential.
Establish annual data reporting process with PG&E to collect community solar PV interconnection reports that show
yearly installations of PV systems; Collect reports in shared location, or transfer data to Excel database, to
demonstrate total measure impact over time
Set smaller, annual measure implementation goals to help achieve larger target year goals (e.g., 300 kW PV
capacity installed annually through 2020 to achieve CAP 2020 goal of 1.5 MW new community capacity)
Verify generation capacity of Apple Campus 2 PV system following installation
For reporting and verification purposes, convert total installed PV capacity (i.e., capacity installed since baseline
year) to kWh electricity generation. This number will be useful when calculating statewide RPS reductions, and
verifying emissions reductions resulting from this measure (i.e., kWh solar electric generation * utility electricity
emissions factor = MT CO2e/yr reductions)
C-8 City of Cupertino CAP I December 2014
MEASURE C-E-6 Community -Wide Solar Hot Water Development
Encourage communitywide solar hot water development through regulatory barrier reduction and public outreach campaigns
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
A. Collaborate with PG&E and California Solar Initiative -
Sustainability
Thermal Program to develop local outreach program to
Division,
Medium -term,
maximize installation of solar hot waters stems and
y
Staff person
FY "Year"
leverage existing funding opportunities
B. Work with PG&E to identify businesses and multi-
Sustainability
family residential building owners with high hot water
Division,
Medium -term,
use, and provide targeted outreach with promotional
p g p
Staff person
FY "Year"
materials for participation in CSI-Thermal Program
C. Host roundtable discussion with large hot water users
Sustainability
to identify potential City barriers to installation of solar
Division,
Long-term,
thermal systems; work with Citydepartments to
y p
Staff person
FY "Year"
remove or reduce identified barriers, where possible
Progress Indicator I
Year
750 single-family houses install a solar thermal system
capable of providing 70% of the building's hot water heating
energy;
300 multi -family buildings install a solar thermal system
capable of providing 65% of the building's hot water heating 2035
energy;
630,000 square feet of nonresidential space installs a solar
thermal system capable of providing 30% of the building's
hot water heating energy
Tracking Mechanisms
Goal: Track total hot water heating capacity of installed solar hot water heaters.
Establish annual data reporting process with PG&E to collect community solar hot water heater installation data, or
collect this data from City's Building Department. Necessary data to be collected includes:
- Total therms of natural gas or kWh or electricity offset by solar water heater (depending on type of retrofitted hot
water heater system)
Additional informational data could be collected to enhance participation in this measure, such as:
- Primary barriers/challenges to participation in solar hot water heater program (e.g., financial, technical,
bureaucratic)
- Use of utility -funded rebates or rate incentive programs
- Percentage of annual hot water heating load to be offset by solar heating system (based on full year of data or
amount estimated by contractor/service provider)
It is likely that this program will gain little traction in the near -term. However, the City can begin annual monitoring as
described above, and calculate emissions reductions applicable to the City's 2020 target, should participation occur
prior to that target year.
Appendix C — Implementation Tracking Framework C-9
MEASURE C-E-7 Community Choice Energy Option
Partner with other Santa Clara County jurisdictions to evaluate the development of a regional CCE option, including
identification of the geographic scope, potential costs to participating jurisdictions and residents, and potential liabilities.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Work with other Santa Clara County partners to Sustainability Near -term,
conduct feasibility study of developing multi -jurisdiction Division,
CCE program Staff person FY "Year"
B. If study determines CCA to be feasible and
advantageous to Cupertino residents and businesses,
work with Santa Clara County partners to prepare Sustainability Long-term,
necessary additional study reports, informational Division,
materials, and any other supporting research and/or Staff person FY "Year"
documents to help pursue development of CCA
program
Tracking Mechanisms
Goal: Track community participation in clean -electricity purchasing programs.
While this measure does not include progress indicators in the CAP, it was identified as an important long-term
strategy to help the community achieve their more aggressive future -year reduction targets. The following strategies
will help to track participation and allow better reduction estimates resulting from this measure.
Establish working relationship with any CCE program in which Cupertino participates to collect City -specific
participation data (assuming privacy protections would not be compromised); If data privacy concerns prevent this
type of data collection, establish a voluntary reporting mechanism, similar to the one described in Measure C-E-1 in
which a voluntary participant tracker could be added to the City's sustainability webpage. The tracker could collect
information to determine the number of residential households and local businesses that participate, as well as their
level of participation (e.g., 50% clean electricity, 75% clean electricity, 100% clean electricity).
Similarly, work with PG&E to identify the total amount of traditional grid electricity that is offset through voluntary
participation in PG&E's Green Option program within the city (assuming the CEC approves the program and local
residents and businesses participate).
The total amount of clean electricity consumption from participation in a CCE or PG&E's Green Option program can
be combined into one total value of kWh/yr and multiplied by the utility's electricity emissions factor for the target
year (e.g., 2020) to calculate total emissions reductions from this measure. This total amount of electricity, plus the
total electricity generation capacity of the community's PV systems, should be factored into future calculations of
reductions associated with the state's RPS program because that program will be affecting a smaller share of
community electricity (i.e., Solar PV electricity and CCE or Green Option electricity that is cleaner than the prevailing
RPS rate will supersede reductions associated with the RPS. Only the remaining electricity demand that is not met
by one of these alternative electricity options will be subject to the RPS, and therefore able to generate additional
reductions.)
C-10 City of Cupertino CAP I December 2014
MEASURE C-T-1 Bicycle & Pedestrian Environment Enhancements
Continue to encourage multi -modal transportation, including walking and biking, through safety and comfort enhancements
in the bicycle and pedestrian environment.
Actions and Implementation Steps
Department/Staff
Responsible
Phasing
A.
Update City's Bicycle and Pedestrian Transportation
Transportation
Medium -term,
Plans to reflect current bicycle and pedestrian safety
Division,
and access needs; prioritize new projects identified
Staff person
FY "Year"
B.
Partner with local bicycle advocacy groups / clubs and
Transportation
neighborhood groups to identify dangerous bicycle or
Division,
Medium -term,
pedestrian conditions, and develop to
p p strategies g
Staff person
FY "Year"
address problem areas
C.
Identify grant -funds to pursue Plan -recommended
Sustainability
Division,
Medium -term,
education, design, and/or construction projects
g p
Staff person
FY "Year"
D.
Partner with schools, neighborhood groups, and
businesses to encourage alternative transportation
Sustainability
commute options. Expand alternative commute
Division,
Medium -term,
measures within existingsustainabilit programs,
y p g
Staff person
FY "Year"
including Green@Home, GreenBiz, and
green@school
E.
Continue to evaluate City's bike & walkability through
Sustainability &
use of online and community surveying tools including
Transportation
Medium -term,
WalkScore, Bicycle Friendly Community criteria, Safe
Divisions,
FY "Year"
Routes to School Walkability Checklist, etc.
Staff person
Appendix C — Implementation Tracking Framework C-11
MEASURE C-T-2 Bikeshare Program
Explore feasibility of developing local bikeshare program.
Actions and Implementation Steps
A. Continue to operate municipal bike fleet for City
employee use and encouragement of bike fleets at
large employers
B. Evaluate potential demand for city-wide bikeshare
program; discuss expansion opportunities with Bay
Area Bike Share
C. If participation in Bay Area Bike Share is deemed
infeasible, discuss potential for locally -operated
system with that organization to identify likely barriers
to successful bike share network in Cupertino (e.g.,
infrastructure limitations, locational disadvantages,
land use concerns, low potential user/destination
densities)
Department/Staff
Responsible
IPhasing
On -going,
Sustainability
Division,
Staff person
FY "Year"
Medium -term,
Sustainability
Division,
Staff person
FY "Year"
Sustainability
Division,
Staff person
Long-term,
FY "Year"
C-12 City of Cupertino CAP I December 2014
MEASURE C-T-3 Transportation Demand Management
Provide informational resources to local businesses subject to SIB
1339 transportation demand management program
requirements and encourage additional voluntary participation in the program.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
Transportation Demand Management Program
A. Support regional efforts to implement SIB 1339
Sustainability
Near -term,
commute benefit requirements for employers with
Division,
more than 50 employees) I
Staff person
FY "Year"
B. Work with VTA and/or 511.org on outreach campaigns
targeting employers with fewer than 50 employees to
encourage voluntary participation in TDM program
Sustainability
activities, including pre-tax deductions for alternative
Division,
Medium -term,
travel mode expenses, transit ass subsidies, and new
p p
Staff person
FY "Year"
vanpool development; share best -practices in TDM
programs with local businesses to identify options that
have been successful at small scale
Parking Cash Out
C. Work with Cupertino Chamber of Commerce to
Sustainability &
Economic
Long-term,
conduct informal survey of businesses that lease
Divisions,
FY "Year"
employee parking spaces
Staff person
D. Develop program to work with businesses that lease
Sustainability &
Economic
Long-term,
parking spaces to describe benefits of parking cash-
Divisions,
FY "Year"
out programs for businesses and employees
Staff person
Carpool / Rideshare Program
E. Partner with 511.org and employers to leverage new
Sustainability
Medium -term,
ride -matching technologies and promote rideshare
Division,
among employees I
Staff person
FY "Year"
Guaranteed Ride Home
F. Work with other Santa Clara County partners to
develop Guaranteed Ride Home program for
Sustainability
Medium -term,
employees who work in Santa Clara County and
Division,
commute to work via alternative travel options (e.g.,
Staff person
FY "Year"
public transit, carpool/vanpool, biking, walking)
Progress Indicator
Year
10% of total employees in 2020 participate in TDM program
that offers rideshare promotion, telecommuting/ alternative
2020
schedules, and subsidized transit fares
20% of total employees in 2020 participate in TDM program
that offers rideshare promotion, telecommuting/ alternative
2035
schedules, and subsidized transit fares
Appendix C — Implementation Tracking Framework C-13
MEASURE C-T-3 Transportation Demand Management
Provide informational resources to local businesses subject to SB 1339 transportation demand management program
requirements and encourage additional voluntary participation in the program.
Tracking Mechanisms
Goal: Identify VMT reductions associated with TDM programs offered throughout the community.
Transportation emissions are not based on empirical data, which makes tracking the implementation success of
transportation measures challenging. The City should work with MTC to develop tracking mechanisms specifically
related to implementation of SB 1339 requirements in Cupertino. Based on the assumptions developed in that
methodology, the City could "spot-check" the results by working with local employers subject to the regulations (i.e.,
employers with 50 or more employees) to verify that they are experiencing the level of employee participation as
estimated by MTC. This could be administered through voluntary commuter surveys and/or analysis of participation
in the employer's TDM offerings (e.g., parking cash out, transit pass subsidies, alternative work schedules). The City
can also request relevant participation information from VTA, Santa Clara County, or the local Chamber of
Commerce.
At the macro -level, the City can align major CAP updates / revisions cycles with updates to the General Plan and its
underlying transportation model. As noted in Chapter 7 of the CAP, direct comparisons of inventory updates from
one year to the next can be problematic, especially if the underlying transportation model used to generate the
transportation emissions assumptions are different. The state may provide better guidance in the future for how to
manage the numerous assumptions and unknowns related to transportation sector emissions and reduction
estimates. However, at this time, the City's best option is to collect empirical data related to employee participation
in various TDM strategies and track long-term trends in participation. The City could also hire a transportation
consultant with knowledge of local TDM and commuter benefits programs to develop a more detailed tracking
mechanism, and/or perform an analysis of this measure's implementation success and barriers. Alternatively, the
City could hire a transportation consultant to update the transportation sector emissions, taking into account
participation in the various TDM programs available to its residents. This emissions update could be incorporated
into the total community -wide inventory update, and reductions related to this measure could be removed with the
assumption that the revised transportation sector emissions include their contributions (i.e., resulting in lower
transportation emissions than would otherwise have occurred in lieu of this measure).
C-14 City of Cupertino CAP I December 2014
MEASURE C-T-4 Transit Route Expansion
Explore options to develop local community shuttle or community -wide car sharing to fill gaps in existing transit network.
Actions and Implementation Steps
Department/Staff
Responsible
phasing
A. Conduct feasibility study that evaluates potential for
Sustainability &
community shuttle between Cal Train, Civic Center,
Economic
Long-term,
major employment / retail centers in Cupertino, and
Divisions,
FY "Year"
DeAnza Community College
Staff person
B. Research possible funding strategies with business
Sustainability
Long-term,
improvement districts, major employers, community
Division,
organizations, and other appropriate partners
Staff person
FY "Year"
C. Support further development of private car share
options for residents and daytime employee
population, such as through efforts to identify Sustainability Long-term,
adequate parking locations for shared vehicles e. Division,
q p g � g'' Staff person FY "Year"
ZipCar) or working with local business community to
increase knowledge of available options
Appendix C — Implementation Tracking Framework C-15
MEASURE C-T-5 Transit Priority
Improve transit service reliability and speed.
Actions and Implementation Steps I Department/Staff I Phasing
Responsible
Transit Signal Priority
A. Work with VTA to identify local roadways on which I Transportation
traffic congestion frequently leads to impacted transit Division,
reliability or timing I Staff person
B. Consider opportunities for transit -priority signal Transportation
integration along these routes that would not further Division,
contribute to congestion problems Staff person
Transit Intersection Queue Jumps
C. Based on work with VTA to identify congestion
problems along primary transit routes, also investigate
opportunities for integration of intersection queue jump
lanes (in conjunction with priority signals) to further
facilitate on -time transit service
Medium -term,
FY "Year"
Long-term,
FY "Year"
Transportation Long-term,
Division,
Staff person FY "Year"
C-16 City of Cupertino CAP I December 2014
MEASURE C-T-6 Transit -Oriented Development
Continue to encourage development that takes advantage of its location near local transit options (e.g., major bus stops)
through higher densities and intensities to increase ridership potential.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
A. Through City's General Plan process, identify areas
that could support net increase in population or
Planning Division,
Long-term,
employment through land use changes within 1/4 mile
Staff person
FY "Year"
walking distance of priority transit stops Planning
Department
B. Evaluate infrastructure capacity for higher-
density/intensity development in transit areas, and
Planning Division,
Long-term,
develop prioritization and funding strategies to
Staff person
FY "Year"
complete necessary improvements
C. Continue to consider off-street parking requirements
for transit -oriented and mixed -use developments, for
Planning Division,
On -going,
developments providing shared parking, and for
Staff person
FY "Year"
developments that incorporate travel demand
management measures
Appendix C — Implementation Tracking Framework C-17
MEASURE C-T-7 Community -Wide Alternative Fuel Vehicles
Encourage community -wide use of alternative fuel vehicles through expansion of alternative vehicle refueling infrastructure.
Actions and Implementation Steps Department/Staff Phasing
Responsible
Alternative Fuel Vehicle Charging / Refueling Infrastructure
A. Continue to explore cost-effective ways to increase
alternative vehicle charging / refueling infrastructure Transportation
within City for public use; review permitting and Medium -term,
inspection process to identify potential barriers to Division,
p p � p Staff person FY "Year"
installation and define strategies to reduce or remove
barriers through SGC grant or other means)
B. Develop Alternative Fuel Infrastructure Siting Plan
focused on strategic development of EV charging
stations and municipal CNG fueling stations based
upon demand analyses and feasibility studies; EV Sustainability &
station siting plans will identify appropriate locations Transportation Near -term,
for Level 1 (slow charge), Level 2 (fast charge), and Divisions, FY "Year"
Level 3 and DC (rapid charge) charging stations in Staff person
community and will analyze different models for
charging station ownership/management (i.e., public
vs. private sector)
C. Work with MTC and Bay Area local governments to
develop informational brochures and technical support
Sustainability
Near -term,
for developers / contractors interested in providing
Division,
public electric vehicle (EV) charging ports in new
Staff person
FY "Year"
projects
D. Identify regional partners for collaboration on multi-
Sustainability &
family EV charging station retrofit program to develop
Planning Divisions,
Near -term,
strategies for installing EV chargers in existing multi-
Staff person
FY "Year"
family buildings/apartment developments
EV Charging Station Pre -wiring Requirements for New Residential Construction (SFR and MFR)
E. Continue to enforce pre -wiring for at-home/business
electric vehicle charging ports in new construction per
Planning Division,
On -going,
City's existing ordinance and evaluate additional
Staff person
FY "Year"
building code and zoning code revisions
recommended through SGC Grant
Alternative Fuel Vehicle Public Outreach Program
F. Pursue local incentives, partnerships, and funding
mechanisms guided by SGC Grant; Provide links on
Sustainability
Near -term,
City's website to sources of cash rebates or other
Division,
financial incentives for purchase and/or lease of
Staff person
FY "Year"
alternative fuel vehicles
G. Continue to provide links to existing maps identifying
Sustainability
On -going,
Bay Area alternative fuel charging and refueling
Division,
infrastructure
Staff person
FY "Year"
H. Share information regarding City's efforts to transition
its municipal fleet towards alternative fuel vehicles, Sustainability Medium -term,
including plans for additional installation of recharging Division,
/ refueling infrastructure that would be open to public Staff person FY "Year"
use
C-18 City of Cupertino CAP I December 2014
MEASURE C-T-7 Community -Wide Alternative Fuel Vehicles
Encourage community -wide use of alternative fuel vehicles through expansion of alternative vehicle refueling infrastructure.
Progress Indicator Year
Community -wide motor vehicle profile shifts as follows:
5% of gasoline passenger vehicles shift to plug-in hybrid
electric (PHEV);
5% of diesel passenger vehicles shift to PHEV;
5% of gasoline light -duty trucks shift to PHEV; 2020
3% of gasoline heavy-duty trucks shift to CNG;
3% of diesel heavy-duty trucks shift to CNG;
40% of diesel buses shift to CNG, 20% shift to PHEV
Community -wide motor vehicle profile shifts as follows:
8% of gasoline passenger vehicles shift to plug-in hybrid
electric (PHEV); 2% shift to battery -electric (BEV); 5% shift
to CNG
8% of diesel passenger vehicles shift to PHEV; 2% shift to
battery -electric (BEV); 5% shift to CNG 2035
8% of gasoline light -duty trucks shift to PHEV; 2% shift to
battery -electric (BEV); 5% shift to CNG
25% of gasoline heavy-duty trucks shift to CNG;
25% of diesel heavy-duty trucks shift to CNG;
45% of diesel buses shift to CNG, 30% shift to PHEV
Tracking Mechanisms
Goal: Track community -wide shift towards alternative fuel vehicles.
As with Measure C-T-3, tracking the transition of the community -wide vehicle mix towards greater numbers of
alternative fuel vehicles will also be a challenge given the lack of readily -available data. The baseline level of
community -wide vehicle composition was developed using the Air Resources Board's EMFAC model for Santa
Clara County, and then scaled to Cupertino. This provided a modeled (i.e., not empirical) understanding of the
community's fleet make up. The vehicle fleet transition estimates shown as Progress Indicators by vehicle and fuel
type were then prepared based on industry estimates for technology adoption in the future.
Assuming the Department of Motor Vehicles will not provide data to the City detailing the number and type of
vehicles registered to Cupertino addresses, the City could attempt to collect this information voluntarily. An online,
voluntary community survey that asks residents about their personal vehicles could provide some insights.
Questions might include:
- What are the number and type of vehicles owned / leased in your household?
- What are the ages of your vehicles?
- Would you consider purchasing an alternative fuel vehicle as your next personal vehicle?
- If no, what would prevent you from considering alternative fuel vehicles as an option?
- Are you aware of the refueling / recharging options available to you within Cupertino for alternative fuel vehicles?
MTC, ABAG, the County Office of Sustainability, ARB, or other organizations may have their own on -going studies
related to this topic, which could also be analyzed and used as a proxy for empirical data. The City could also
partner with the Chamber of Commerce and local businesses to perform informal surveys of employees' alternative
fuel vehicles, based on use of EV charging stations, priority parking areas, or other employee -offered incentive
programs.
The City could also advocate for ARB to develop vehicle characterization studies for cities, counties, and/or regions
of the state using empirical Department of Motor Vehicle data, assuming it could be aggregated sufficiently to avoid
data privacy concerns.
Appendix C — Implementation Tracking Framework C-19
MEASURE C-W-1 SB-X7-7
Implement water conservation policies contained within Cupertino's Urban Water Management Plan to achieve 20 percent per
capita water reductions by 2020.
Actions and Implementation Steps Department/S
Responsible
A. Develop public information campaign that Sustainabili
highlights/advertises City projects and landscaping Division,
practices that conserve water (e.g., drought -tolerant Staff perso
landscaping, efficient irrigations systems)
B. Work with local water providers to identify opportunities
for water use data tracking and reporting at Sustainabili
community -wide level; if successful, share this Division,
information through CAP's annual progress reporting Staff perso
procedures, aligned with required General Plan
implementation annual reports
C. Partner with community/neighborhood groups to Sustainabili
promote existing water conservation programs and Division,
participation in voluntary turf -removal programs Staff perso
Progress Indicator
20% per capita water use reduction of 2010 baseline use
20% per capita water use reduction of 2010 baseline use
Tracking Mechanisms
Goal: Track per capita water use compared to 2010 baseline levels.
Year
2020
2035
Phasing
tedium -term,
FY "Year"
Near -term,
FY "Year"
Near -term,
FY "Year"
The City's urban water providers (i.e., San Jose Water Company and California Water Service Company) should
document progress towards and achievement of the SB-X7-7 legislation goals in future Urban Water Management
Plan updates. Reductions associated with this measure are based on the assumption that both water providers
would achieve the goals by 2020, and that water conservation targets would not be increased after 2020. UWMP
are updated on five-year cycles, so the City will need to work with its water providers to estimate annual water
savings for intermediary years (i.e., between UWMP updates). As described in the CAP, the City should work with
its water providers to establish an aggregated water consumption reporting program to allow easier tracking of
annual community -wide water consumption. These consumption levels can then be compared against each other to
track actual water use reductions, as well as increased water efficiency in the form of declining per capita water use.
The City should also continue to monitor state and local efforts at water conservation, particularly if they result in
mandates or incentive -based programs that aim to exceed the current requirements of SB-X7-7. Additional water
conservation beyond the levels shown in the Progress Indicator would likely result in greater emissions reductions
than those estimated in the CAP.
C-20 City of Cupertino CAP I December 2014
MEASURE C-W-2 Recycled Water Irrigation Program
Explore opportunities to use recycled water for irrigation purposes to reduce potable water demands.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Conduct feasibility analysis to determine potential for
Grounds & Fleet
recycled water systems in Cupertino; map locations of
Division,
large irrigation water users (now and likely future
Staff person
users) to identify feasible extent of new system
B. Continue to monitor regional discussions regarding
Sustainability
expansion of existing recycled water systems in
Division,
neighboring jurisdictions I
Staff person
C. Identify City -owned site to install educational
Sustainability,
demonstration project that showcases water -efficient
Grounds & Fleet
landscaping strategies, alternative irrigation options,
Divisions,
and/or low -impact landscape design techniques
Staff person
Long-term,
FY "Year"
On -going,
FY "Year"
Short-term,
FY "Year'
Appendix C — Implementation Tracking Framework C-21
MEASURE C-SW-1 Zero Waste Goal
Maximize solid waste diversion community -wide through preparation of a zero -waste strategic plan
Actions and Implementation Steps Department/Staff phasing
Responsible
A. Continue to implement City's goal to divert 75% of Environmental Near -term,
community -wide solid waste through franchise waste Division,
hauling contract Staff person FY "Year"
B. Prepare residential and commercial waste
i
characterization studies to identify Cupertino -specific
opportunities for additional waste diversion; use study Environmental Medium -term,
results to develop outreach campaigns that increase Division,
participation in City's existing waste management Staff person FY "Year"
programs, targeting specific waste types and/or
sources
C. Establish timeline and funding mechanism to perform
Environmental
Long-term,
periodic Waste Characterization Study updates to
Division,
evaluate efficacy of new outreach programs
Staff person
FY "Year"
D. Develop robust outreach campaign to ensure
community -wide understanding of materials
management service offerings, drive behavior change
Environmental
focused on lifecycle of materials (i.e., source reduction,
Division,
Long-term,
materials reuse, end -of -life), and facilitate access to
)
Staff person
FY "Year"
emerging materials management support tools (i.e.,
those focused on sharing economy and collaborative
consumption)
C-22 City of Cupertino CAP I December 2014
MEASURE C-SW-2 Food Scrap and Compostable Paper Diversion
Continue to promote the collection of food scraps and compostable paper through the City's organics collection program.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Continue to implement the City's organics collection Environmental
program outreach campaign, including outreach to Division,
Cupertino's business community regarding upcoming Staff person
commercial food waste ordinance
B. Provide information to local elementary schools on Environmental
existing organics collection program for incorporation Division,
into on -going recycling program curriculum I Staff person
C. Work with franchise waste haulers, the Cupertino
Chamber of Commerce, and other local business Environmental
organizations to increase voluntary participation in Division,
City's organics collection program; provide technical Staff person
assistance based on best practice examples to
overcome collection bin storage / placement barriers
Progress Indicator Year
Households divert 40% of food scraps and compostable
paper;
10% of businesses divert 20% of food scraps and 2020
compostable paper;
Households and businesses divert 85% of yard waste
Households divert 60% of food scraps and compostable
paper;
30% of businesses divert 20% of food scraps and 2035
compostable paper;
Households and businesses divert 90% of yard waste
Tracking Mechanisms
On -going,
FY "Year"
Medium -term,
FY "Year"
Medium -term,
FY "Year"
Goal: Track the percentage of compostable food and paper that are diverted from the solid waste stream.
The most accurate implementation monitoring strategy would include the preparation of residential and commercial
solid waste characterization surveys to identify the specific ratios of various waste categories present in the
community's trash. The reduction estimates prepared for this measure are based on the State's 2008 Waste
Characterization Study. However, it is likely that the city's actual waste profile is different than that of the statewide
average given the character of the community and existing waste diversion programs that have already been
implemented.
StopWaste.org prepared community residential waste characterization surveys for participating cities in the East
Bay, and would be a good reference to determine associated survey costs and appropriate update timelines. The
City's contract waste hauler may also provide this type of service, along with tailored recommendations for how to
increase diversion rates.
If financially viable, the City should prepare waste characterization surveys as part of the emissions inventory
update process for the three target years (i.e., 2020, 2035, 2050), with additional interim surveys prepared when
possible. The City can also solicit voluntary input on participation in waste diversion programs through partnerships
with the Chamber of Commerce, local elementary schools, community events, and/or online questionnaires.
Appendix C — Implementation Tracking Framework C-23
MEASURE C-SW-3 Construction & Demolition Waste Diversion Program
Continue to enforce diversion requirements in City's Construction & Demolition Debris Diversion and Green Building
Ordinances.
Actions and Implementation Steps
Department/Staff
Phasing
Responsible
A.
Continue to implement City's 60% C&D diversion
Environmental
requirement for applicable projects as defined in City's
Division,
On -going,
Construction and Demolition Debris Diversion
Staff person
FY "Year"
Ordinance
B.
Work with franchise waste haulers to evaluate
Environmental
Long-term,
capability of area landfill operators to maximize C&D
Division,
waste diversion (e.g., 75% diversion) 1
Staff person
FY "Year"
C.
Consider increasing City's diversion requirements to
Environmental
75% diversion to support zero -waste goal (see SW-1);
Division,
Long-term,
alternative) onlytarget scrap lumber with 75%
y' g p
Staff person
FY "Year"
diversion requirement, if found to be feasible
D.
Consider developing Construction and Demolition
Debris Diversion Deposit Program to help enforce
Environmental
C&D ordinance, in which deposit is paid to City prior to
Division,
Long-term,
issuance of buildingpermit and refunded to applicant
p pp
Staff person
FY "Year"
following submittal / approval of applicable waste
diversion documentation
Progress Indicator Year
60% of construction and demolition waste diverted, per City's 2020
ordinance — approximately 2,600 tons/yr
75% of construction and demolition waste diverted — 2035
approximately 3,500 tons/yr
Tracking Mechanisms
Goal: Track the percentage of construction and demolition waste that is diverted from the solid waste
stream.
See Tracking Mechanism description in Measure C-SW-2
In addition to the previously described waste characterization surveys, the City could develop a Debris Diversion
Deposit Program to allow tracking of C&D waste diversion participation. This type of program, popular in San Diego
County jurisdictions, would require payment of a deposit prior to receipt of a building permit. The deposit could be
based on a $/sgft ratio or a percentage of total project costs. Following project completion, the applicant may submit
documentation (prepared by their contractor or landfill / recycling center staff) demonstrating compliance with the
City's C&D diversion ordinance to receive a full deposit refund.
The reduction estimates associated with this measure assumes full implementation of the City's existing C&D
diversion ordinance. If the City should begin requiring debris diversion documentation, it should be analyzed to
identify the total tons of lumber diverted annually through implementation of this measure since lumber is an organic
construction material that would otherwise generate methane emissions in a landfill environment. The CAP indicates
the estimated tonnage of lumber diversion for the target years, which can be compared to actual diversion amounts.
It should be noted, that simply entering this lumber tonnage value into ICLEI's GEM software will generate
emissions reduction estimates that are incompatible with those used in the CAP because the GEM program is
based on the EPA's WARM methodology, while the CAP utilized the ARB's first -order decay methodology.
C-24 City of Cupertino CAP I December 2014
MEASURE C-G-1 Urban Forest Program
Support development and maintenance of a healthy, vibrant urban
forest through outreach,
incentives, and strategic
leadership.
Actions and Implementation Steps
Department/Staff
Responsible
Phasing
A. Continue implementing landscaping requirements in
Planning Division,
On -going,
City's Development Standards, Design Guidelines, and
Staff person
FY "Year"
other regulatory documents
B. Partner with neighborhood groups, community
organizations, and business community to encourage
Sustainability
voluntary tree planting on private property within
Division,
Long-term,
Cupertino; identify opportunities for such organizations
p y o pp g
Staff person
FY "Year"
to assist City with maintenance of street trees planted
within public rights -of -way
C. Consider developing strategic, long-range plan to
Trees & Right -of-
Long-term,
identify policies and strategies to proactively manage
Way Division,
and grow the City's street tree population
Staff person
FY "Year"
D. Evaluate opportunities to expand current ordinances
Sustainability
Division; Planning
Medium -term,
and codes to prioritize expansion of City's green and
Division,
FY "Year"
cool roofs, as well as pervious and cool pavement
Staff person
E. Assess opportunities to expand Cupertino's network of
Recreation and
community gardens, demonstration gardens, and
Community
edible schoolyards through Stevens Creek Corridor
Services
Medium -term,
process, targeted Green Maser Plan tar Home or
p g @
Department,
FY "Year"
Green@School campaign, and strengthened Rotary
Staff person
Club partnership
F. Expand community and school gardens, and evaluate
Recreation and
opportunities to develop prevalent demonstration
Community
Medium -term,
garden that incorporates water -sensitive design and
Services
advanced irrigation control technology (if irrigation
Department,
FY "Year"
system is necessary)
Staff person
G. Pair expanded garden network with new naturalist and
Recreation and
Community
education programs and trainings to build community
Services
Medium -term,
knowledge of gardening techniques and associated
g g g q
Department,
FY "Year"
health, environmental, and financial benefits
Staff person
H. Install informational placards or signs at new gardens
Recreation and
Community
that quantify emissions reductions from local food
Services
Medium -term,
sources and water savingpotential from native plants
p p
Department,
FY "Year"
and refer public to additional informational resources
Staff person
Progress Indicator
Year
2,500 net new trees planted in the city from 2015 onward
2020
2,800 net new trees planted in the city from 2015 onward
2035
Appendix C — Implementation Tracking Framework C-25
MEASURE C-G-1 Urban Forest Program
Support development and maintenance of a healthy, vibrant urban forest through outreach, incentives, and strategic
leadership.
Tracking Mechanisms
Goal: Count the number of net new trees planted community -wide.
The emissions reduction estimates for this measure are primarily based on the assumption that the nearly 2,400 net
new trees to be planted as part of the Apple 2 Campus will actually occur. The City should continue to work closely
with the project applicant to verify the actual final number of net new trees that are planted during project
construction.
The remaining approximately 100 trees assumed to be planted by 2020 would occur in the remainder of the
community. Since a building permit is not required to plant a tree, there is likely limited opportunity for City
interaction with these remaining 100 trees. The City should maintain relationships with neighborhood organizations
or non -profits that may lead local tree -planting campaigns, and ask for reports on program results.
Similarly, the City can check -in with its PG&E community representative annually to request results associated with
utility shade tree planting campaigns. While no related programs are currently offered by PG&E, they may be
offered again in the future.
Finally, the City should develop a CAP data collection program and procedure to gather relevant data from City
departments on an annual basis. The Public Works Department or Parks Department may plant new trees each
year along streets and in parks (beyond replacements for dead or diseased trees), which would also count towards
the remaining 100 trees estimated in the measure reduction calculations.
C-26 City of Cupertino CAP I December 2014
MEASURE M-F-1 Sustainable Energy Portfolio
Procure low -carbon electricity through utility -based programs or participation in a Community Choice Energy District.
Actions and Implementation Steps
A. Support Utility -Enhanced Clean Generation Portfolio
■ Conduct feasibility study of PG&E Green Option
financial costs (per kilowatt hour (kWh) costs have not
been finalized yet as part of program development) for
City to purchase part or all of its electricity from
renewable sources
■ Develop resolution to opt into PG&E Green Option
program for municipal electricity purchases (Note:
program is currently capped at 272 MW and as 5 year
pilot program; it is currently unknown how enrollment
decisions will be made should program become fully
subscribed)
Progress Indicator
Department/Staff
Responsible
Sustainability
Division,
Staff person
Year
Assumes 100% of municipal electricity use in 2020 comes
from 75% renewable (or zero carbon) sources via PG&E 2020
Green Option
Tracking Mechanisms
Goal: Track portion of municipal electricity that comes from renewable sources.
Phasing
Near -term,
FY "Year"
Gather information on source(s) of municipal electricity (e.g, PG&E, CCE program) and each sources' emissions
factor (i.e., MT COZe/kWh) annually
Monitor portion of municipal electricity that is generated from emissions -free sources on annual basis and compare
to previous years in annual CAP update reports
Calculate total kWh that come from standard grid electricity (e.g., not generated on site through solar PVs, not
provided through PG&E Green Option program or participation in a CCE); use this value when revising RPS
emissions reductions for future CAP updates to accurately account for portion of municipal electricity use that would
be affected by the RPS
B. Create Community Choice Energy Option
■ Continue to monitor CCE efforts within Santa Clara
County, City of San Francisco, and East San Francisco
Bay cities; if local support exists to further consider CCE
options within Cupertino, pursue the following steps:
o Identify potential jurisdictional partners for
development of CCE (e.g., Sunnyvale, Mountain
View)
o Conduct feasibility study to assess viability of CCE
program in Cupertino (can be conducted jointly
with other jurisdictional partners)
o Based on results of feasibility study, pursue
development of (or participation in) CCE per state
requirements
o Adopt resolution for City to participate in CCE
o Determine feasibility of City to purchase electricity
for municipal operations from CCE, based on
approved CCE rate structure; CCE may provide
options for level of participation (e.g., 50% clean
electricity, 100% clean electricity)
Sustain,
Divisi
Staff pe
Appendix C — Implementation Tracking Framework C-27
MEASURE M-F-1 Sustainable Energy Portfolio
Procure low -carbon electricity through utility -based programs or participation in a Community Choice Energy District.
Progress Indicator Year
Assumes 100% of municipal electricity use in 2020 comes
from 100% renewable (or zero carbon) sources via CCE 2020
program
Tracking Mechanisms
Same as M-F-1 A
C-28 City of Cupertino CAP I December 2014
MEASURE M-F-2 Renewable or Low -Carbon Electricity Generation
Develop renewable energy facilities at municipal buildings and facilities.
Actions and Implementation Steps Department/Staff
Responsible I Phasing
A. Install Solar PV Installations on City Buildings / Property
■ Based on results of City's previous solar feasibility
study, pursue PV installations at City Hall complex,
Quinlan Community Center, Cupertino Library,
Corporation Yard, and Civic Center carports through
Capital
Santa Clara County Regional PPA or other financing
Improver
option (e.g., City procurement, lease -to -own)
Program Div
■ Review future potential for additional PV installations
Staff pers
at sites associated with implementation of Civic Center
Master Plan (e.g., Teen Center, new City Hall, Sheriff's
Office)
Progress Indicator
Year
Assumes five solar sites are developed for total installed 2020
capacity of 508 kW generating 818,000 kWh/yr
Tracking Mechanisms
Goal: Calculate total electricity generation capacity of municipal solar PV systems.
)n-going,
Y "Year"
Collect PV system installation data from renewable energy project contracts (or meters) and analyze to gauge
progress toward goals:
- What was the total installed generation capacity (in kW) for the photovoltaic systems?
- How many kWh/yr of electricity are estimated to be generated from the photovoltaic systems (prior to installation)?
- How many kWh/yr of electricity are actually generated from the system (following one-year of system operation)?
Per Appendix B, emissions reductions were calculated by multiplying kWh/yr generated by PG&E's estimated 2020
emissions factor. The City can perform this same simple math annually to provide accurate estimates of emissions
reductions associated with PV installations as they begin to occur. Should the City install a lower total capacity than
estimated or the systems generate less electricity than estimated, revisions to the CAP's reduction totals can be
prepared using empirical data. Similarly, should electricity generation be higher than estimated, then emissions
reductions will also be higher (assuming the increased electricity is used by municipal buildings / facilities to offset
grid -provided electricity, and not just sold back to the utility company).
B. Install Solar Thermal Installations on City Facilities
Following implementation of other energy audit
improvement opportunities, conduct further feasibility
analysis for primary solar thermal systems identified in
audit (i.e., Blackberry Farm Pool and Sports Center)
Identify funding / financing source to implement cost-
Facilities, Capital
effective solar thermal options at opportunity sites,
Improvement
either through ESCO contract or direct City install
Program, and
As part of the Capital Improvement Program (CIP),
Sustainability
annually review hot water usage at City buildings and
Divisions,
facilities to identify additional cost-effective
Staff person
opportunities for solar thermal installations; City could
additionally consider developing a Green CIP that
aggregates findings and recommendations from this
CAP into one document mirroring existing CIP process
Long-term,
FY "Year"
Appendix C — Implementation Tracking Framework C-29
MEASURE M-F-2 Renewable or Low -Carbon Electricity Generation
Develop renewable energy facilities at municipal buildings and facilities.
Progress Indicator Year
Assumes no solar thermal systems are pursued prior to 2020
2020
Tracking Mechanisms
Goal: Calculate total energy use avoided through installation of solar hot water heaters.
The CAP assumes that no solar hot water systems will be installed on municipal buildings / facilities prior to 2020.
When these systems are installed in the future, the City should collect installation data from renewable energy
project contracts (or meters) and analyze it to calculate associated emissions reductions:
- How many therms of natural gas are estimated to be reduced by the solar hot water systems (prior to system
installation)?
- How many therms are actually reduced by the system (following one-year of system operation)?
- In the case of electric hot water heaters, how many kWh are reduced following installation of the system?
- Based on the actual system results, are there other opportunity sites for additional solar hot water system
installations?
C-30 City of Cupertino CAP I December 2014
MEASURE M-F-3 Advance Energy Management Activities
Reduce energy consumption in existing municipal buildings through data analysis, interactive management systems,
employee education, and building operation and maintenance policies.
Actions and Implementation Steps
A. Develop Advanced Energy Efficiency Analytics
■ Identify appropriate energy analytics firm with which to
partner; this could be regional implementation
opportunity to secure discounted large group rate -
consult other area jurisdictions when pursuing this
option
■ Create operating framework that allows facilities
managers to implement findings into building
operations
■ Use high -resolution data from analytics (e.g.,
appliance end -use ) to inform development of targeted
energy efficiency retrofit programs [see M-F-4]
Progress Indicator
Department/Staff Phasing
Responsible
Facilities &
Sustainability
Divisions,
Staff person
Year
Assumes 14.5% reduction in 2010 baseline building
electricity use (i.e., 410,000 kWh/yr saved) and 14.3% 2020
reduction in 2010 baseline building natural gas use (i.e.,
6,900 therms/yr saved)
Tracking Mechanisms
Goal: Track energy savings from advanced energy analytics program participation.
Medium -term,
FY "Year"
Work with selected energy analytics firm to generate annual results summaries that show electricity and natural gas
savings by building; set up data collection system to calculate year -over -year changes (e.g., additional 5,000 kWh
saved in 2018) as well as provide total energy savings since program inception
Compare total energy savings across all buildings / facilities to CAP's 2010 baseline levels to calculate progress
toward measure estimates (i.e., Progress Indicator)
B. Benchmark & Track Consumption Data Collected per Facility
■ Work with PG&E to install additional electricity and gas
meters (where applicable) to allow improved facility -
level energy use analysis; when feasible, combine
similar end uses into one meter (e.g., park unit's
lighting combined into one meter, park unit's buildings
provided on separate meters) to allow monitoring of
specific energy efficiency improvements or comparison
of annual energy benchmarking
■ After installation of additional meters, organize PG&E
data by facility and City department (e.g., Meters 1, 2
and 3 represent Memorial Park)
• Benchmark all eligible municipal facilities using
ENERGY STAR Portfolio Manager
■ Implement process to track and report municipal
energy usage through quarterly or annual staff reports;
explore options to make information publicly available
through an open data portal system
Facilities &
Sustainability
Divisions,
Staff person
No Tracking Mechanisms - Supports implementation of Action A
Long-term,
FY "Year"
Appendix C - Implementation Tracking Framework C-31
MEASURE M-F-3 Advance Energy Management Activities
Reduce energy consumption in existing municipal buildings through data analysis, interactive management systems,
employee education, and building operation and maintenance policies.
C. Install Energy Management Systems
■ Work with energy analytics firm and City IT department
to identify additional opportunities for office system
EMS to automate control and monitoring of office
equipment (e.g., computers, monitors, printers),
beyond those already installed, including strategy for
advanced power strip purchases and use in City
buildings
■ Work with energy analytics firm to review existing
advanced lighting controls/monitoring systems (e.g.,
automatic dimmers), ensure proper operation, and
identify opportunities for additional installations in
other City buildings/facilities
Facilities &
Sustainability On -going,
Divisions, FY "Year"
Staff person
No Tracking Mechanisms — Supports implementation of Action A
D. Introduce Retro-Commissioning Program
■ Formalize program that requires all major systems
(e.g., HVAC) in existing buildings / facilities to be retro- Facilities &
commissioned at 5-year intervals Sustainability
■ Sync regular retro-commissioning efforts with services Divisions,
provided by existing building systems maintenance Staff person
contracts
No Tracking Mechanisms — Supports implementation of Action A
E. Design / Implement Facilities & Equipment Energy Management Policy
■ Research and collect facility -related energy
conservation policies and procedures from cities
locally and nationally
■ Develop draft Policy and Procedure that outlines
facility energy and water conservation goals,
employee responsibilities, operating equipment
procedures, and purchasing guidelines, to ensure
consistency with City's Environmentally Preferable Facilities &
Procurement Policy Sustainability
■ Implement Procedure and track progress to achieve Divisions,
utility cost and resource savings on periodic basis Staff person
■ Adjust Procedure as best practices evolve and new
technologies are introduced to achieve larger financial
and utility conservation gains over time
■ Identify third -party certification programs and rating
criteria to recognize Cupertino's utility conservation
efforts
No Tracking Mechanisms — Supports implementation of Action A
F. Bolster Employee Behavior Change through Information / Education
Medium -Term,
FY "Year"
Near -Term,
FY "Year"
■ Install energy use dashboards in City Hall and primary
municipal buildings (e.g., public -facing and high Sustainability Medium -Term,
energy use); work with PG&E to install individual Division,
building meters, as necessary, to allow building- Staff person FY "Year"
specific energy use reporting (see M-F-3 B)
C-32 City of Cupertino CAP I December 2014
MEASURE M-F-3 Advance Energy Management Activities
Reduce energy consumption in existing municipal buildings through data analysis, interactive management systems,
employee education, and building operation and maintenance policies.
■ Provide facility managers with training on advanced
building operations systems in order to maximize
effectiveness of City's building systems
■ Set specific department -level energy use targets and
encourage employees in the buildings to participate in
energy efficiency achievement (may need additional
PG&E meters installed, per M-F-3 B, to accurately
track this)
Continue to distribute and refer staff to City's
handbook with instructional guides to help implement
ENERGY STAR purchasing requirements; existing
handbook also serves as user-friendly resource to
guide City purchases of "green" products, such as
furniture, carpeting / flooring, paints, packaging
materials, etc., which further supports Measure M-SW-
1C
No Tracking Mechanisms — Supports implementation of Action A
Appendix C — Implementation Tracking Framework C-33
MEASURE M-F-4 Grow Existing Building Energy Retrofit Efforts
Reduce energy consumption in existing municipal buildings through energy efficiency improvements.
Actions and Implementation Steps
A. Complete Building Retrofits
■ Use results from advanced analytics program (see M-
F-3 A) to identify appliances and building systems that
are underperforming from energy use perspective, and
develop prioritization plan for equipment replacement /
building retrofits; work with PG&E to identify available
rebates, incentives, or on -bill financing opportunities
for various improvements
■ Continue to make progress on implementing efficiency
opportunity findings from City's Detailed Energy Audit;
establish budget priority for Energy Audit update in
next five years
Progress Indicator
Assumes 254,000 kWh/yr saved as result of interior lighting
retrofits and occupancy sensors, and 59,000 kWh/yr saved
as a result of plug load controllers (assumed 200 controllers
installed)
Department/Staff
Responsible
Facilities &
Sustainability
Divisions,
Staff person
Tracking Mechanisms
Goal: Track energy use reductions associated with building retrofits.
Year
2020
Phasing
On -going,
FY "Year"
There will possibly be some overlap among reductions associated with Measures M-F-3 and M-F-4. While total
municipal energy use reductions are the primary goal, the purpose of this appendix is to provide a framework that
supports measure -specific implementation tracking to gauge the success and opportunities for growth of certain
measures.
The City already has energy use reduction estimates associated with the prescribed building retrofits, which were
included in the City's Detailed Energy Audit. The City should record the associated buildings' /facilities' electricity
use prior to installation of the interior lighting retrofits and occupancy sensor installations, and record the resulting
electricity use post -installation to roughly estimate the measure's energy savings. If other retrofit projects or
advanced building energy analytics programs happened concurrently, these individual energy reductions should be
calculated separately, to the extent feasible.
The City may find it useful to create building / facility -specific Excel spreadsheets to track annual electricity and
natural gas use; identify associated utility account numbers; and track all associated energy conservation project
installations, including project date, estimated savings, actual savings (one year post -installation), and pre- and
post -energy use levels
B. Establish Energy Efficiency Fund
■ Evaluate the potential for and requirements (e.g., size,
terms, etc.) of a self-sustaining City energy efficiency
revolving loan fund to implement findings of various
City energy efficiency and renewable energy
development opportunity studies; City of San Jose
used this approach as one source of multiple project Sustainability Long-term,
financing sources Division,
■ Develop fund parameters that support continual Staff person FY "Year"
replenishment of funding pool (e.g., 80% of cost
savings resulting from project implementation are
returned to fund for 5 years after which additional
savings accrue to project's implementing department)
■ Allocate or secure funding for long-term energy
C-34 City of Cupertino CAP I December 2014
MEASURE M-F-4 Grow Existing Building Energy Retrofit Efforts
Reduce energy consumption in existing municipal buildings through energy efficiency improvements.
efficiency fund (from EECBG program, municipal
bond, etc.)
■ Assign manager to support and coordinate fund and
its projects
■ Discuss opportunities and potential program structure
for regional revolving loan fund with neighboring
jurisdictions, which could provide access to additional
seed funding sources
No Tracking Mechanisms — Supports implementation of Action A
C. Set Standards and Targets
Continue to implement City's Green Building
Ordinance as it relates to municipal building retrofits
Consider developing additional guidance for municipal
building retrofits that encourages pursuit of energy- or Facilities &
water conservation -related points towards Planning Divisions,
achievement of required LEED certification to prioritize Staff person
these building efficiency outcomes; alternatively, City
could define explicit energy efficiency performance
levels or design feature expectations for new projects
Long-term,
FY "Year"
No Tracking Mechanisms — Supports implementation of Action A
D. Adopt a Demonstration Policy
■ Draft City Technology Demonstration Policy to assist
local businesses with testing and demonstrating
functionality of emerging technologies
■ Implement the policy and revise based on industry
best practices and trends as they arise Facilities & Medium -term,
■ Pursue grant opportunities that expand technology Planning Divisions,
demonstration opportunities in municipal facilities and Staff person FY "Year"
through local business partnerships, coordinated with
the City's Economic Development Office (e.g., CEC
Electric Power Investment Charge Grants (EPIC) -
http://www.energy.ca.gov/research/epic/)
No Tracking Mechanisms — Supports implementation of Action A
Appendix C — Implementation Tracking Framework C-35
MEASURE M-F-5 Expand New Building Energy Performance
Establish energy efficiency targets for new municipal buildings.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Update Green Building Standard — Energy Performance Guidance
■ Continue to implement City's Green Building
Ordinance as it relates to new municipal building
construction
■ Consider developing additional guidance for new
municipal building projects that encourages pursuit of
energy- or water conservation -related points towards
achievement of required LEED certification to prioritize
Facilities, Capital
these building efficiency outcomes; alternatively, City
Improvement
could define explicit energy efficiency performance
Program &
levels or design feature expectations for new projects
Sustainability
■ Build recommendations into City's Capital
Divisions,
Improvement Program
Staff person
■ Identify opportunities for passive solar design and
consider solar orientation for active solar installments
in new construction
■ Consider including solar -ready construction
requirements for new municipal buildings with
appropriate solar orientation, roof size, etc.
Progress Indicator
All new municipal construction complies with the City's
Green Building Ordinance
Tracking Mechanisms
Year
2020
Long-term,
FY "Year"
Goal: Calculate energy savings related to implementation of City's Green Building Ordinance.
The CAP does not include reductions associated with this measure because it was too speculative at the time of
plan development to estimate the exact nature of future new municipal construction projects. However, the City has
adopted a Green Building Ordinance, which will likely result in reduced energy use over a typical baseline scenario.
As part of the LEED certification process, a project needs to model the proposed building's energy use under a
baseline scenario and demonstrate how achievement of certain LEED design requirements will result in a building
with a reduced modeled energy use.
As the City pursues construction of new municipal buildings in the future, the proposed building's baseline modeled
energy use should be recorded, as well as the estimated energy use from the final design. This information should
be recorded in the same place as the building retrofit data described in Measure M-F-4 A (i.e., in a comprehensive
Excel file that tracks energy use of each municipal building / facility). After one full year of building occupancy, the
building's actual energy use should be recorded as well. The difference between the modeled baseline energy use
and the actual occupied building energy use should be converted to MT CO2e/yr, and can be included in future CAP
updates as a new reduction source. This reduction would take credit for any energy use savings resulting from the
difference between a building constructed without the City's Green Building Ordinance and one constructed to its
requirements.
C-36 City of Cupertino CAP I December 2014
MEASURE M-F-6 Complete Citywide Public Realm Lighting Efficiency
Upgrade public realm lighting to more efficient technology.
Actions and Implementation Steps Department/Staff Phasing
Responsible I_
A. Complete Street Light Retrofits
■ Consider best practices in lighting technology at time
of bulb and / or fixture replacement or repair
Streets Division, On -going,
■ Ensure that new street light installations achieve Staff person FY "Year"
comparable or better efficiency level as achieved
through previous street light retrofit program.
Progress Indicator Year
Achieved! — 872,000 kWh/yr saved through street light 2020
retrofit program
Tracking Mechanisms
Goal: Track electricity savings from street light retrofits.
The City already implemented street light retrofits and quantified their resulting electricity savings through its
Detailed Energy Audit.
Should the City's street light service expand in the future into currently un-lighted areas, then the City should
estimate the new lights' energy use under two scenarios. In Scenario 1, the City would install lights comparable to
those used throughout the City prior to the street light retrofit program (e.g., high-pressure sodium lights). In
Scenario 2, the City would install its selected new street lights. The difference in these two scenarios could
represent an additional reductions source.
Before applying this reduction to future CAP updates though, the City should first verify that the new street light
energy use falls within the estimated street light emissions sector growth shown on Table 2.5 of the CAP (e.g., 16
MT CO2e/yr between 2010 and 2020). If it does, then this new reduction source can be applied. If it doesn't, then the
future year Public Lighting energy use estimates would need to be revised upward to accommodate this new
emissions source (e.g., the Scenario 1 energy use) before the reductions estimate could be applied.
B. Retrofit Remaining Parking Lot and Park Facility Lighting
■ Identify City -owned parking lot lighting that has not yet
been converted to LED, magnetic induction, or similar
highly -efficient technology
■ Identify park lighting (e.g., pathways, restroom
facilities, area lighting, sport field lighting) that has not
yet been converted to LED, magnetic induction, or
similar high -efficiency technology
■ Identify appropriate energy -efficient lighting
technologies for sports fields / courts that still provide Streets Division,
lighting levels required for applicable sporting use Staff person
■ Develop implementation timeline and funding program;
contact City's PG&E account representative regarding
availability of rebate programs and / or on -bill financing
options to cover retrofit program
■ Consider updating City's Standard Provisions or other
lighting guidance documents to specify efficiency
levels to be achieved in new installations or lighting
retrofit projects.
Near -term,
FY "Year"
Appendix C — Implementation Tracking Framework C-37
MEASURE M-F-6 Complete Citywide Public Realm Lighting Efficiency
Upgrade public realm lighting to more efficient technology.
Actions and Implementation Steps Department/Staff Phasing
Responsible
Progress Indicator Year
Achieved! — 75,000 kWh/yr saved through park unit parking 2020
lot and pathway light retrofit program
Tracking Mechanisms
Goal: Track electricity savings from park light retrofits.
The City already implemented some park light retrofit opportunities, and quantified their resulting electricity savings
through its Detailed Energy Audit.
If the City decides to pursue additional park unit parking lot and / or pathway lighting retrofits in the future, it should
prepare electricity savings estimates and compare those estimates to actual results following installation. This post -
installation monitoring may be a challenge, depending on whether or not the lights in question are on their own utility
meter or can easily be disaggregated from their larger unit. If the light data cannot be easily disaggregated, it may
be possible to measure lighting retrofit efficacy by measure pre- and post -installation electricity use for the
associated utility meter. If the other electricity uses contributing to that meter are static (i.e., do not fluctuate day to
day) and do not undergo their own retrofits at the same time, the difference between pre- and post -installation could
serve as a proxy for actual retrofit project energy savings.
C-38 City of Cupertino CAP I December 2014
MEASURE M-F-7 Conserve Water Through Efficient Landscaping
Implement best management practices in landscaping design and share City successes community -wide to lead by example
in water conservation action.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Utilize Weather -Track System to Reduce Park & Median Water Use
■ Continue to use weather -based irrigation technology in
City irrigation practices to prevent unnecessary or Grounds & Fleet
excessive water in public spaces On -going,
Division,
■ Continue to provide training on the City's irrigation Staff person FY "Year"
technology to existing and new staff to ensure proper
use of the system
Progress Indicator Year
Achieve Bay Area Climate Compact's goal for 20% water
savings by 2018 over 2008 baseline 2020
Assumes 27.5 million gallons of water saved per year over
2008 baseline of 138 million gallons
Tracking Mechanisms
Goal: Track municipal water use and conservation efforts.
Establish reporting framework to collect water use data from all municipal accounts into one location for use in
annual CAP progress reports; report consumption by end use, if possible (e.g., park irrigation, median/roadway
irrigation, indoor water use by building / facility)
If historical data is available, compare municipal water user on annual basis beginning in 2008 (i.e., baseline year
for Bay Area Climate Compact water reduction goal); track changes in water consumption by end use to identify
unexplained consumption increases
B. Benchmark & Track Water Use per Meter
■ Establish operational framework for tracking and
reviewing water use at the meter level to allow Sustainability,
identification of improper irrigation system use, leaks, Grounds & Fleet On -going,
or other wasteful water activities
Divisions, FY "Year"
■ Incorporate water use reporting into overarching Staff person
annual CAP reporting procedure described in Chapter
7
No Tracking Mechanisms — Supports implementation of Action A
C. Adopt Water Budget & Green Grounds Policy
■ Develop landscaping policy that promotes efficient
watering schedules, high- and low -priority water zones
(for use during pre -drought conditions), water -efficient
and climate -sensitive plant selection, and compost -
friendly landscape maintenance
■ Evaluate alternative or maintain existing water -efficient
irrigation technology systems, particularly in areas of
high irrigation use (e.g., turf playing fields), with ET
sensors and integration with weather station data
streams to automate watering schedules based on
current and near -term environmental conditions
■ Train maintenance crews in use and maintenance of
irrigation systems and implementation of Green
Sustainability, I
Trees & Right of Near -term,
Way, and Grounds
& Fleet Divisions, FY "Year"
Staff person
Appendix C — Implementation Tracking Framework C-39
MEASURE M-F-7 Conserve Water Through Efficient Landscaping
Implement best management practices in landscaping design and share City successes community -wide to lead by example
in water conservation action.
Grounds policy
Consider use of water budgets for irrigated landscape
areas
Create education stations or post information to City's
website that describe City's green grounds practices
No Tracking Mechanisms - Supports implementation of Action A
D. Use Bay -Friendly Landscaping Techniques across Parks & Medians; Install Demonstration Gardens
■ Adopt city-wide policy that requires specification of
Bay -Friendly, drought -tolerant landscapes in any new
City project or private project receiving City funds to
include landscaped areas as project element
■ Expand Parks & Recreation Green Policies, which
focus on water -efficient landscaping, across all
departments to prioritize Bay -friendly and efficient
irrigation practices and technologies to maintain City's
landscaped facilities, parks, medians, and
streetscapes, and to become more resilient to water
shortages; Couple implementation of these goals with
projects that also minimize impervious surfaces and
ensure adequate soil drainage
■ Develop implementation and funding schedule to
update public landscapes, including turf conversion
and hydrozoning projects, to designs that more closely
align with Bay -friendly landscaping techniques
■ Provide maintenance specifications and procedures to
support staffs pruning, pest -control, irrigation, and
general oversight of these new plant materials
■ Pursue project third -party certification through Bay -
Friendly Rated Landscapes, where applicable, or build
landscaping water conservation initiatives into future
site -wide comprehensive rating program applications
(e.g., LEED, California Green Business Program)
■ Install informational placards or signs at new
landscaping installations that quantify water saving
potential from new designs and refer public to
additional informational resources
■ Develop informational materials based upon City's
practices and lessons learned to support effective
implementation of City's Water Efficient Landscaping
Ordinance
Sustainability,
Grounds & Fleet
Divisions,
Staff person
No Tracking Mechanisms - Supports implementation of Action A
On -going,
FY "Year"
E. Install Graywater and Rainwater Catchment Systems in New Construction and Major Retrofit Projects
■ Incorporate graywater plumbing and/or rainwater Facilities, Capital
catchment systems in new municipal buildings, where Improvement
appropriate Program & On -going,
■ Develop public -facing informational placards/signs that Sustainability FY "Year"
explain these systems and quantify their potable Divisions,
water -savings potential Staff person
No Tracking Mechanisms - Supports implementation of Action A
C-40 City of Cupertino CAP I December 2014
MEASURE M-F-7 Conserve Water Through Efficient Landscaping
Implement best management practices in landscaping design and share City successes community -wide to lead by example
in water conservation action.
F. Recognize Staff "Water Wise" Practices
• Research municipal operations -oriented behavior
change and utility conservation incentives programs to
create model for Cupertino
■ Develop outreach and engagement tools to notify
employees of campaign and support their program
enrollment and continued involvement
■ Educate and train staff by sharing strategies to save
water indoors and out so they may effectively
participate in program
■ Launch "Water Wise" program and offer ongoing
coaching and support
■ Accept "Water Wise" nominations for leading practices
and employees; Collect user -generated data (e.g.,
checklists) and City water utility data to inform
awardee selection
■ Recognize leaders and efforts through civic media
assets, intranet, and through Council Proclamation
■ Survey staff following distribution of rewards to
determine what worked best and where improvements
can be made; This could also serve to assess what
conservation measures were most frequently taken
Sustainability
Division,
Staff person
No Tracking Mechanisms — Supports implementation of Action A
On -going,
FY "Year"
Appendix C — Implementation Tracking Framework C-41
MEASURE M-VF-1 Low Emission and Alternative Fuel Vehicles
Transition City vehicle fleet to fuel -efficient and alternative -fuel vehicle models.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Update Green Purchasing Policy and Vehicle Replacement Schedule to Prioritize Alternative Fuel
Vehicles and Infrastructure
■ Develop municipal fleet low -carbon target; defined as
A) Total vehicle fleet composed of X% zero- or lower -
carbon vehicles; or, B) Total vehicle fleet emissions
reduction target (can be achieved through combination
of reduced VMT, vehicle technology, mode shift, etc.)
■ Define vehicle fleet transition pathway to achieve Bay
Area Climate Compact's Action Area Goal #10 to
increase the number of zero emission and other
advanced ultra -low emission light duty vehicles to 10%
of municipal fleets by the end of 2013, and to 25% by
the end of 2018; extend goal to 28% of municipal fleet
by 2020
■ Review existing vehicle fleet lifespan to identify
number and type of vehicles to be replaced by 2020,
and which could be replaced with existing models of
zero- or low -emissions vehicles
■ At time of replacement, shift passenger vehicle
purchases toward EV, hybrid -electric, hydrogen fuel
cell, or CNG models; consider new vehicles' carbon
emissions and fuel efficiency as regular procurement
criterion
■ Fully implement fleet management software to:
o benchmark agency fleet size and composition;
o track fleet vehicle fuel usage, mileage, location, GrOL
maintenance schedule;
o provide maintenance diagnostic data; and St;
o activate online reservation system to expand pool
opportunities.
■ Develop vocational specifications to pair with revised
Vehicle Replacement Schedule and Policy
■ Perform staff training needs assessment to support
driver and mechanic transition to alternative fuel
vehicles
■ Prioritize funding for mechanic training in advanced
fuel automotive technologies and offer trainings for
drivers and first responders
• Confirm fleet -parking designations to mitigate staff
concerns and maximize public parking opportunities in
areas with high parking congestion; Designating
locations for parking, as well as fleet vehicle charging,
will create further staff -level efficiencies by enabling
quick facility access upon returning from fieldwork
■ Explore joint procurement options with other area
jurisdictions to leverage regional shift towards cleaner
municipal fleets into lower per vehicle costs; To
facilitate this, reconnect with Public Fleet Supervisors
Association as access point for piggybacking
opportunities, competitive vendor pricing, and industry
best management practices
C-42 City of Cupertino CAP I December 2014
MEASURE M-VF-1 Low Emission and Alternative Fuel Vehicles
Transition City vehicle fleet to fuel -efficient and alternative -fuel vehicle models.
Note: Implementation of this action is budget- and
technology -dependent; emergency vehicles could be
excluded from fleet target calculations and progress
monitoring
Progress Indicator Year
Achieve Bay Area Climate Compact's goal for 25% of vehicle
fleet to comprise zero- or low -emissions light duty vehicles
by 2018.
Assumes the following vehicle replacements:
5 passenger vehicles replaced with hybrid -electric models;
12 light -duty trucks replaced with hybrid -electric SUV 2020
models;
2 heavy-duty trucks replaced with more fuel -efficient heavy-
duty truck models;
In addition to existing 3 hybrid -electric passenger vehicles,
and 2 hybrid -electric SUVs
Tracking Mechanisms
Goal: Track composition of municipal fleet by vehicle type / fuel type.
The City already has a municipal fleet inventory. This inventory should be maintained to include accurate information
on:
- vehicle age and target replacement year / lease duration
- fuel type and efficiency level (i.e., mpg)
- annual fuel consumption
- annual mileage
- vehicle ID #, departmental ownership
- use, specialized duties / tasks
In addition to the above information, the inventory should include the current composition of the fleet based on
vehicle type (e.g., hybrid electrics, CNGs, fuel cells), as well as an indication for which vehicles should be replaced
next and suitable replacement vehicle options. The fleet composition and target composition numbers should be
included in the annual CAP progress reports.
B. Expand City Bike Fleet, Training, and Promotion
■ Continue to pursue implementation of municipal bike
fleet in instances where vehicle trips can safely and Sustainability
easily be replaced with trips via bicycle; On -going,
comprehensive bike fleet could result in opportunities Division,
p pp Staff person FY "Year"
to downsize municipal vehicle fleet or reduce VMT to
help achieve fleet emissions target
Appendix C — Implementation Tracking Framework C-43
MEASURE M-VF-1 Low Emission and Alternative Fuel Vehicles
Transition City vehicle fleet to fuel -efficient and alternative -fuel vehicle models.
No Tracking Mechanisms — Supports implementation of Action A
C. Promote Vehicle Alternatives to Reduce Car -Travel to City -Sponsored Events
■ Continue to pursue implementation of municipal car
share program, which like municipal bike fleet could
allow City to downsize its municipal vehicle fleet
■ Consider opportunities to expand municipal bike fleet
Sustainability,
and / or car share program as part of municipal fleet
Grounds & Fleet
transition strategy and at time of regular vehicle
Divisions,
replacement (e.g., could tasks performed by retired
Staff person
vehicle be performed with shared vehicle?)
■ Ensure that community -wide shuttle, car share, bike
share assessment includes consideration of City staff
commutes and special -event opportunities
No Tracking Mechanisms — Supports implementation of Action A
On -going,
FY "Year"
C-44 City of Cupertino CAP I December 2014
MEASURE M-VF-2 Increase Alternative Fuel Infrastructure
Increase availability of alternative refueling infrastructure to support municipal fleet transition.
Actions and Implementation Steps
A. Install Electric Vehicle Charging Stations
■ Develop City -owned EV Charging Station Procedure
to ensure proper finance, training, maintenance, and
reporting functions are established for effective staff
oversight
■ Develop Alternative Vehicle Fueling Infrastructure
(AVFI) standards and plan to define prospective
locations and siting criteria (e.g., design guidelines,
standard drawings, specifications) to facilitate on -
street and off-street applications
■ Install additional electric vehicle charging stations for
municipal fleet use; as share of electric vehicles in
fleet increases, ensure adequate access to charging
stations for municipal vehicles through additional
installations or controlled access
■ Install portion of electric vehicle charging stations in
areas accessible to community members, such as
Civic Center parking lots; consider new electricity load
created from EV charging stations during building
design phase of Civic Center Master Plan to provide
opportunities to offset this increased load through
additional installation of rooftop PV systems
Progress Indicator
Assumes 10 dual -port electric vehicle charging stations
installed
Department/Staff
Responsible
Transportation,
Grounds & Fleet,
and Sustainability
Divisions,
Staff person
Tracking Mechanisms
Year
2020
Phasing
Medium -term,
FY "Year"
Goal: Track installation of alternative vehicle refueling infrastructure as compared to vehicle fleet
composition targets.
The following implementation tracking approach would apply to EV charging ports, fuel cell stations, and CNG
refueling stations.
As part of the City's strategic vehicle fleet transition plan, the Grounds and Fleet Division should establish alternative
fuel vehicle recharging infrastructure targets to support continued transition of the fleet. For example, it may be
determined that one additional EV charging port is required to accommodate every four hybrid electric vehicles.
As part of the vehicle fleet inventory described in Action A above, the City should also inventory its alternative fuel
vehicle infrastructure, including refueling stations designated for municipal use and stations available for public use
(but that City vehicles would regularly use). These refueling stations should be linked to the alternative fuel vehicles
in the City's fleet to identify deficiencies in refueling options.
Based on the existing refueling infrastructure, the current vehicle fleet composition, and the near -term estimated
fleet composition, the City should establish alternative refueling infrastructure targets that align with the expected
growth in municipal alternative fuel vehicles.
B. Evaluate Fuel Cell Fueling Station
■ Continue exploring opportunities to develop local fuel Transportation &
cell fueling station for municipal and community use Sustainability Long-term,
■ Share information with neighboring jurisdictions to Divisions, FY "Year"
determine interest and feasibility of joint procurement Staff person
Appendix C — Implementation Tracking Framework C-45
MEASURE M-VF-2 Increase Alternative Fuel Infrastructure
Increase availability of alternative refueling infrastructure to support municipal fleet transition.
through local vendors
■ Due to current limited vehicle model availability,
consider model types and cost when estimating fuel
cell vehicles' future role in municipal fleet transition
strategy (see M-VF 1 A)
■ Pending feasibility analysis, construct fuel cell fueling
station for municipal and / or community -wide use
See Tracking Mechanism described in Action A
C. Evaluate CNG Fueling Station
Research opportunities for development of municipal
CNG refueling station; look for partnerships with
neighboring cities or local employers with large vehicle
fleets for cost -share opportunities of joint -use facility
Pending results of CNG feasibility study, identify
funding and pursue development of CNG refueling
Transportation &
station for municipal and public use; transition
Sustainability
municipal fleet diesel vehicles to CNG, as appropriate,
Divisions,
as bridge technology until cleaner heavy-duty vehicle
Staff person
models become widely available for integration into
fleet; if better heavy-duty vehicle options become
available before development of CNG station,
reconsider if there is long-term role for CNG vehicles
in municipal fleet
See Tracking Mechanism described in Action A
Long-term,
FY "Year"
C-46 City of Cupertino CAP I December 2014
MEASURE M-VF-3 Promote Behavior/Fuel Optimization
Encourage and promote fuel efficient driving.
Actions and Implementation Steps Department/Staff Phasing
Responsible
A. Implement Telematics to Improve Route and Fuel Optimization
Continue use of route optimization practices by
Building Department for inspections
Evaluate opportunities for additional route optimization Grounds & Fleet,
of municipal vehicles that have standard operating Sustainability
routes (e.g., Parks Department landscaping crews); Division,
identify VMT reduction potential through new routes Staff person
Develop telematics program (e.g., vehicle tracking) for
City fleet to optimize vehicle operations
Progress Indicator Year
Assumes 10% fuel savings over 2010 baseline for all
passenger and light -duty trucks (i.e., 2,100 gallons of 2020
gasoline saved per year); assumes full implementation of
Measure VF-1, Action A assumptions
Tracking Mechanisms
Medium -term,
FY "Year"
Goal: Track fuel savings in vehicles equipped with telematics hardware and/or route optimization practices.
Identify vehicles to use route optimization strategies and / or telematics hardware.
Using vehicle fleet inventory data (collected annually, as described in Measure M-VF-1), track changes in annual
fuel consumption for identified vehicles following implementation of telematics strategies.
B. Update Vehicle Use Policy to Prioritize Fuel -Efficient Operations and Maintenance
■ Establish vehicle fleet efficiency policy (i.e., operation
and maintenance) that includes formal vehicle
maintenance check -list targeting fuel efficiency tune-
ups and fuel -efficient driving training (e.g., no
speeding, idling, excessive tools/gear in vehicles);
fuel -efficient driving could be monitored through
Grounds & FIi
vehicle fleet telematics program
Sustainabili
■ Continue implementation of City's anti -idling policy
Division,
(with exemptions for emergency vehicles)
Staff perso
■ Provide anti -idling outreach city-wide through
partnership with neighborhood and community groups,
with specific campaigns targeting idling in School
Zones; partner with Cupertino Chamber of Commerce
on anti -idling campaign in commercial districts
No Tracking Mechanisms - Supports implementation of Action A
C. Expand Commuter Benefits Program
■ Conduct employee commuter benefits survey to
evaluate areas of priority and highest use
■ Develop commuter benefits program expansion
options, budget, and resource needs; Evaluate vendor
proposals if applicable
■ Create outreach plan and materials for communicating
new unified program and benefits to employees;
Develop carpool/bike/walk matching activities; Design
Medium -term,
FY "Year"
Sustainability &
Human Resources Medium -term,
Division, FY "Year"
Staff person
Appendix C - Implementation Tracking Framework C-47
MEASURE M-VF-3 Promote Behavior/Fuel Optimization
Encourage and promote fuel efficient driving.
additional incentives (e.g., recognition program)
■ Launch program, implement outreach plan, and track
participation/employee feedback; Adjust as needed
No Tracking Mechanisms - Supports implementation of Action A
D. Introduce Fuel Saving Recognition Program for Employees/Departments
• Establish inter -departmental fuel savings recognition
program (excluding emergency vehicles) that tracks
annual fuel use by department and provides
departmental employee rewards for annual
improvement (either total reduction compared to a
department historic average or per employee
efficiency)
■ Implement process to track and report municipal
vehicle fuel usage through quarterly or annual staff
reports; explore options to make information publicly
available through an open data portal system
Sustainability Medium -term,
Division,
Staff person FY "Year"
No Tracking Mechanisms - Supports implementation of Action A
C-48 City of Cupertino CAP I December 2014
MEASURE M-SW-1 Waste Reduction
Reduce municipal waste through procurement policies, waste diversion goals, and waste stream monitoring and analysis.
Actions and Implementation Steps
A. Establish Stretch Waste Reduction and Diversion Goals
■ Establish specific zero -waste goal for municipal
operations (target to be included in Zero Waste
Strategy update) that achieves Bay Area Climate
Compact's Action Area Goal #9 to increase solid
waste diversion from landfills to 75% by end of 2013
and achieve zero waste by end of 2020; City's goal is
to achieve 75% diversion by 2016
■ In conjunction with municipal waste audits (see M-SW-
1 D), establish waste reduction / diversion goals by
building or department (whichever is easier to track) as
means to achieving overarching zero -waste goal; re-
evaluate building or department goals as part of
regular waste audits
■ Implement process to track and report municipal solid
waste generation through quarterly or annual staff
reports; explore options to make information publicly
available through an open data portal system
Progress Indicator
Assumes 80% reduction in organic waste (e.g., food scraps
and compostable paper, landscape debris/trimmings, scrap
lumber, paper/cardboard) from 2010 baseline; emissions
reductions are shown next to actions that address specific
organic waste sources (i.e., M-SW-1 B, M-SW-2 A, M-SW-3
A)
Department/Staff Phasing
Responsible
Envi
D
Sta
Tracking Mechanisms
Goal: Track reductions in municipal solid waste disposal by waste category.
Year
2020
As described previously in community -wide measure C-SW-2, the best method for tracking solid waste diversion
success is through waste characterization studies. Regular studies would allow the City to track increased diversion
by category over time. Alternatively, one study prepared to support each target horizon year inventory update would
still provide City -specific data points that can be compared against the State's 2008 Waste Characterization Study
(which was used as a proxy for the City's baseline waste disposal rates by category in the emissions inventory).
The City should prepare a comprehensive waste characterization study and identify the amount of waste disposed
in the solid waste stream among the following categories:
- food scraps and compostable paper
- landscape debris / trimmings
- scrap lumber
- mixed office paper / cardboard
The City can work with its solid waste auditor and / or its franchise waste hauler to identify additional waste
diversion strategies to target these specific waste categories.
If possible, the waste study should provide results per City building / facility to identify specific locations for
improvement.
Appendix C — Implementation Tracking Framework C-49
MEASURE M-SW-1 Waste Reduction
Reduce municipal waste through procurement policies, waste diversion goals, and waste stream monitoring and analysis.
B. Create Paperless Office Policy/Program
■ Continue to implement and monitor success of office
paper reduction strategies
■ Work with IT Department to install printer -tracking
software that allows printer analytics
■ Conduct analysis of paper use per department to
establish data trends (e.g., reams used per year,
pages printed per month)
■ Establish City-wide paper use reduction goals based
on printing analysis
■ Meet with individual departments to discuss results of
analysis and identify additional opportunities for
printing reduction and / or conversion of some file
types from hard copy forms to electronic
■ Establish "dry" recycling collection for paper and
cardboard products, as opposed to co -mingled
collection for these items, to ensure highest value
during recycling
Progress Indicator
Assumes 80% diversion of municipal office paper over 2010
baseline levels
Sustainability &
Environmental
Division,
Staff person
See Tracking Mechanisms description in Measure M-SW-1 A
Year
2020
Long-term,
FY "Year"
C. Revise Green Procurement & Event Specifications, Pair with Implementation Handbook
■ Continue to implement City's Environmentally
Preferable Procurement Policy and refinement of staff
handbook to serve as user-friendly resource to guide
City purchases of "green" products, such as furniture,
carpeting / flooring, paints, packaging materials,
energy -efficient appliances, etc.
■ Design purchasing specifications that give preference
to recycled products, recyclable and compostable
products, products derived from renewable materials,
and other products that produce lower waste across
the product's lifecycle
■ Include reference to City's ENERGY STAR appliance
procurement policy, or include as part of new Green
Purchasing Guide to provide one comprehensive
guidance document
Sustainability &
Environmental
Division,
Staff person
No Tracking Mechanisms - Supports implementation of Actions A and B
D. Conduct Waste Characterization Audits and Track Materials/Diversion
Continue to perform waste audits at various City
facilities to:
Long-term,
FY "Year"
o determine type / quantity of waste being produced, Environmental Near -term,
o measure effectiveness of existing waste diversion Division,
practices, Staff person FY "Year"
o identify opportunities for new waste diversion
practices,
C-50 City of Cupertino CAP I December 2014
MEASURE M-SW-1 Waste Reduction
Reduce municipal waste through procurement policies, waste diversion goals, and waste stream monitoring and analysis.
o establish baseline data for measuring progress
towards waste reduction and diversion goals using
CalRecycle data or EPA ReTrac Tool
■ Establish regular waste audit cycle to track
implementation of various waste reduction practices
No Tracking Mechanisms — Supports implementation of Actions A and B and Measure M-SW-2 A
Appendix C — Implementation Tracking Framework C-51
MEASURE M-SW-2 Food Scrap and Compostable Paper Diversion
Continue to divert food scraps and compostable paper from municipal waste stream.
Actions and Implementation Steps
A. Expand Municipal Collection and Composting Program
■ Continue implementation of food scrap / compostable
paper collection program at municipal buildings
■ As part of municipal waste audits (see M-SW-1 D),
identify City buildings or facilities (e.g., parks) where
substantial amount of compostable waste is still
disposed of in general waste bins; develop additional
employee educational materials (or community
materials in case of public facilities) explaining how
composting program works, what items can be
collected, and benefits of City action in this area
■ If participation within City buildings indicates room for
improvement, consider holding annual competitions
(by building or department) to achieve lowest amount
of compostable waste in landfill waste bins;
competition could be timed with waste audits
Progress Indicator
Assumes 90% diversion of municipal food waste and plant
waste over 2010 baseline levels
Department/Staff
Responsible
Environmental
Division,
Staff person
See Tracking Mechanisms description in Measure M-SW-1 A
Year
2020
Phasing
Medium -term,
FY "Year"
C-52 City of Cupertino CAP I December 2014
MEASURE M-SW-3 Construction and Demolition Waste Diversion
Enhance construction and demolition waste diversion rates for municipal projects.
Actions and Implementation Steps Department/Staff I Phasing
Responsible
A. Set C&D Diversion Policy for Municipal Projects
■ Consider amending Green Building Ordinance to
require 75% diversion of C&D waste in all municipal Environmental
construction projects and major retrofits (this would Division,
exceed state requirements of 50% diversion, and
Cupertino's existing requirements for 60% diversion); Staff person
discuss implementation feasibility with landfill operator
Progress Indicator I Year
Assumes City continues to achieve 60% diversion of
construction and demolition waste from municipal projects
See Tracking Mechanisms description in Measure M-SW-1 A
2020
Long-term,
FY "Year"
Appendix C — Implementation Tracking Framework C-53
,�;I. I 9,,�,
40
OF CUK"NG
As described in the CAP, reduction strategies were developed as part of a regional effort among
other Santa Clara County participating jurisdictions. The strategy development process began
with a review of best management practices (BMP) in emissions reductions from other
jurisdictions within California and around the world. These BMPs were then compared against
existing or planned City actions, policies, and programs to identify opportunities for expansion of
existing City actions as well as opportunities for new action.
The following table shows the BMP list used to initiate the strategy development process. The
table is organized into community -wide and municipal operations strategy areas (e.g., Energy,
Transportation), and then further into sub -strategy areas. The BMPs are presented in the left
hand column as "Measures". The next four columns indicate if a particular BMP was determined
to be "Existing" within the City, "Planned" for future implementation, or an opportunity to
"Expand" existing City actions or develop "New" actions. The right hand column then presents
notes describing the City's existing and planned BMPs. Those BMPs for which none of the four
columns are marked indicate strategies that have not yet been implemented within the City and
were not considered priority opportunities at this time.
Some of the BMP strategies or sub -strategies do not apply to the Cupertino context (e.g.,
Airport Ground Operations), but are included in the table because this work was prepared as
part of the previously -mentioned regional framework and was designed to be broadly applicable
to a variety of jurisdictions within Santa Clara County.
This table provides a snapshot of the initial strategy development process, and represents the
first filter of potential opportunities for the City's CAP. Additional meetings with City staff and
community engagement sessions resulted in the refined list of final opportunities presented in
Chapters 3 and 4 of the CAP.
Appendix D — Climate Action Planning Best Management Practices D-1
MEASURE EXISTING I PLANNED I EXPAND I NEW NCITES I RATIONALE
COMMUNITY -WIDE BEST MANAGEMENT PRACTICES
f,NERGY
E-1 Consumer Behavioral Economics Program
A Comparative Use Billing
Existing: Through PG&E online billing statements.
X
B Sub -Metering Requirements for MFR and
Commercial Units
E-2 Retrofit Financing
A Property Assessed Clean Energy (PACE)
Planned: Council in support of City joining SCC program
X
development.
B On -Bill Financing (PG&E)
Existing: Through PG&E; significant marketing /outreach
through PG&E and Green Biz.
C Revolving Loan Fund for Energy
Efficiency Improvements
D Retrofit Rebate Programs
Existing: Through PG&E; significant marketing /outreach
through PG&E and Green Biz.
E Weatherization Assistance Programs
Existing: Through Energy Upgrade SV, Green@Home, and
Rebuilding Together Silicon Valley.
F Energy Service Company (ESCO)
Promotion / Energy Performance
Contracting
E-3 Retrofit Promotion
A Energy Efficiency Audit Programs
X
Existing: Through Energy Upgrade SV, Green@Home,
Rebuilding Together SV, and GreenBiz.
B Retrofit Outreach Campaign
Existing: Through Energy Upgrade SV, Green@Home,
Rebuilding Together SV, and GreenBiz.
E-4 Retrofit Related Regulations
A Residential Energy Conservation
Ordinance (RECO) (Point of Sale)
B Commercial Energy Conservation
Ordinance (CECO) (Point of Sale or Point
of Lease)
C Point -of -Sale Home Energy Rating I
Energy Performance Certificates (SFR)
X
D Point -of -Sale Benchmarking and
Reporting / Energy Performance
Certificates (COM and MFR)
E Annual Benchmarking and Disclosure
X
F Mandatory Retro-Commissioning (Annual
or Biannual)
X
D-2 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES 1 RATIONALE
E-5 Lighting Efficiency
A Building Owner/Tenant Lighting Efficiency
Outreach Campaign
Existing: Green Biz strong focus on lighting efficiency.
B Mandatory Non -Residential Lighting
Upgrades (Point -of -Sale or Tenant
Improvement)
C Parking Lot Light Retrofit Ordinance
E-6 Energy Efficient Appliances
A Appliance Efficiency Outreach Campaign
Existing: Through Energy Upgrade SV, Green@Home,
Ir
Rebuilding Together SV, and GreenBiz.
B Mandatory ENERGY STAR (Major
Appliances)
E-7 Energy Efficient New Construction
A Energy Efficiency Performance Standard
Existing: City adopted a Green Building Ordinance.
Above Code
B Energy Efficiency Rating System for New
Existing: City has Green Building Ordinance.
Buildings
X
C Reduced Permitting Fees for Energy
Planned: General Plan policy to offer reduced permit fees for
Efficient Construction
X
projects that exceed Title 24 as an energy efficiency incentive.
D Individual Unit Temperature Controls in
MFR Buildings
E Mandatory Commissioning in New
Buildings
X
E-8 Smart Grid Integration
A Building Owner/Tenant Smart Grid
Outreach Campaign (Energy
imi
Management Systems)
E-9 Building Shade Trees
A Building Shade Tree Outreach Campaign
Existing: City has deep urban street trees program that
includes shade trees - goal to plant 1600 trees in 3 years.
X
Also certified as a Tree City USA. City offers free shade trees
to residents that complete an energy audit or businesses that
complete GreenBiz.
B Shade Tree Requirement for New
Construction
X
Appendix D - Climate Action Planning Best Management Practices D-3
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES 1 RATIONALE
E-10 Communitywide Solar Photovoltaic Development
A Streamlined (or Eliminated) Distributed
Existing: City's permit process is simple and very efficient;
Solar Permitting
fees are listed online and permit will be online in June.
B Renewable Energy Outreach Campaigns
Existing: Through Energy Upgrade SV, Green@Home,
(PV, Solar Hot Water, Ground -Source
Rebuilding Together SV, and GreenBiz.
Heat Pumps)
C Solar Service Provider PPA Promotion
D Community Shared Solar Promotion
E Solar Empowerment Zones
X
E-11 Other Communitywide Renewable Energy Development
A Heat Pump Assistance / Coordination
Existing: Through Energy Upgrade, Rebuilding Together SV
X
and GreenBiz.
B Public Right -of -Way Ground Source Heat
Pump Fields (Urban Density Areas)
X
E-12 Community Choice Aggregation
A Community Choice Aggregation
Feasibility Study
TRANSPORTATION
T-1 Pedestrian Environment Enhancements
A Traffic Calming
X
Existing: City has installed traffic calming projects.
B Pedestrian Master Plan
Existing: City adopted a Pedestrian Transportation Plan in
2002.
Expand: Existing Pedestrian Transportation Plan is over 10
X
X
years old; should be updated to reflect existing conditions,
community priorities, and new improvement opportunity areas.
C Complete Streets
Existing: City has requirements for sidewalk construction with
X
redevelopments; some areas include aesthetic pavers and
landscape strips.
T-2 Bicycle Infrastructure Expansion (Paths, Lanes, Routes)
A Planned Bicycle Infrastructure
Existing: Designated Bicycle Friendly Community (Silver);
Expansions
X
Bicycle Master Plan defines routes, paths, bike lanes to be
implemented overtime.
B Bicycle Master Plan
Existing: City adopted a Bicycle Transportation Plan in 2011.
X
D-4 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW I NOTES / RATIONALE
T-3 Bicyclist Accommodations
A Bike Parking
Existing: Require commercial offices to designate certain
X
percentage of parking for bicycles.
B Bike Commute Facility Requirements for
Existing: Part of Green Building Ordinance.
New Construction
X
C Bike Access to Transit
Existing: Bicycle connectivity to transit through streets, which
X
all have bike lanes.
D Bikes on Transit
Existing: VTA Program
X
T-4 Bicycle Outreach Program
A Bike Safety Education Program
Existing: Through Public Safety Commission Boltage
Agreement.
B Local Bike Routes Map / Signage
Existing: City prepared Cupertino Bikeways Map.
C Bicycle Advisory Committee and/or Bike
i
Existing: City has a Bicycle Pedestrian Commission and
Program Manager
City's bike fleet. Traffic Engineer manages all other bike/ped
projects. Designated Bicycle Friendly Community.
T-5 Bikeshare
A Bikeshare Program
Existing: City bike fleet for employees; encourage large
employers in offering bikes to employees (fairly successful).
X
X
Planned: Would expand to Community -wide if funding was
available.
T-6 Transportation Demand Management
A Transportation Demand Management
Program
B Transit Fare Subsidies
C Parking Cash Out
D Carpool / Rideshare Program
X
Existing: State law with implementation supported by
BAAQMD. City is developing for municipal employees.
E Telecommuting / Flexible Hours
Existing: Offers 9/80 schedule.
F Guaranteed Ride Home
X
G Park and Ride Facilities
Existing: VTA facilities.
H Safe Routes to School / School
Rideshare Programs
X
X
Existing/Planned: Cupertino School District has received
funds in past and continues to apply.
T-7 Transit Route Expansion
Community Bus / Shuttle
Appendix D - Climate Action Planning Best Management Practices D-5
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
T-8 Transit Priority
A Transit Signal Priority
Planned: Currently in development along Stevens Creek Blvd
Expand: Increases speed and convenience of bus transit on
X
X
congested corridors. Expand to all buses on such corridors.
B Transit Intersection Queue Jumpers
Expand: Increases speed and convenience of bus transit on
X
congested corridors. Expand to such corridors.
T-9 Transit Ridership Facilitation
A Transit Stop Amenities
Existing/Planned: Considering requirement for developers to
X
X
install bus shelters and walking/transit amenities.
T-10 ITS Strategies
A Traffic Signal Coordination
Existing: StreetWise used city-wide; will be expanded in the
future.
X
X
Planned: Member of the SV ITS Group for future shared traffic
data and cross -jurisdictional traffic signal coordination.
T-11 Transit -Oriented Development
A Transit -Oriented Development Land Use
and Zoning Designations
X
B Transit -Oriented Development Design
Guidelines
X
C High Speed Rail Station Planning
T-12 Mixed -Use Development
A Mixed -Use Land Use and Zoning I
Existing/Planned: General Plan and Zoning supports mixed -
Designations MW use.
T-13 Alternative Fuel Vehicles
A Public Electric Charging Infrastructure
Existing: Stations at City Hall.
X
X
Expand: Reduces participation barrier to electric vehicle
ownership/use by reducing range anxiety.
B Charging Infrastructure Permit
Existing: Easy to get an EV permit; fees listed online,
Streamlining (Residential and
application will be available online by June.
Commercial)
C Charging Pre -wiring Requirements for
New Residential Construction (SFR and
MFR)
D CNG Fueling Station Promotion/Pilot
Program
D-6 City of Cupertino Climate Action Plan
MEASURE I EXISTING I PLANNED I EXPAND I NEW INOTES/ RATIONALE
WATER
W-1 Consumer / Behavior Pricing Programs
A Water Metering
X
Existing: Water meters required for all residential and
commercial customers.
B Tiered -Rate Pricing
Existing: Tiered -rate water pricing for residential and
X
commercial customers.
C Consumer Education Billing Program
Expand: Done through GreenBiz, but with little support from
(e.g., comparative use indicators on
X
water companies to access this data.
water bills)
W-2 New Construction Water Efficiency Performance Program
A Mandatory Water Efficiency Performance I I I I (Existing: Water Efficient Landscape Ordinance; Green
Standard Above Code X Building Ordinance.
W-3 Existing Building Water Efficiency Program
A Indoor Water Efficiency Outreach
Existing/Planned: Ongoing to support UWMP 2010
Campaigns
X
X
conservation programs; also through GreenBiz, Green@Home
and Growing Greener Blocks.
B Water Efficiency / Leakage Audit
Existing/Planned: Ongoing to support UWMP 2010
Programs
X
conservation programs; also through GreenBiz, Green@Home
0=94
and Growing Greener Blocks.
C Water Conservation Ordinance (point -of -
sale or tenant improvement)
D Rebate Programs
Existing/Planned: Promotes rebates offered through SCVWD
X
X
E Efficiency Fixture Fitting Direct Install
Existing: Through GreenBiz, Green@Home, and Rebuilding
(Commercial and Residential)
XI
ITogether
SV.
W-4 New Landscapes Water Efficiency Performance Program
A Water Efficient Landscape Ordinance
X
X
Existing/Planned: Ordinance effective as of 2010.
B Mandatory Irrigation System Efficiency
Existing/Planned: Through ordinance effective as of 2010.
Requirements
X
X
C Landscape Watering Limits
Existing: City enforces limits during drought periods (3
X
days/week); interested in expanding.
W-5 Existing Landscapes Water Efficiency Program
A Landscape Retrofit Outreach Campaigns
Existing: Through GreenBiz, Green@Home and Growing
X
Greener Blocks programs.
B Irrigation Efficiency Direct Install Program
Existing: Through GreenBiz, Green@Home and Growing
X
Greener Blocks programs.
C Lawn Conversion Cash Incentive
Existing: Through SCVWD.
Program
X
D Irrigation Efficiency Incentives
Existing: Through SCVWD.
X
E Landscape Watering Limits (time of day,
Existing: Through ordinance effective as of 2010.
days per week)
X
F Water Efficient Landscape and Irrigation
Existing: Through ordinance effective as of 2010.
System Ordinance for Large Retrofits
X
G Rainwater Collection Barrel Subsidy
Existing/Planned: Through Green@Home and Growing
X
Greener Blocks programs.
H Graywater Development Guidelines and
Technical Support
X
Appendix D - Climate Action Planning Best Management Practices D-7
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
W-6 Recycled Water Irrigation Program
A Recycled Water Infrastructure
Development Program
X
B Recycled Water Infrastructure
Requirements for New Construction
X
C Recycled Water Use Ordinance
X
SOLID WASTE
SW-1 Zero Waste Goal
A Zero Waste Plan X Expand: Part of Franchise agreement with Recology.
SW-2 Consumer 1 Behavior Pricing Programs
Tiered -Rate Waste Collection Fee
Program
SW-3 Food Scrap and Compostable Paper Diversion
A Food Scrap and Compostable Paper
Existing/Planned: accepted in Yard Waste Bins through
Collection Program
Recology.
Expand: Participation in existing food scrap diversion program
should be maximized (Morgan Hill has a successful model);
X X
X
perform residential waste audits to determine current
participation rates and develop outreach program to improve
upon audit findings.
B Residential Food Scrap and Compostable
Existing: City has ordinance.
Paper Diversion Ordinance
C Commercial Food Scrap and
Existing: City has ordinance.
Compostable Paper Diversion Ordinance
D Outreach Campaign to Encourage Food
Existing/Planned: Promoted through Cupertino Scene,
Scrap and Compostable Paper Diversion
Recology Newsletter and Event Tabling.
E Outreach Campaign to Encourage Home
Existing/Planned: Promoted through GreenBiz program.
I Business On -Site Composting
SW-4 Yard Waste Diversion
A Yard Waste Diversion Outreach
Existing/Planned: Promoted through Cupertino Scene,
Campaign
Recology Newsletter and Event Tabling.
B Residential Yard Waste Diversion
Ordinance
C Commercial Yard Waste Diversion
Ordinance
SW-5 Construction & Demolition Waste Diversion
Program
A Outreach Campaign to Building Industry
Existing/Planned: Promoted through Recology.
X
X
B Construction & Demolition Waste
Existing: C&D policy in place; City would like to expand on
Diversion Ordinance (with specific lumber
X
lumber diversion requirements.
diversion requirements)
D-8 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
SW-6 Recycling Program
A Curbside Recycling Collection Program
Existing/Planned: Included in cost of garbage removal.
X
X
B Local Recycling Collection Centers
Existing/Planned: Quarterly Environmental Recycling Day;
Apple Computer Electronics Recycling Centers, Bottle
X
X
Collection/Redemption Centers, Donation Agencies, Reuse -A -
Shoe Drop Off Locations, Cartridge World, etc.
A Comingled Waste Collection Program
Existing/Planned: Recyclables are comingled.
("one bin" concept)
X
X
B Recycling Outreach Campaigns
Existing/Planned: Promoted through Cupertino Scene,
X
X
Recology Newsletter and Event Tabling.
C Residential Recycling Ordinance
Expand: Service offered but not mandated.
X
D Commercial Recycling Ordinance
Expand: Service offered but not mandated.
X
E Multi -family Recycling Ordinance
Expand: Service offered but not mandated.
X
F Free -Cycle and Re -Use Networks
SW-7 Source Reduction Program
A Voluntary Waste Reduction Audits for
Existing/Planned: Through GreenBiz program.
Large Waste Generators
X
X
B Reusable Shopping Bag Ordinance
Existing: Adopted with implemented scheduled for October.
X
C Compostable Carry -Out Container and
Planned: Moving forward with EIR.
Disposable Utensil Ordinance
X
SW-8 Waste Hauling Emissions Reduction Program
A Low -Emission Waste and Recycling
Existing: Much of Recology's fleet runs on biodiesel, liquefied
Trucks
X
natural gas, and compressed natural gas.
B Waste Hauling Route Optimization
Existing: Recology uses fully -automated trucks to increase
X
X
route efficiency.
SW-9 Landfill Methane Capture
A Methane Capture System
Existing: ClimateSmartTM Program Recology captures and
X
destroys methane at its California landfills; Some captured gas
is sold to PG&E.
Appendix D - Climate Action Planning Best Management Practices D-9
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES 1 RATIONALE
GREENINFRASTRUCTURE
G-1 Urban Forest Program
A Urban Forest Master Plan
Existing/Planned: tree specifications included in Heart of the
X
X
City Master Plan; conceptual plans have streetscape design
concepts.
B Tree Planting Campaign
Existing/Planned: City is designated Tree City USA.
X
X
C Tree Planting Incentives
Existing/Planned: City Tree4Free Program.
X
X
D Mandatory Tree Planting Requirements
Existing/Planned: Street Tree Ordinance (14.12) requires
for New Development
tree in front yard for all new 2-story homes.
Expand: Shade tree benefits are maximized through proper
X
X
X
tree selection, siting, and planting/maintenance; include
additional detail in Street Tree Ordinance to help
developers/landscapers choose and site shade trees.
G-2 Habitat Restoration Program
A Landowner Outreach Campaign X X Existing/Planned: Promoted through various programs.
D-10 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
MUNICIPAL OPERATIONS BEST MANAGEMENT PRACTICES
FACILITIES
F-1 Low -Carbon Grid Electricity
A Utility -Enhanced Clean Generation
Portfolio
B Community Choice Aggregation
C Utility -Scale Renewable or Low -Carbon
Electricity Generation
F-2 Site -Scale Renewable or Low -Carbon Electricity
Generation
A Energy Bonds (CREBS and QECBS)
B Solar PV Installations on City I County
Buildings, Parking Lots, Land
X
X
Planned: Part of the Alameda County PPA
Expand: City should continue to seek opportunities for solar
installations. Site scale PV systems can be installed by a City
or solar service provider and assist emissions reduction goals.
C Solar Thermal Installations on City I
County Facilities
X
Planned: Being considered at Blackberry Farm Pool via
SVEW partnership.
D Ground Source Heat Pump
X
E Fuel -Cell Installations
F Biogas Capture I Combustion
Managed by Recology (waste) and San Jose (WWTP).
F-3 Existing Building Energy Retrofit
A Energy Efficiency Fund
B Building Retrofit Standard (e.g., LEED
Planned: Per city's Green Building Standards Code
Silver)
amendments (Ordinance No. 12-2099): LEED or LEED EBOM
certification required for nonresidential additions or renovations
over 35,000 sf
X
Expand: City could consider defining desired outcome from
LEED certification to help guide building design projects (e.g.,
focus on energy conservation or water conservation credits)
C Building Energy Benchmarking
X
D Municipal Building Energy Retrofit
Targets I Policy (e.g., Reduce Energy
X
Use by XX%)
Appendix D - Climate Action Planning Best Management Practices D-11
MEASURE
EXISTING
PLANNED
EXPAND
NEW
NOTES IRATIONALE
E Building Energy Audits
Existing: Major facilities have been evaluated through an
X
ESCO energy audit.
F Building Energy Audit Targets I Policy
Existing 1 Planned 1 Expand: Program underway as part of
(e.g., # of Auditslyr, Audits Required
X
X
X
Silicon Valley Energy Watch and Right Lights Plus
Every 5 yrs.)
G Energy Service Companies (ESCO)
Existing: Major facilities have been evaluated through an
X
ESCO energy audit.
H Indoor Lighting Retrofits (e.g., Ballast
Existing: City completed indoor lighting retrofits for all
Lighting, Exit Signs)
X
buildings.
I Exterior Building Lighting Retrofits (e.g.,
Existing: City completed exterior lighting retrofits for all
Security Lighting)
X
buildings.
J Parking Garage Lighting Retrofits
Not applicable
K Advanced Lighting Controls I Monitoring
Systems (e.g., Automatic Dimmers)
X
L Building Envelope Retrofits
X
M Building Systems Retrofits (e.g., HVAC,
Existing 1 Planned I Expand: Ongoing following ESCO audit;
MEP)
X
X
X
also part of investment -grade audits.
N Cool Roof Retrofits
X
0 Green Roofs
X
P Low -Flow Fixtures at Public Facilities
Existing: City completed low -flow fixture retrofits for all public
(e.g., Pool Showers)
X
facilities.
Q Low -Flow Toilets
Existing: City completed low -flow toilet retrofits for all
X
buildings/facilities.
F-4 New Building Energy Performance
A Green Building Standard (with Specific
Planned: Per city's Green Building Standards Code
Energy Performance Requirement)
amendments (Ordinance No. 12-2099): LEED certification
required for new nonresidential construction of 25,000-50,000
sf; LEED Silver required for new nonresidential construction
greater than 50,000 sf;
Expand: City interested in possibly expanding scope of Green
X
Building Standards Code; could consider defining desired
outcome from LEED certification to help guide building design
projects (e.g., focus on energy conservation or water
conservation credits).
B Passive Energy Design (e.g., Solar
Orientation)
X
C Solar -Ready Construction
X
D-12 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
F-5 Behavior/ Conservation 1 Energy Management
A Energy Efficient Procurement Policy
Existing: Part of the Environmental Preferable Purchasing
(e.g., Requires Energy Star Appliances)
X
X
Policy, 2007.
Expand: Policy update scheduled for 2013.
B Energy Management Systems - Office
Existing: Part of the Environmental Preferable Purchasing
Equipment (e.g., Monitors, Printers)
X
Policy, 2007.
Expand: Policy update scheduled for 2013.
C Consumption Data Collected per Facility
Existing: City uses the ENERGY STAR Portfolio Manager
(e.g., per park unit, not per meter in each
X
2012.
park)
17
Expand: City will switch to using HARA in 2013.
D Commissioning and Retro
Commissioning Program
X
E Interdepartmental Conservation
Competitions
X
F Employee Information / Education
Existing: On -going email distribution, social media marketing,
and written articles.
X
X
Expand: Based on new measures I actions, identify ways to
expand information distribution.
F-6 Public Realm Lighting Efficiency
A Traffic Signal Efficiency Retrofits
Existing: Completed in 2005.
B Street Light Efficiency Retrofits
Existing: Completed in 2011.
X
C Solar Street Light Retrofits
D Parking Lot Lighting Retrofits
Existing I Planned: On -going as of 2009.
X
X
E Park Facility Lighting Retrofits
Existing I Planned: On -going as of 2009.
X
X
F Public Realm Lighting Efficiency
Standards
X
F-7 District Heating
A District Energy System
B District Energy Feasibility Study Program
C District Energy Infrastructure
Development Program
F-8 Water System Energy Efficiency
A Variable Frequency Drives at Pumping
Stations
B Water Treatment Plant Process Energy
Optimization
Appendix D - Climate Action Planning Best Management Practices D-13
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
F-9 Landscape Water Conservation
A Water Conservation Plan for Public Parks
Planned: The City does not have a formal plan, but staff is
trained to use watering schedules and water efficient irrigation
equipment.
X
X
Expand: City interested in best practices examples on this.
Mountain View has an adopted Water Conservation Plan for
City Properties and landscape water budgets for park units.
B Climate Sensitive and Water Efficient
Existing: Installed 111 hydro point evapotranspirative
Irrigation Technology
controllers in 2011.
F
X
Expand: City will follow State's Model Water Efficient
I
Landscape Ordinance.
C Advanced Irrigation Training for Parks
Existing: Training related to hydro point installation.
Staff
X
D Recycled Water Use
Planned: Recycled water from San Jose scheduled to reach
large commercial customers beginning 2013, and expand
thereafter.
E Green Grounds Policy (e.g., Watering
Schedules, Plant Selection)
F-10 Airport Energy Efficiency Retrofits
A Green Building Construction / Retrofit
Standard
B Lighting Fixture Retrofit
VEHICLE FLEET
V-1 Efficient Vehicles
A Vehicle Fleet Plan (e.g., Transition to
Fuel Efficient Vehicles)
X
B Fuel -Efficient Vehicle Procurement Policy
X
C Fuel -Efficient Operational and
Existing: City has maintenance policies in place.
Maintenance Policies
X
D Anti -Idling PolicyEl
Existing: City has anti -idling policy in place.
X
Expand: City would like to identify ways to strengthen existing
policy.
D-14 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW NOTES I RATIONALE
V-2 Alternative Fuel Vehicles
A Zero Emissions Municipal Fleet Target
X
B Vehicle Fleet Plan (e.g., Transition to
Alternative Fuel Vehicles)
X
C Alternative Fuel Vehicle Procurement
Policy
X
D Bio-Fuel Production
E CNG Fueling Stations
F Electric Vehicle Charging Stations
Existing 1 Planned: No notes provided
X
X
G Fuel Cell Fueling Station
V-3 Behavior I Fuel Conservation -
A Fuel -Efficient Driver Training
X
B Route Optimization
Existing: Used for Building Department inspections via
neighborhood -based planning (using GIS mapping, or
X
X
employee knowledge of locations).
Expand: Could be expanded to other city departments.
C Telematics
D Municipal Bike Fleet
E Car Share Program
F Fuel Saving Recognition Program for
Employees I Departments
X
G Fleet Reduction Program (e.g., Vehicle
Sharing, Bicycle Police Patrols)
X
V-4 Airport Ground Operations
Airport Ground Operations Vehicle Fuel
Conversion
V-5 Airplane Taxi Efficiency Improvements
A Surface Airplane Congestion Reduction
Program
B Assisted Airplane Towing
C Equipment Fuel Conversion
Appendix D - Climate Action Planning Best Management Practices D-15
MEASURE I EXISTING I PLANNED I EXPAND I NEW (NOTES / RATIONALE
P-1 Generation Efficiency Improvements
A Turbine Efficiency Improvements
P-2 Combined Heat & Power
A Co -Generation System
P-3 Alternative Fuels
A Biomass
SOLID WASTE FACILITIES
S-1 Waste Reduction
A Green Procurement Specifications
Existing: City has an Environmental Preferable Purchasing
X Policy.
Expand: EPP Policy is being updated in 2013.
B Zero -Waste Strategy
Planned: City Council's 2008/2009 Work Plan prioritized
creation of Zero Waste Policy.
C Waste Reduction and Diversion Goals
(e.g., All City Operations or per
Department)
D Diversion Rate Tracking at Municipal
Facilities
E Hand -Sorted Waste Containers
F Waste Audits and Surveys
S-2 Food Scrap and Compostable Paper Diversion
A Municipal Collection and Composting
Existing: City has a food waste composting program.
Program
X
X
Expand: May be opportunities for expanded collection (e.g.,
locations, items collected).
B Composting at Airport Terminals
S-3 Recyclable Paper Diversion
A Paperless Office Policy / Program
Existing: City has paperless office policy / program.
X
X
Expand: City interested in opportunities to expand policy /
program.
S-4 Landscape Waste Diversion
A On -Site Landscape Waste Reduction
Existing: No notes provided
Program
X
B Municipal Landscape Waste Composting
Existing: No notes provided
Program
C Waste Management Training for Park
ii
Existing: No notes provided
Department Staff / Groundskeepers
D-16 City of Cupertino Climate Action Plan
MEASURE EXISTING I PLANNED I EXPAND I NEW I NOTES I RATIONALE
S-5 Construction and Demolition Waste Diversion
A C+D Diversion Policy for Municipal
Existing: No notes provided
Projects (e.g., 75% Lumber Diversion)
Expand: Could expand diversion requirements for municipal
X
X
projects to specifically increase lumber diversion requirements.
S-6 Methane Capture and Combustion
A Landfill Biogas Capture and Flare System
S-7 Waste -To -Energy
A Landfill Biogas-to-Energy Facility
B Food Waste-Bio digester Energy Facility
C Waste -to -Energy Gasification Facility
D Anaerobic Digestion at Wastewater
Treatment Plant
WASTEWATER TREATMENT FACILITIES
(NON ENERGY
-RELATED
EMISSIONS)
W-1 Methane Capture and Combustion
A Methane Capture and Generation System
W-2 Nitrous Oxide Emission Reduction
A Improved Plant Design
Improved Operations
Appendix D - Climate Action Planning Best Management Practices D-17
CUPERTINO
GN OF CUPERTINO
CLIMATE ACTION PLAN
APPENDIX E — Water Conservation and Energy Efficiency Toolkit
The energy- and water -saving
toolkit is designed for library
patrons and will help you save
money on your utility bills while
conserving vital resources.
San Jose ublic" Library
Participating Libraries -
OF su,y,y
Santa Clara
county
i b ra rydisttltt
Brought to you by
SILICON VALLEY CPIY OF
ener Pacific Gas and SAN JoIK51 Electric Company CAP,TU of s,IMN V�Y
watch Environmental Services
As a part of the State's energy efficiency portfolio funded by California utility customers, Silicon Valley Energy Watch (SVEW) exists to help residents,
businesses, and public agencies throughout Santa Clara County save energy easily and cheaply. SVEW is implemented by the City of SanJose Environmental
Services Department in partnership with Ecology Action. This program is funded by California utility customers and administered by PG&E under the
auspices of the California Public Utilities Commission. "PG&E' refers to Pacific Gas and Electric Company, a subsidiary of PG&E Corporation.
© 2014 Pacific Gas and Electric Company. All rights reserved.
ii Printed on recycled paper.
a
L
a)
c
w
CJ
Ln
U
L
0
Ln
ry
Page
The DIY Toolkit Program .................................... 1
Equipment & Tools ........................................ 2
Introduction to Energy Use .................................. 3
Understanding Your PG&E Bill ................................ 4
Reducing Energy Use
PlugLoads .......................................... 6
Appliances.......................................... 7
Lighting............................................... 8
Home Envelope......................................10
Introduction to Water Use ................................... 12
Reducing Water Use
Atthe Tap..........................................13
Bathroom...........................................14
Water Heater ........................................ 15
Outdoors...........................................16
Green Lifestyle .......................................... 17
Final Steps.............................................19
Silicon Valley Energy Watch (SVEW)
SVEW serves residents, businesses, and public entities throughout SILICON VALLEY
Santa Clara County with energy efficiency resources and ener Y education. SVEW initiatives include the Silicon Valley Energy ........................ • •
Map, the Community Energy Champions Grant, and HomeBiz. Watc
To learn more, visit svenergywatch.org.
Kill -A -Watt Library Lending Program
In 2010, SVEW made the Kill -A -Watt® electricity meters available at all libraries in Santa
Clara County for library patrons to borrow at no cost, so that residents, educators, and others
could learn more about their energy use and make smarter choices at home and at work. The
meters were an instant hit, with wait -lists at most libraries and nearly 400 checkouts in 2012.
Do -It -Yourself (DIY) Home Energy Saving Toolkit Program
In partnership with the City of Cupertino, Santa Clara County Library District, Santa Clara
Valley Water District, and Acterra (a local environmental nonprofit), SVEW is implementing
another library lending program: SVEW Do -It -Yourself (DIY) Home Energy Saving Toolkit to
help you take charge of your home's energy and water use and reduce your utility bills.
Santa clara
county
librarydi.mu
CUPERTINOGREEN
SanEa Clara Volley
Wafer Dis[64
6
<S� ACTION FOR A
Acterra. HEALTHY PLANET
The City of Cupertino approached SVEW in 2012 with the idea to create a DIY Home
Energy Efficiency Toolkit that would mirror the Acterra Green@Home Program running in their
community. Green@Home provides free HouseCalls, where trained volunteers install energy -
and water -savings devices in homes throughout the Bay Area. Nearly 250 HouseCalls were
conducted in Cupertino, and the City of Cupertino decided to expand the program with a
DIY Toolkit that could be checked out from the local library. In partnership with the Santa
Clara County Library District, Santa Clara Valley Water District, and Acterra, a Cupertino pilot
DIY Toolkit was born. The program is now available countywide as the SVEW DIY Home
Energy Saving Toolkit. To learn more about Acterra, or to become a Green@Home volunteer,
visit acterra.org/green@home. To explore other City of Cupertino environmental programs,
visit cupertino.org/green.
Now, the Toolkit and User Guide are ready for you! The Guide walks you through each step. -
enables you to calculate your estimated savings; and provides additional tips for "going
green" in your daily life. Whether your goal is to save money, protect the environment, or
embark on a fun home project, we invite you to turn the pages and learn all you can.
Let's get started!
SILICON VALLEY C=OF !�
ener 11P
Pacific Gas and SAN JoSE
...ar. yElectric Company CAP OF srucoN V� Y
watcEnvironmental Services
As a part of the State's energy efficiency portfolio funded by California utility customers, Silicon Valley Energy Watch (SVEW) exists to help residents,
businesses, and public agencies throughout Santa Clara County save energy easily and cheaply. SVEW is implemented by the City of San Jose Environmental
Services Department in partnership with Ecology Action. This program is funded by California utility customers and administered by PG&E under the
auspices of the California Public Utilities Commission. "PG&E" refers to Pacific Gas and Electric Company, a subsidiary of PG&E Corporation.
R
7
U)
0
n
(
U)
© 2014 Pacific Gas and Electric Company. All rights reserved.
it Printed on recycled paper.
.-
M
C
U)
0
U
L
0
a�
ry
Equipment - For you to keep and install in your home
4 Compact Fluorescent Light Bulbs
(CFLs) - Use to replace incandescent
bulbs in high -use fixtures.
itWeatherstripping - Helps seal air
gaps in windows and doors.
Outlet Gaskets - Use to seal the
void around your outlets and
prevent heat loss.
40 Low -Flow Showerhead - Replace
your current showerhead with this
2.0 gallons per minute (gpm)
showerhead to save water.
3 Low -Flow Faucet Aerators -
The Toolkit provides two 0.5 gpm
aerators for your bathroom sinks
and one 1.5 gpm aerator for your
kitchen sink. These aerators are
a standard size (15/16") and will
fit most faucets, but may not fit
specialty ones.
Water Leak Detection Dye
O=- = Tablets (not for consumption) -
- Identify leaks in your toilet tanks.
0
Tools - To be returned to the library once you are finished with the kit
4fKill -A -Watt® Meter - Measures
the energy use of appliances
and equipment, and helps you
understand your home's "plug load"
as a share of overall energy use.
Infrared Laser Thermometer -
Checks for heat loss in trouble spots
such as windows, vents, and door
jams.
Refrigerator Thermometer - Enables
you to monitor the temperature in
your refrigerator.
0 Painter's Tape - Wraps around the
Pliers to help prevent scratching the
aerators or showerhead during
installation.
Thermometer - Checks the
temperature of your hot water
supply.
Pliers - Replaces old faucet
aerators and showerheads with
new ones.
Pipe Thread Seal Tape
(plumber's tape) - Prevents leaks in
your faucets and showerheads.
Mr Water Flow Rate Bag - Measures
the true rate of flow in gallons
per minute of your faucets and
showers.
Also included in the Toolkit is a Data Tracking Sheet. Using the monitoring tools above, you
can record your energy use data and actions on this sheet to help you track the energy and
water use of your various appliances and equipment. Return one copy to the library so that
SVEW can record how much electricity and water the toolkits are helping our community to
save.
9
This symbol indicates steps
where you will use the Toolkit
tools and equipment.
Average Household Use of Energy in California
Knowing how energy is used in your home will help you take steps to reduce your use. These
pie charts show how the average household in California uses electricity and natural gas.
Statewide Average Natural Gas Use Per Household
(354therms per Household)
nrver Pools,Spas, Misc.
Cooking
7%
Water He:
49%
Statewide Average Electricity Use Per Household
(6,296 kWh per Household)
Water Heating
3%
Space Heating
2 % Miscellaneous
Laundry 11% Lighting (Estimate)
4% 22%
Dishwashing _
and Cooking
4% L
Refrigerators
Freezers
Pools and
20%
Spas N, PC, and Office
7% Equipment. *_� ,udA
20%
7%
Source: 2009 California Residential Appliance Saturation Study
How Much Energy Will This Toolkit Help Me Save?
We all use our homes and appliances differently, so predicting the precise amount of energy
savings that you can achieve by using this Toolkit is difficult. For example, EnergyStar®
estimates that replacing one incandescent bulb with an EnergyStar® Certified CFL or LED bulb
can save you anywhere from $40 to $135 in electricity costs over the bulb's life* —the actual
amount depends on how often you use the light, your electricity rate, and more.
To get a basic estimate of how much you can save, use the Data Tracking Sheet included in
this Toolkit to calculate your expected savings.
*Based on national averages
Energy Literacy: Understanding Units That Measure Energy
Watt (W) - A watt is the basic unit of
power used to measure electricity capacity
and is equivalent to one joule per second.
Incandescent light bulbs are rated on their
capacity to produce light —the higher the
rating (e.g., 40, 60, 100W), the brighter
the light. CFL bulbs use far less watts (e.g.,
23 to 30W) to produce the same amount
of light.
Kilowatt (kW) - A kilowatt is 1,000 watts
Kilowatt hour (kWh) - A kilowatt hour is
1,000 watts used for one hour (power x
time). It is the unit of energy most commonly
used on household electricity meters. For
example, a 100W incandescent bulb left
on for 10 hours is equal to 1 kWh (100W
x 10 hrs = 1,000 Wh = 1 kWh). In 2011,
the typical PG&E residential customer used
540 kWh per month per household.
Therm - A therm is the energy equivalent of
burning 100 cubic feet of natural gas. The
typical PG&E residential customer uses an
average of 34 therms per month per
household.
(D
V)
0
c
(D
U)
PG&E Bill Features
ENERGY STATEMENT 0Aomuntl4o: 1023466790-0
www.pge.Darrll MyEnergy Statemerrt Date: 09MV2013
Due Data: 107031=3
tice For: 0Yaur Account Summary
Realdentlel 12-b rrrer � Diem Previous S1a2rnert it4i.7e
1224 Mein Street P Recarred sieoe L.ss[Saemce •1d4.70
E.trs Add- L- aymerdrsl
Anytorm, CA 0= P wpak A- W.0
LarrsS Eleanc Cl %g SM.91
G� G. Charges 491e
OWestld.kl egad re�reie TafaI Amount Duo by 10i0312013 $146.11
Ahours prr r-l. 1 deysprr reek
PF 1-80.143.`Ja00
x p9e. rjMyEnrrgy �-�rl�� {,u,r piyyas rrtlWraaeoour.a1i50.17 brwnler Gas Savings.
Legal onlee Pddress ���
a00 W 2ND St
A.rrDrm. CA9t.A9
V alentlir Balleg K&bfty
lred
1�
�� a -• .D�..°Y r_rr.ro+
tnponanr Messages
cars Program ra, mar J�nR'r�re mYraJr Wsoam.Imv. carrm.awrmaw rmiw ror angry lrlPmgrum. 7tltl oa: Tor.
arc applr udrn, ON rnrypemmlea rt
trrr ae paid.-Nr Inc r.Wsae W Ca1r hhrrvk Nl« ror Bxarpy PrN-ICG
mielrfmnacdn r hawrsu stllrM1ue an Fdaorsc"-`- r,rw.pvr.n.ww..k's.r.
_.
� i.rvn uo pueon rn xor A.� w.r• a r4 � rb r tia Ti... x.�
0 99901234se 7890100000 Kif K%%%0000009%]f%]f%%%
10Annnr Nmha: Due E.. Toga A- Der. rdnrvaa Enloe±
102USS789-0 1010=,,19 $146. 11 i _
ncewi.uWr:wNrw CYBTd.[A PCIEL
BOA 94730o
Exlxfu Wrc�3§rrvE Sd.0 PAME ni D, CA 95S99.7300
Pay 1 d J
�1 ENERGY STATEMENT
Apt AN.- 111234se7ea-o
F _
Statement beta- U9112I2813
www_pge .FIVyEnergy
13 BDom_ 1010MIM
PhapeFlclmbers •24 houra per day, 7 days per week
L1le0p�r•r 8orda (ALL languages; Re lay Ca
Ile Acre pWA 14WO-743-SM
1DCfITY(�drjH*wkg Impaired) 1•80,0452.4712
SrsrM Y{araMr. �Irh4 'e'»rM 1bdh5F1A�
DkhrY grBtle YlgYlw H4de�wq f•mPp
���{(alnlrli lzatia}axs
@nlrrf MrK�rW f.m64647404F19
sssp •arn
M• - "W�e«w. dr «rd wW Wuwhya. Pgrnrrstl
YdJ rr.yw Wwwrbrrw. ePYYe me..hPeerwYrry YJr•
�� F�Y�yy� «�Ia w�k
mrowwNN«wanr.wr�pgrr�Ywi+mwtlaim
.,e e...s.rpnrwe
rr a
`rw
mnprrrM:nwedx w wwty pnaY nd
"�i i��"�"uarr.•m:wre�eWrww' mw.r: µmew
n�"w waih�eeyrs�« 9avix�mr�w*�ir"wn rm�
sw nr+h+w anrwd«aa�knm+ameuuarne-raatmE
.ra etlndre w.a.nwr+wawrwr..r�Yrr.r.�, nru«xw
rrmrrxi
Yt
ie .dahrlK�n ...sm.d r•Wa.lvu.f yrrHlC Ordws «%nr•
drp«keh Yk 1p,.tl.mN P4G1 MWNnpd-0.
r.real. rdarr 6r«erarxr.le
opmtl
d.s. F.VklI my m.rrsdrr+rl. wmrwrWw P.yy//o
Op
prhr«Y«WrYj(gmrrWnj r�nrw pYeilMW
pr«rs++rar «gl.da«rP dYm Pb's dMay�uYw oYWrw
tlNp, rkl.nYpYPy grey Opppy �rspgY,pmlNp.W
tla Wc«ri «rUeOahW 6rmnpgn'rnrdW Yy Ytlr
Yrpr
«npr
-•. E.d.rfuGkww.fw nu%oudr spy p,rY,eYed.�7«n
er wrsyrk w.��rryarr�uw eknfMWP'MSWM
y,lwwkw P++PW+'P 1r�'+prwdn, Y+'PYWLrsYMVa+'d.
�P f� «`1«enrOOe.
N PBbH.r«r r«r'(A N dn.xpnvnr
Y�rrr riYl.IM�l�rlrrrRwlrslP edrp«hrrpnhr. Ye,
mrrd«raw nNordnw utlr rdi[. oo[ pno.m uo�.r rptlii
Ah �p.tp-NW4 WPinbmr.dMlr
�N pYxw nyhr /'IrRn a«w%u-rdureq O.MHw
w�rmrP�giroe www w�ahrriYw rrrpy r.!'
YawC►nFM�r%naMMs.
r dYiWd xds'►.+
geem
e.mpr.wY
0r1G
%awwk.
tlr„ c
rrd,.e. miakn.
sw
NW1. IQ- ad
f.rY YrrrYY.WrrcrlP ... ...
.
D%-sip%
4.ow PKhT PM M 4YM
p ilt prl'r,n.•tl4C
rP.nr+w
i
grf7
gnramd TRp pat
CarpMke sMWkaChYlyd tali
d�dpwrY�rr�..�r�.«ha
wh«k «tlr reuyCYMlydN1
a
d
qr%-ap%
aaWF
Eie7
Pw1i�40Y11«%�MM« ♦L"
e�YrrIM1�dPJulY
R.a«wYI.ewS•iM IIIIY�A!S rrr
�Mr
_OM
lYYd�eO'. 1--
Hpuu«Tw rwy.yw pY ndnw«ehw
N Yp1F
i
aau%
+----- or+ouoe.mc..rrxoo�.,a �.r
rWwdP�wm%4l� kr-W k'lMmu«eey.
I. rn
1h8+ 4 rdo•.n1t[r t15millh dr4r1
rWrrrrahapgarrd grprer, rd%Y
+er. r..�p:r���r
-ra n�rr. 12?YfihT d9U
• rssro rroei•ep nx
rJP�r npnWl,q tldY« K
• a...r.r wr.rr dw�=�pn �P Y.YVY..mnlcpq�r«.,r
km1 pprhrkrL[wYrw� rcera
Ctq 9Yra•dOdl
•�r�7YtlSP•Y'w'r4W.dd1OMrMYrA.Yn YrNY,p
rw.rr. rARry
PrWd10.
•gYYrKk\4Wrrrrt.r�r.C/7W1-1y0WwR'
rronr owl
wagon kdrPwws«nw Pww ur/Yrwwrnhrwdry
rua=70- r.rrrrrr rPrM1p1{e4rednwxwr
r� ^«' r W k WYe1Cra%e pwllq¢H1NNN1l1lh�T
. dMN Yyyr YI.%i yw�
1. Key Account Data: 10-digit number
unique to each household and due
date.
2. Service Address: The address where
your charges were incurred.
3. Account Summary: A snapshot of
your bill, includes an overview of
charges incurred, payments received,
and your total amount due.
4. PG&E Contact Information
5. Total Amount Due: Your charges and
payment due date, all on one line.
6. Savings Alert: Notes about your
account and any special programs
you participate in that may affect
your total charges.
7. Monthly Billing History: A chart of
your monthly energy charges over the
past year.
8. Important Messages: Timely
information from PG&E.
9. Remittance Stub: Return form with
your payment to the address
indicated.
10. Important Phone Numbers:
Customer service phone numbers.
11. Rules and Rates: Rules for disputing
charges.
12. Important Definitions: Define key
terms.
13. Your Electric Charges Breakdown:
Line items on your electric bill.
14. Update My Information: Fill this out if
your information changes.
15. Ways to Pay: Options to pay your
PG&E bill.
16. Details of Electric Charges: Information
regarding your rate plan.
17. Electricity Usage: Notes your electricity
usage during a given timeframe.
18. Tier Indicator: Shows the highest tier in
which you are being charged.
19. Taxes and Fees: State and local
governments taxes.
20. Total electric charges: Total electricity
charges, including taxes and fees.
21. Daily Usage Chart: Your electricity usage
this month.
22. Service Information: Details about the
electric meter at your home.
23. Additional Messages: Timely information
from PG&E.
24. Details of Gas Charges: Information
regarding your rate plan.
25. Gas Usage: Notes your usage by tier
during a given timeframe.
26. Tier Indicator: Shows the highest tier in
which you are being charged.
27. Taxes and Fees: State and local
governments taxes.
28. Total Gas Charges: Total gas charges,
including taxes and fees.
29. Daily Usage Chart: Your gas usage this
month.
30. Service Information: Details about the
electric meter at your home.
31. Gas Procurement Cost: The utility's cost to
buy natural gas and transport it to its local
pipeline system.
32. Additional Messages: Timely information
from PG&E.
Accessing Your PG&E Bill
ENERGYSTATEMENT
A000unt No:
IO234fM7OO-0
Sietemerd Dam:
W122013
www.pge.camlMyEnergy
D—Dt,_
IOMW 413
Data I Is of Elect rlc C ha rges
a..+o Yikn—d-
�
081132013-Nil 212O13(31 hang days)
�rlro. r.mq
ai,peo
r1Nr 1YMfYasy
b1,pPg
&m1¢Ilpmnv,�YWE4331
ioY lly.
6/Le1meNWY
do
re,�faa
Ommia-W1awa —Wal , I 7 I a 1 a
s,nd
aorpo�ay.9m
p
pa
w ruord,n nam �w �, s'1nv1s8 ux►,t,ry
�. a'x8omoo wn R�-,�eo 1a2>s
xuw. ,¢'tamau wn R�-,mw x,.w
sum �,aav .w. Rsos,,,a ,za7
Total Electr k C hargea G7;f ;p8.g1
EN€RGYSTATEMENT
Account ND_
1112396O7OO-0
Statement ❑ahr
001122013
• www.pge.comlMytnergy
Due Date-
1O1OMM13
Delells a} Gas Charges
S"'4 b't°"r""
ON132O13. W12�2013{31 6RkVda )
[:r..rrrrr�o
o"__p
ww w. n.a,u
�,...
W4
a.
�•_�
�wana,a_ra,ana a
•-*..�.,
sama,aa a
T ,rU� , .
p
,r zual. x�mxoln..rRNd+d21
1wZ
>o�,v
(L,PW Ba[NrQA Ro.azcl mam,]
■
1�
oPo,rma ow,rm,a
��i
�WVM1a-W1aV17a Yw 71rU� , �
nr1 uorr,n e.s nwn JU-W.nee n,rrra.p
,r1uq. rtmmoo,n..r R:lnar�
llrx u V, �]o� ,mr Ri+�D1
isua
128a
Or Pma,c�.rao.--W�
'.if
or
ToVd Ces Ch1MW(T-S
fdY.�
n.nr
Yb ra d,. am �� e.b ke! rx ev, am mm em as ar u„ ra
1MI,w/RI���Ip IM�If1a,y Yl,p�„IIF .. Pf4ia
.-,.✓. v.iWnFSs PUW.tSS To aysrerf5
i•
IL IL
Manage your account
quickly and easity
Your energy bill and
information about
energy use can be
found at pge.com.
At the website, you can
opt for online bill
payment. You'll save
time and paper, too!
m
Ln
0
c
0
Ln
o roMrc o,b.ro c�,� u�+v.^r
U
s`
O
Ln
U
ry
Consumer electronic products account for up to 15
percent of electricity consumption in a typical California
household. Many small appliances and electronics use
energy even when they are turned off —as much as 75
percent may be consumed in standby or off mode! This
is known as "vampire" or "phantom" loads, and
eliminating them is a great way to save energy.
W1
STEP #1 : Use the Kill -A Watt® Meter
The Kill-AWatt® meter measures the energy drawn by appliances and
electronics in both operating and standby modes. Follow these steps:
1. Plug the meter into an outlet and plug an appliance or
electronic device you'd like to measure into the meter. You
may need to wait a couple seconds for the energy to register.
P I,�
2. Push the "down" button until "Watt" appears as the unit.
3. Measure the wattage when the appliance is both on and off
4. Check your PG&E bill to verify your electricity rate.
5. Record your findings on your Data Tracking Sheet.
X T
6. The meter can also help you estimate the cost of electricity 0 ,
used by the appliance or device over time. See the video
below for instructions.
Tool: Kill -A -Watt®
■� ■� EZ Meter
Instructional Video: How to Use a Kill -A -Watt® EZ Meter.
Scan the QR code with a smart phone to view the
video or visit: http://900.91/3Mv] Ku .
--A
Average Energy Consumption of
Tips:
Standard Appliances*
• Unplug small appliances (toasters, coffee pots,
etc.) when not in use.
Clothes Dryer 1,800-5,000
• Unplug phone and battery chargers once they
Clothes Washer 350-500
are fully charged.
Clothes Iron 1,000-1,800
• In your entertainment and computer
Computer 270 awake
areas, plug equipment into a Smart
60 asleep
Strip, which will shut off equipment
Dishwasher 1,200-2,400
when in standby mode.
Heater 750-1,500
NOTE: Unplugging your cable box
Microwave 750-1,100
may reset the system; be sure to
consult the operation manual.
Refrigerator 725
• Always look for the EnergyStar®
Toaster 800-1,400
logo when buying new
TV-flatscreen 120
appliances.
Vacuum Cleaner 1,000-1,440
Smart Strip
DVD Player 20-25
*Actual energy usage depends on the age
and model of the appliance.
Major appliances may account for a quarter of your household energy costs, and your
refrigerator is likely to be the single biggest plug load in your home. Using the Kill-AWatt&
meter, you can compare the energy use of your appliances to the average use as outlined in
the table on page 6. Then follow the tips for your appliances outlined below.
;k STEP #Z: Measure the Refrigerator Temperature
Use the Refrigerator Thermometer to help set optimum temperatures for your
refrigerator and freezer:
1. Place thermometer in refrigerator between several food items.
After 20 minutes, record the temperature on your Data
Tracking Sheet.
2. Look and test for cracks in the door seal: Close the door on a
piece of paper and tug. If the paper moves easily, then you
need to replace the seal. Tool: Refrigerator
3. Repeat these actions with the freezer. Thermometer
4. Adjust temperatures if they are outside the target range: 36-40°F for refrigerator,
0-5°F for freezer.
DID YOU KNOW?
Tips:
You Can Save With
REFRIGERATOR
EnergyStar&
Appliances!
• Regularly clean the coils on your refrigerator.
EnergyStar® appliances
• Keep contents organized so you can quickly get what you need;
typically use up to 50 percent
minimizing the amount of time the doors are open will save energy.
less energy and water than
• Turn off the condenser feature in the refrigerator.
standard models. Look for the
EnergyGuide label- it
• If you have a second refrigerator, consider donating it or having it
provides an estimated yearly
properly disposed of by your waste hauler, and you may be
operating cost and the range
eligible for a PG&E rebate!
of operating costs for similar
models.
WASHER & DRYER
• Wash full loads and use short wash cycles for mildly dirty laundry.
• Use cold water whenever possible.
Ilk EE
• Use the washer's high spin cycle to reduce drying time, and try a
clothesline instead of the dryer, which is a big energy user.
-
sue,_
• Clean the lint trap after every use to ensure safe, efficient drying.
HEATING & COOLING SYSTEMS
Rebates! Rebates!
• Clean and replace filters regularly.
Check with PG&E for rebates
• Set your winter heating temperature at 68°F; set your summer
on your EnergyStar®
cooling temperature at 78°F.
�0
appliance purchase. PG&E
may also pay to pick up your
• Use window coverings to prevent heat gains.
(D
o
old refrigerator or A/C unit.
• Circulate air with ceiling or portable fans.
Call 1-800-299-7573 or visit
http: for
.Replace older A/C units (more than 10 to 15 years) with
N
eligibility
eligibility and pickup.
and pickup.
EnergyStar& appliances —this could reduce your costs by 20 to 40
Ln
percent!
Lighting represents as much as 22 percent of your home's electrical use. You can reduce your
energy bill significantly by switching to energy -efficient lighting. The compact fluorescent
lightbulbs (CFLs) provided in this kit are roughly 75 percent more efficient than incandescent
bulbs and last up to 10 times longer.
STEP #3: Switch Lightbulbs to CFLs
CFLs screw into place the same as incandescent bulbs.
Follow these steps as you set out to switch over to CFLs:
1. First replace the incandescent bulbs in fixtures that have the
highest use; this will result in the greatest savings for you.
2. Read the packaging to see where the bulb should be
used; not all Energy Star qualified CFLs are designed to
work in every socket.
3. Match the equivalent wattage of the old bulb (a 60W
incandescent should be replaced with a 13W CFL).
4. Calculate your savings using the Data Tracking Sheet to
see how much each of your CFLs will save you during the
next year.
Equipment: CFL Light Bulb
Tips:
• Dimmable fixtures require a dimmable CFL; these are available at hardware stores. A standard CFL
will quickly burn out if used in a dimmable fixture.
• Most photocells, motion sensors, and electronic timers are not designed to work with CFLs. Check
the packaging for compatibility.
• Don't frequently turn a CFL on and off (more than every 15 minutes); this may shorten its lifespan.
• Make sure to dust your bulbs at least every six months; a dirty bulb is an inefficient bulb.
Next Steps
• Replace the rest of the incandescent bulbs in
your home with CFLs. You can find CFLs in
many sizes and shapes at any major hardware
store.
• Replace your outside lights as well. CFL flood
lights are available.
Ln
U
O
Ln
U
ry
Go Further with LEDs
Take the next step and look into installing LED
light bulbs. LEDs, while more expensive up
front, offer similar light quality, last up to 25
times longer than traditional incandescent light
bulbs, and use even less energy than CFLs.
How to Handle a Broken Bulb
1. Turn off and unplug the fixture.
2. Put on protective work gloves.
3. Grip metal lip of the bulb with pliers or
wrench.
4. Turning counterclockwise, gently unscrew
the bulb base.
5. Place bulb and broken glass in a paper
bag and place in the trash.
0 Fun Fact:
1. Turn off and unplug the fixture.
2. Open a window or door to the outside
environment and leave the room, letting it
air out for 10 minutes to let the hazardous
chemicals from the bulb dissipate.
3. While continuing to air out room, carefully
scoop up glass pieces and powder using
stiff paper or cardboard; place into a thick
plastic bag.
4. Use sticky tape to pick up remaining
fragments (DO NOT VACUUM).
5. Wipe area clean with a damp paper
towel; dispose of towel in the trash.
Broken incandescent bulbs can be 6. Place each CFL in a separate, clear, and
removed using a potato. Simply cut the sealed plastic bag; bring to a hardware or
potato in half, push the flesh into the lighting store that recycles CFLs (typically
broken section of the bulb, and twist this service is provided free of charge).
counterclockwise.
VIDEO: Removing Broken
Incandescent Bulbs
mr-x
..
http://goo.gl/eOPnh
7. For CFL recycling locations, visit
earth911.com
TIPS: Cleaning Up Broken CFLs &
Disposing of Spent CFLs
%1'
mU)
16 0
U)
http://goo.gl/tnFx9
U
O
u7
U
ry
Sealing cracks, gaps, and leaks and improving the insulation in your home can save up to
20 percent of your heating and cooling costs. The Infrared Laser Thermometer will help you
detect where you may be losing or gaining heat through windows, lighting fixtures, outlets,
vents, door jams, and heating and cooling systems.
STEP #4: Use the Infrared Laser Thermometer
The Infrared Laser Thermometer detects heat gain and loss
Turn on and point the thermometer at potential trouble
spots in your home. Note any temperature fluctuations that
may be caused by air leaks.
These images (taken from an infrared camera) show examples
of a home with a poor thermal envelope. The spots in yellow
are places where little or no insulation are present. On a warm
day, heat is being conducted through the ceiling and walls,
making these areas hot.
Instructional Video: How to Use an Infrared Laser Thermometer.
Scan the QR code with a smart phone to view the video or visit:
http://goo.gl/bDJl2
Tips:
Heating and cooling can account for up to 50 percent of home
energy use; a properly insulated home will reduce this cost and
keep your home more comfortable —cooler in the summer and
warmer in the winter. Take these steps to reduce leakage in your
home envelope:
• Caulk windows (video below).
• Schedule a professional audit or contact a local contractor to
address insulation needs around your light fixtures, vents, or other
spots. Energy Upgrade California is an excellent resource for this;
visit energyupgradeca.org/home—upgrade for information.
• Insulate ceilings, walls, attics, floors, crawl spaces, and
basements to recommended standards for optimum savings.
• Common types of insulation are fiberglass, cellulose, rigid foam
board, and spray foam.
energy
upgrade m
CALIFORNIA
Instructional Video: How to Caulk Windows.
Scan the QR code with a smart phone to view
the video or visit: http://goo.gl/pdRsi
Tool: Infrar
Thermome
0 I0
1
You pay for heating your home, so don't just let that heat leak out through gaps in your doors,
windows, and outlets. Follow these steps to stop those leaks!
11\fol�w
STEP #5: Install Weatherstripping
Use weatherstripping to seal gaps in your doors and window jams.
1. Check for drafts around external doors and window
jams. Use the Infrared Laser Thermometer, or if you can
see light or slide a piece of paper through an area, then
it needs weatherstripping. The entire door or window
usually doesn't need weatherstripping —focus on the
sections where you feel air or can see light.
2. Clean the application area to ensure a good installation.
3. Cut a length of weatherstripping to match the length of
door or window where the strip will be applied. Peel back
adhesive strip and apply.
4. Record your action on your Data Tracking Sheet.
5. Please return whatever you do not use in the Toolkit.
Instructional Video: How to Apply Weatherstripping. Scan the QR code
with a smart phone to view the video or visit: http://goo.gi/XX5fH
Equipment:
Weatherstripping
T9
ip: A door without weatherstripping may not look like a problem, but the amount of exposed
area from different locations can add up to a big hole! Consider installing a door sweep to help keep
out drafts; you can pick one up at your local hardware store.
14
STEP #6: Install Outlet Gaskets
Outlet gaskets help prevent air leaks that can
result from poor wall insulation.
1. Identify exterior walls with the most exposure to
draft.
2. Choose an outlet or switch plate to upgrade.
3. Carefully loosen the face plate screw with a
screw driver (not provided) and remove faceplate
Equipment: Outlet Gaskets
4. Place gasket over internal area. If necessary, trim the gasket to fit around the
outlet.
5. Replace faceplate cover and tighten screw.
b. Repeat for other outlets or switches throughout your house. Instructional Video: How to Install Outlet Gaskets. Scan the QR code withW�Ts
a smart phone to view the video or visit: http://900.gl/HQ4YW
■
(D
U)
0
c
n
(D
U)
As a necessity for life itself, water is one of our most precious natural resources. In the Bay
Area, we receive most of our water from the snowpacks of the Sierra Nevada. But with a
changing climate and growing populations, our water resources have been shrinking year by
year. While state and local leaders continue to work on long-term solutions to our water
challenges, saving water on a daily basis helps stretch supplies and keeps water in reservoirs
for the inevitable dry years to come.
Decreasing California 5nowpack
—0 Is 30 45
April I snow water equivalent (Inches)
Source: Dan Cayan et al. (2006), in the California Climate Adaptation Strategy (2009), p. 80.
How We Use Water?
Indoor Water Use in a Typical Single Family Home
Other
Domestic Dishwasher Bath
2.2 % 1.4% 1.7%
Typical Household Water Use
(indoor)
"""Residential End Uses d Wata,' by permission.
Opyrigh 1 M Nnercan WaterWaks A—a6m and AWWA Reseaoh Fomeofiai
When you save water, you also save energy. That's because a
good chunk of California's electricity (20 percent) and natural
gas (30 percent) consumption is used simply to pump, transport,
and treat water around the state. And up to 49 percent of a
typical home's gas usage goes to heating water.
Reducing water use can therefore help lower your
energy bills.
■
STEP #%: Measure the Flow Rate of Faucets
Using the water flow rate bag, you will measure the rate that water flows
from your faucets and showerheads.
E
Determine if your existing aerator is already low -flow; this should be printed on
the side of the aerator. Low -flow aerators are marked as follows:
bathroom sink: 0.5 gpm
kitchen sink: 1.5 gpm
showerhead: 2.0 gpm.
If the existing aerator is not marked as above,
continue with the following steps.
Turn on faucet and fill water flow rate bag for 5
seconds.
3. Record water flow on your Data Tracking Sheet.
4. If your water is flowing at a rate greater than noted in
the lst step, then install one of the Toolkit aerators.
5. Test the flow rate again after the installation and note
your findings.
Tool: Water Flow Rate Bag
Think before you dump leftover water; make the most of it by giving
it to your indoor or outdoor plants.
Fun Fact: On average, U.S. residents use 69 gallons of water per day
per person for indoor use. That's 25,000 gallons a year per person —enough to fill an
average home swimming pool!
STEP #8: Replace the Aerators
Check the imprint on the aerator for flow rate, or use the flow
rate bag to measure. If the faucet flows at more than 0.5 gpm
(bathroom) and 1.5 (kitchen), then you should replace the
current aerators with the aerators provided.
Note: Some kitchen faucets are custom sizes and cannot be
replaced with the Toolkit's aerator. You can still measure the flow
rate and seek alternatives at a local hardware store or online.
1. Close or plug your drain.
2. Unscrew old aerator counterclockwise; if needed, use the pliers
to loosen the aerator. Wrap the teeth of the pliers with painter's
tape or a towel to avoid scratches to the existing equipment.
3. Clean and dry water pipe threads (grooves at end of faucet).
4. Wrap provided pipe thread seal tape around pipe thread.
5. Screw on new aerator clockwise by hand.
6. Turn on faucet to test for leaks, and tighten with pliers if
Equipment:
Faucet Aerator
1
Tool: Pipe Thread
Seal Tape
Tool: Pliers
■
Ln
O
c
n
m
LO
necessary.
Continued on P.14
■
STEP #8 (Part 2): Replace the Showerhead
Check the imprint on the showerhead for flow rate, or use the 14
flow rate bag to measure. If the showerhead flows at more than
1.5 gpm, then you should replace with the showerhead
provided. { _
Instructions: Identical to Step #8.:
a. 1
Faucet Aerator Showerhead
Equipment: Low -flow
�' �' Showerhead
p r
Instructional Video: Use your smart phone to
follow these QR codes for videos on how to
�■ �■ change your faucet aerator and showerhead.
http://goo.gl/ZHDeo http://goo.gl/gkcxB
ZIV4�
STEP #9: Use the Toilet Leak Detection Tablets
Leaking toilets can contribute to high water bills if
undetected. The Detect -A -Leak Toilet Tablets are a simple
and inexpensive way to test for leaks on a regular basis.
1. Carefully remove tank lid.
2. Drop 1-2 tablets into exposed tank.
3. Wait 20-30 minutes. Do not flush the toilet during this time. teak
4. If blue color appears in the toilet bowl you have a toilet
leak. Typically, a leaky flapper is the cause for toilet leaks
and needs to be replaced.
5 aOOT /�Good
...m :.
Equipment:
Toilet Leak Detecting
Tablets
Water Savings Tips
■
• Avoid running water while brushing your teeth and shaving.
• A constantly running toilet can waste up to 200 gallons of water per day.
That can cost you $250 over the course of a year! Contact the Santa
Clara Valley Water District for a free home Water -Wise House Call,
covering both in -home and landscaping use. Call 1-800-548-1882 to
schedule and appointment.
• Upgrade your old, inefficient toilet (3.5 gallons per flush or more) to a
high -efficiency or dual flush toilet.
• Make use of a shower timer, which helps you use less water and save
energy at the same time. Try to set is for five minutes or less.
Heating water typically accounts for up to 49 percent of the natural gas use in your home.
1*4
STEP #10: Adiust the Water Heater
l . Locate your water heater.
2. Locate adjustment dial and mark current setting with a
pencil or masking tape.
3. Locate the faucet closest to the water heater.
4. Run water until hot and capture a cupful in a mug.
5. Insert thermometer and wait for it to reach its highest
point.
6. Record highest point temperature on your Data Tracking
Sheet.
7. Adjust setting so that your hot water runs at 120°F. If your
water heater does not have specific temperature settings,
this step might take a few tries.
2 V-P-31 2 Instructional Video: How to Adjust Your
%kn
Water Heater Temperature. Scan the QR
code with a smart phone to view the video,
Mor visit this link: http://goo.gl/DJDKk
Tips:
Tool: Thermometer
• Insulate the pipes leading from the water heater. This helps conserve
energy.
• Set your water heater to "Vacation Mode" when you are away for long
periods of time to conserve energy.
• Check the EnergyGuide sticker when purchasing a new hot water heater
It provides the estimated cost to run the equipment.
• Do you have a recirculation pump? These pumps can save water, but
only if the timer is set correctly.
EIyERGYGUIDE
CmW@the Energy uee of Ihls Re former
wllh Olhers Belpre 1bu Boy.
Rebates! Rebates!
Rebates are available for water -efficient fixtures through the Santa Clara Valley Water District
Visit valleywater.org or call 1-877874-8479. Additional information may be found at the
website of the rebate Bay Area Water Supply and Conservation Agency; visit bawsca.org.
(n
O
c
n
(D
U)
Water Savings Tips
• Regularly check for and fix leaks in your irrigation system; leaks can waste thousands of gallons of
water annually.
• Consider switching to a drip irrigation system to save water.
• Water between sunset and sunrise when temperatures and wind are the lowest; this reduces
evapotranspiration and allows water to soak deeper into your landscaping.
• Pool filters are energy intensive. Consider reducing your filter times in the fall and winter and set
timers to avoid peak utility rates. Using a pool cover will save even more energy and water.
• To view water -saving tips and rebates, visit save20gallons.org.
• The Santa Clara Valley Water District offers free Water -Wise House Calls for both the home and
landscape. Call 1-800-548-1882 to schedule an appointment. If you are a San Jose Water
Company customer, please call (408) 279-7900 to schedule a free Water Watcher Audit.
• The Santa Clara Valley Water District also offers rebates for replacing turf areas with qualifying
plants that require less water. Visit http://goo.gl/Zeitce for more information.
• Change your irrigation schedule with the season and with local weather conditions. Better yet,
consider upgrading to a weather based irrigation controller.
Fun Fact:
Which is more water efficient —a commercial car wash or home car wash?
Compared to a home car wash, a commercial car wash saves water. A home car wash
uses 80-140 gallons of water whereas most commercial car washes use 30-45 gallons.
Washing your car on your driveway or in the street sends dirty water, soap, heavy
metals, oil, and grease into the gutter which flows to local creeks and the Bay. If you
wash your car at home, park it over the lawn or a gravel area.
Sanl:a Clara Valley San Jose
Wder Diskfick Water
Company
Cooking & Eating
Kitchen activities often require large amounts of energy. Use these tips to reduce energy use:
Efficient Cooking Habits
• Thaw frozen food to reduce cook times
• Double your recipe, freezing half for later
• Heat only as much water as needed.
• Cover pans to reduce cook time and
energy.
• Use fewer pots to reduce dish washing
needs.
• Use your toaster oven or microwave for
small items; unplug appliances when not
in use.
• Avoid opening the oven door.
Efficient Dishwasher Habits
• Scrape, don't rinse, dishes.
• Use the short cycle.
• Avoid the "Rinse Hold" setting.
• Air dry dishes by turning off the heat
setting and opening the door.
• Upgrade to an EnergyStar® model,
saving up to $40 per year. PG&E offers
rebates for upgrading to a more efficient
model: http://goo.gl/slviF
Eating Habits that Help the Planet and Your Health
• Rethink your drink. Avoid sweetened beverages —one
20-ounce soda contains 17 teaspoons of sugar. To learn rethink
more, visit sccgov.org and click the Health & Safety tab.
• Shop your refrigerator first. In the U.S., 40 percent of our YOURDRINK
food goes uneaten. Eat what you have before shopping
for more by taking EPA's Food Recovery Challenge. Visit http://goo.gl/XWkOZf
• Eat locally. Reduce the miles your food travels and support local farmers.
• Opt for organic. Avoiding pesticides is better for the environment and your health.
• Try the veggie option. Meat production uses an enormous amount of water and energy. On
average, it takes 28 calories of fossil fuel energy to produce one calorie of meat, versus 3.3
calories of fossil fuel energy to produce one calorie of protein
from grain. Similarly, it takes 4,200 gallons of water daily to
support a meat -based diet, versus 300 gallons to support a
vegan diet. Going meatless once a week will make a
difference. 1, _ "a.
• Prepare balanced meals. The obesity rate in Santa Clara
County is 21 percent. Provide meals loaded with fruits and
veggies to promote healthy eating habits for you and your
kids.
1
P
a�
M
C
Transportation
Get better gas mileage:
• Regularly maintain your vehicle —a happy
car is a more efficient car.
• Under -inflated tires will decrease your
miles per gallon, so check the tire pressure
when filling your tank. Proper tire pressure
levels can be found on the inside of the
driver's side door.
• Drive smoothly and at the speed limit;
avoid unnecessary acceleration.
The Recycling &
Waste Reduction
Commission at the
County of Santa
Clara has a Recycle
search to find places
to recycle and reuse
stuff, visit http://goo.
gl/6rKMDq
Or, ditch the car!
• Consider using alternative transportation at
least a couple times a week.
• Walk or bike whenever possible, visit VTA
website for bikeways maps
• Try public transportation. Visit vta.org for
local routes and schedules.
• Safe Routes to School —"cool" your kids
commute by walking, biking, scootering, or
taking the school bus to school. Visit
http://goo.gl/GggMa to learn the ways to
create a fun, healthy, and safer way to get
to school.
WALK & ROLL
safe routes to school in santa Clara county
Recycling & Composting
Composting not only provides healthier soil and plants but can save
you money by not having to buy soil conditioners, mulch, and fertilizer.
Home composting also reduces yard trimming collection and
processing; keeps kitchen waste out of the landfill; and turns organic
material into a valuable product for gardens and house plants.
Visit http://900.gl/Olw2nl for the latest Composting Workshops in
Santa Clara County.
For information about recycling programs for each city in Santa Clara
County, visit http://goo.gl/kg22eV. This site includes information about
landfills, transfer stations, curbside recycling programs, and key contacts
for each city.
Type to matenaI. or seieet from Umse a Ma
Search Fora material-�
Press Enter Keywhen done entering material
Choose a ma[erial-
mais�oead� Ha,�aaee I
mals, Dead, [Irher —
mals, Manura
nianra,.arr candluanar
e, Dishwasher, Household
e,. Dishwasher, Indusxrial
e, Dryer [Electric)
a, Dryar[C
e. Freeeer, Full Size
a, Fraaxar, Mlni
e. Furnace
e, earhaga Disposal
e. Heater (Nectcic]
�I�anra, Hea[ar(Dill Al
Trying to mcycle a material that is no[ listed? Please le[ us kn¢w®
so we can add the material to our database.
Sfateri[As to search for: 9 Reuse
❑� Recycle
❑� Commercial
❑� Residential
❑o Pickup
0 Drop 6fi
it
Jeed Help?
a6 Ja
-B{VO-533-
414
p Niner O
Hire Ftefp
¢ r.a
Hr.
Yew our
ideo
Aorials
911n:_
mail us your
veehon
Return the DIY Toolkit to the Library
Now that you've used the Toolkit and accomplished the steps to a more energy -efficient
home you have just a few things left to do:
1. The full -page Data Tracking Sheet is for you to keep but the half -sheet Data Tracking
Info Card should be returned to the library —make sure to fill it out, this helps us track how
the Toolkit is being used.
2. Make sure all tools (see list on page 2) are in your kit before returning it to the library.
Please return the Toolkit as soon as you can so other library patrons can make use of it.
3. Got the energy efficiency bug? Think you missed a few things, or need further assistance?
The SVEW team is here to help —contact us at svenergywatch.org or call
(408) 535-8550.
4. Consider amplifying your savings through the whole home
performance approach of Energy Upgrade California —visit energy
energyupgradeca.org to learn more and get started.
5. Thinkingabout going solar? Energy efficient steps should pgWdeM
g g gy y p
be done first, enabling you to drive down your total energy CALIFORNIA
demand so that you don't buy a bigger solar system
than you need. Visit gosolarcalifornia.org to learn
more about solar options for your home. iF i
6. Spread the word about SVEW and share your
experience using the DIY Toolkit. -A
7. Enjoy the savings from all of your DIY actions!��� I.
P
CONTACT
Silicon Valley Energy Watch
City of San Jose - Environmental Service Department
200 East Santa Clara, San Jose, CA 95113
Phone: (408) 535-8550
energy@sanioseca.gov
r/1
San Jose W
Li�]r
SILICON VALLEY
................. MY
I&
Participating Libraries .
it santa Mara
county
i b ra rydistrltt
OF SUN y
r
Pacific Gas and CITY OF
sAvJosE
Electric Company CAPITAL OF SILICON VALLEY
Environmental Services
r]
As a part of the State's energy efficiency portfolio funded by California utility customers, Silicon Valley Energy Watch (SVEW) exists to help residents,
businesses, and public agencies throughout Santa Clara County save energy easily and cheaply. SVEW is implemented by the City of San Jose Environmental
Services Department in partnership with Ecology Action. This program is funded by California utility customers and administered by PG&E under the
auspices of the California Public Utilities Commission. "PG&E' refers to Pacific Gas and Electric Company, a subsidiary of PG&E Corporation.
© 2014 Pacific Gas and Electric Company. All rights reserved.
Co Printed on recycled paper.
Use this sheet to keep track of the retrofits you've installed and calculate the assumed annual savings from your
actions. This form is yours to keep. Please complete the card inside the toolkit using the savings amounts you
calculate on this sheet and return it to the library when you are done.
Date:
M
7tF
Flow Rate (gpm) Daily Use Savings
Showerhead Before After Saved (mins) Conversion (gal/year)
Bathroom 2.0 = x x 365 =
Water Savings /748 = Ccf x $ /Ccf* _ $
Gas Savings x 0.005 = therms x $1.4 /therm = $
Annual Cost Savings
Flow Rate (gpm) Daily Use Savings
Faucet Aerator Before After Saved (mins) Conversion (gal/year)
Bathroom - 0.5 = x x 365 = '
Bathroom - 0.5 = x x 365 = 2
Kitchen - 1.5 = x x 365 = 3
TOTAL 1+2+3
i
Water Savings L> /748 = Ccf x $ /Ccf* _ $
Annual Cost Savings
Usage (Watt) Daily Use Savings
Location Old Bulb New Bulb Saved (hours) Conversion (kWh/y)
x x365='
x x365=2
x x365=3
x x365=4
TOTAL 1+2+3+4
i
Electricity Savings kWh x 0.14** _ $
Annual Cost Savings
*The average rate for water is currently $2.74/Ccf, not including meter service charges, taxes, or fees. This rate is calculated using an estimated
average of residential water rates in the San Jose area. Check your water bill for a more accurate figure.
**Usage rate is based on the PG&E baseline rate of $0.14/kWh. Your rates might be higher. —Over—
Electronic Device Usage Daily Use
Electricity Usage
Electricity
Devices State (Watts) (hours)
Conversion (kWh/y)
Electric Rate Costs
Television Standby x
x 365 =
x 0.14* =
On x
x 365 =
x 0.14* =
Cable Box Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
DVD/Blu Ray Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Stereo Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Computer Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Printer/Fax Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Coffee Maker Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Microwave Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Other Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
Other Standby x
x 365 =
x 0.14* _
On x
x 365 =
x 0.14* _
*Usage rate is based on the PG&E baseline rate of $0.14/kWh. Your rates
might be higher.
Add all your calculation from the "Electricity Usage"
column: Total Usage =
kWh/y
Add all your calculation from the "Electricity Costs"
column: Total Costs = $
1 pledge to commit at least one of the following action:
❑ Unplug inactive appliances ❑
Set hot water heater no higher than 120F
❑ Turn off lights when leaving a room ❑
Use sunlight for light
❑ Wash clothes in cold water ❑
Do full loads in dishwasters and clothers washers
Please fill in the information below by using your worksheet and return it along with your toolkit to the library.
Checkout Date
Library
Showerhead
Water Savings $
Gas Savings $
Faucet Aerator
# of people living in your household Water Savings
CITY OF r SILICON VALLEY Lighting
SANJosE ................. �.l� y Electricity Savings
watchl
CAPITAL OF SILICON VALLEY
Plug Loads
Pacific Gas and Electricity Cost
.189 Electric Company
$
�yI.19 1p
r
M
f �
`tea �._� •G ._.:� i
C.r
_.�CFtY OF CUK"NO
MENf01�fAt PARK-
:. F
Cupertino.org/ A a ,,-,,
greenbiz '
reenbiz
Required Actions CUPERTINO CUPERTINO o� a
Additional Measures Office/Retail Program Standards
O This document serves to provide business owners with a hard copy of the check and balances
required in order to become a certified green business in the City of Cupertino. This checklist is
Education for review purposes only. Please contact erinc@cupertino.org when you are ready to apply.
Education
E,
WastSolid _ General Standards for All Businesses Required
Inform your customers about your business environmental efforts and what you are do-
ing to meet the green business standards. For example: Post the Green Business logo,
Energy ® certification and pledge in a visible location; Post reminders listing steps you are taking
Conservation to be a Green Business; Offer tours that highlight your Green Business successes; Offer
customers green service or amenities options; Highlight your Green Business efforts
and/or certification on your website, and link it to the GBP home page.
Adopt a written environmentally preferable (or green) purchasing policy. Ask your
Water Green Business Coordinator for templates.
Conservation
oEstablish a `green team' that can help guide efforts to green your business.
Solid
Pollution
Prevention
Purchase with Recycled Content Required
oPaper towels with 35% post -consumer waste
®� Q Purchase copier/printer paper with at least 30% post consumer waste
Purchase with Recycled Content Complete at least 3
© 0 Purchase office/copier paper with 100% post consumer waste
®0 Purchase copy, computer and fax paper with minimum 50% post consumer waste
0 Purchase letterhead with the highest recycled content available
Working Partners:
Purchase envelopes with the highest recycled content available.
Purchase toilet seat covers and toilet paper with recycled content.
Remodel/build with materials containing recycled content
R0 Purchase tissues with the highest recycled content available
0 Purchase business cards with recycled content
Recolvgy-
Santa Clam Valley Purchase carpet, carpet undercushion, or flooring with recycled content.
Water District( Purchase folders or other paper products with the highest recycled content available.
Purchase garbage bags with the highest recycled content available.
This program is funded by
Cahfondautility customers and For retail use or shipping, purchase boxes or bags with recycled content.
administered by PG&E under the
auspices of the California Public
Utilities Commission.
Cuper Use refilled or remanufactured laser and copier toner cartridges.
greennbiz Retailers stock/sell products made with recycled content.
Recycle Materials Required
QRecycle all paper, glass, metal, cardboard and plastics accepted in your area.
Required Actions Q Where applicable, provide recycling and composting container(s) at convenient and ap-
propriate locations such as staff lunch or break rooms and near vending machines.
Additional Measures Recycle Materials Complete at least
Q Recycle CDs/DVDs
OEducation Compost food scraps
Q Compost landscape trimmings (green waste) and debris
Solid Reduce Waste Required
QIf you provide disposable bags to your customers for items purchased, encourage the
reuse of paper or plastic bags by offering discounts on future purchases. Plastic bags
should only be provided when absolutely necessary.
Energy
Q Eliminate individual bottles of water for employees and guests.
Eliminate the use of polystyrene containers. Utilize on of the following options (in orger
Qof preference): paper, paperboard, compostable containers (starch -based sugarcane, rice
®Water hulls, and/or corn), or recyclable plastic.
L Conservation Purchase/lease all new copiers and printers with double sided copying capability or en-
sure that employees are printing on both sides of the page manually (print odd pages,
return to printer, then print even pages).
Pollution
Prevention Make two sided printing and copying standard practice in your business (set printers
Qand copiers to default to duplex printing). Make single -sided the exception instead of the
rule
® � Reduce Waste Complete at least 3
Q Set document defaults to smaller fonts and margins.
Q Send and receive faxes directly from computers without printing
Health &
Wellness Keep a stack of previously used paper near printers to use for drafts or internal memos,
or designate a draft tray on printers with multiple trays.
Working Partners: Q Centralize purchasing to eliminate unnecessary purchases and ensure that all waste re-
duction purchasing policies are followed
Q Eliminate paper documents by using electronic forms and contracts.
Purchase reusable rather than disposable office items such as refillable pens, erasable
F?6� Q white boards & wall calendars.
Select products shipped with lesspackaging.
RecolvgY- Q p pP
Santa
Retailers: Use optical scanners, which give more details about inventory, for more pre-
Wc&f isl:64am Valley Q cise ordering.
Water DistrickO o�
0 Request that marketing materials be printed on recycled content paper.
This program is funded by
Cahforniautility customers and Q Subscribe to journals, trade magazines, etc. online rather than receiving hard copies.
administered by PG&E under the
auspices of the California Public
Utilities Commission.
Reuse Materials Complete at least 3
Cupertino.org/
greenbiz Q Request that marketing materials be printed on recycled content paper.
0 Purchase used or refurbished equipment and/or furniture.
Required Actions Q Donate furniture, supplies, scrap materials, etc., or use a waste exchange program where
another business can take your unwanted items.
Q Recycle or reuse plastic wrap/bags
Additional Measures
Q Reuse paper or plastic packaging materials in your own shipments.
Q Retailers: Offer incentives for customers who bring their own reusable bags, coffee
OEducation
mugs, etc. (or disincentives such as charging fees for bags)
In the lunch/break room, replace disposables with permanent water (mugs, dishes, uten-
Solid sils, etc.) and use refillable containers for sugar, salt & pepper, etc. to avoid individual
Waste condiment packets.
Q
Lease, rather than purchase computers and printers or upgrade desktop computers in-
Energy
® Conservation
Q
stead of purchasing new ones.
Recycle wood, including pallets
Q
Designate a reuse area for office supplies such as binders, folders and staplers.
®► Water
0
Have your toner cartridges refilled for reuse.
Energy
Conservation I'VE-
Reduce Your Energy Bill Required
',' ''
-
Q
Replace incandescent bulbs with efficient compact fluorescents
QReplace
all T-12 fluorescent lighting with energy -efficient T-8 or T-5 fixtures with elec-
® tater
L
Q
tronic ballasts or other equivalent efficacy lighting
Complete regularly scheduled maintenance on your HVAC (heating, ventilation and air
conditioning) and refrigeration system at least twice a year.
QUse
energy efficient exit signs, such as LEDs
Q Health
Equipment & Facilities Complete at Least 5
Q
Institute a policy that all electronic devices, lighting and room cooling units be turned
Working Partners:
off when not in use and use light switch reminders to remind staff to do the same
Q Use ENERGY STAR qualified refrigerators (those over 10 years old should be replaced)
Use occupancy sensors to control air conditioning and heat.
Q
Properly set and maintain lighting control devices (current time and on/off schedule)
R
such as time clocks, photocells and sensors and adjust for season.
ReCOIDgj►-
Q
Use ENERGY STARO office equipment and enable energy saving features
Santa Clam Valley
Q
Set refrigerator temperature to meet minimum health requirements (typically between
Wc&f Disl:64
38F and 41F for refrigerators and between 1OF and 20F for freezers)
Q
Apply window film to reduce heat
This program is funded by
California utility customers and
Q
Shade sun -exposed windows and walls using awnings, sunscreens, trees or shrubbery
administered by PG&E under the
auspices of the California Public
Utilities Commission.
0
Incandescent bulbs that are not replaced with compact fluorescents are replaces with
Cupertino.org/
LEDs.
greenbiz
0
Use a 365 day programmable thermostat to control heating and air conditioning
Use task lighting instead of lighting the entire area
0
Use lighting controls such as dual technology occupancy sensors, bypass/delay timers,
Required Actions
photocells or time clocks
Reduce number of fixtures or lamps per fixture
Additional Measures
Water
Conservation
GenO ,- '.
Reduce Your Water Bill Required
Q
Install toilets with 1.6 gpf (gallon per flush) or less
SolidEf Waste
QCheck
for and repair all leaks, including in toilets
Assign a person to monitor water bills for sudden rises in use, and to track use over
time. Call your water company should sudden rises occur
QInstall
low -flow aerators in faucets and showerheads according to water district specifi-
Energy
cations.
'nservationA
o
Post signs in restrooms and kitchen to encourage water conservation and to report leaks
QUse
only dry methods to clean outdoor hard surfaces and post instructions for staff
®►WaterReduce
Conservation
Your Water Bill Complete at least 2
Provide additional urinals in men's restroom and reduce number of toilets
re Pollution
'
Replace water-cooled equipment, such as air condition units, with air-cooled.
Reduce indoor higher 50 by installing
0
water pressure to no than psi pressure reducing
valves.
r
Wastewaterworkplace.
0
Conduct annual training to educate staff about the benefits of efficient water use at the
®
QSchedule
your water company to make a presentation to staff to encourage water conser-
vation at home. (Some water companies offer training and take home conservation kits).
Health &
Wellness
Adjust sprinklers for proper coverage optimizing spacing and avoiding runoff onto
0
paved surfaces. Adjust sprinklers to achieve even water distribution and to eliminate all
Working Partners:
runoff.
0
Go beyond the 1.9 gpf toilets to 1.28 gpf HETs (high efficiency toilets). Ask your water
district about rebates for replacing older toilets >3.5 gpf.
Complete if You Have Landscaping Required
oAdjust
the irrigation schedule monthly during irrigation season, or as needed
eCONDY
o
Save water by programming the irrigation system to use shorter, repeated cycles of wa-
tering (3 start times of 3 minutes each instead of one start time of 10 minutes)
Santa Clam Valley
Water Diskdb
Q
Water during earl morning, re -dawn hours
W g y g h
This program is funded by
California utility customers and
administered by PG&E under the
auspices of the California Public
Utilities Commission.
Cupertino Green Business Program Standards Page 3
Complete if You Have Landscaping Complete at least 2
Cupertino.org/
F__1
Plant drought tolerant plants that will not need pruning at maturity
greenbiz
0
Use reclaimed water, graywater or rainwater for irrigation
Install a self-adjusting, weather -based irrigation controller that tailors watering sched-
ules to local weather, plant types, etc.
Required Actions
0
Install rain shut-off devices or moisture sensors that turn off the irrigation during rain
Additional Measures
0
Make necessary changes to assure proper hydro -zoning (grouping of plants with similar
water needs and sprinkler types) of irrigated areas, for example, separate bed and turf
OEducationQ
zones.
Use drip irrigation
Apply mulch or compost in non -turf areas to improve the water holding capacity of the
soil
SolidWaste
L Pollution
'
Climate
Change Mitigation Complete at Least I
Complete a CO2 or eco-footprint calculator to determine your own greenhouse gas
Energy
®
emissions
Conservation
Install renewable energy sources, such as solar panels or wind generators. Specify sys-
tem size
Buy renewable energy credits or green tags to offset the CO2 emissions from your of -
Conservation
fices use of electricity and natural gas
Recycle/Reuse Potential Pollutants
Required
Properly store and recycle Universal Wastes as required by law. Designate a storage
Pollution area for spent Universal Wastes, posting a sign and notifying employees of this area.
is Prevention0 Ensure that these are recycled (and not put into the garbage). Universal Wastes are:
Spent fluorescent light tubes & bulbs, Electronic equipment (computers, cell phones,
pagers, etc.) and Batteries
A
El
Working Partners:
R
Recology_
Santo Clam Volley
Water District()
This program is funded by
California utility customers and
administered by PG&E under the
auspices of the California Public
Utilities Commission.
Recycle/Reuse Potential Pollutants
Recycle used ink jet cartridges
Complete at least
When recycling electronic equipment, take to a certified "e-Steward" for responsible re-
cycling
Reduce Air Emissions
Required
oJoin the Air Districts Spare the Air program and notify employees and customers of
Spare the Air days.
oEncourage commuter alternatives by informing employees, customers and others who
visit your office about various transportation options (post bicycle route maps and tran-
sit schedules before driving directions).
Reduce Air Emissions
Complete at least I
Hire locally.
Offer a shuttle service to and from bus, train and/or light rail stops.
0 Enroll in a car share program
Offer telecommuting opportunities and/or flexible schedules so workers can avoid heavy
0 traffic commutes
Provide secure bicycle storage for staff and customers
Cupertino Green Business Program Standards Page 4
Cupertino.org/
greenbiz
Reduce Chemical Use Required
QReduce
chemicals (cleaners, pesticides, paints, etc.) used and stored, safely disposing of
Required Actions
any unneeded products at the local Household Hazardous Waste Program
QEliminate
or reduce pesticides by using good sanitation (keeping kitchen, desks and
Additional Measures
waste storage areas clean) and making physical changes to keep out pests
QIf
contracting with a pest control operator, specify in contracts the use of Integrated
OL Education
Pest Management (including non -chemical pest prevention with no perimeter spraying),
or choose a contractor that is certified in IPM, such as those listed at
www.EcoWiseCertified.com
QUse
low toxic cleaning products such as those that are SF Approved
SolidWaste
(www.sfapproved.org), Green Seal certified (www.greenseal.org), or receive at least an
8.1 rating on the GoodGuide (www.goodguide.com), in non -aerosol containers
QUse
no products with added antibacterial agents, such as triclosan. This includes prod-
Energy
ucts used for hand washing, dishwashing and cleaning
Conservatiorl,o
Replace all aerosols with pump dispensers.
Assess chemicals used in your business by reviewing Material Safety Data Sheets
Q(MSDS)
and Prop.65 warnings on labels. Substitute with less toxic alternatives if avail -
Water
able. Track the amounts of hazardous waste generated, and dispose of at local hazardous
Conservationwaste
programs.
Reduce Chemical Use Complete at least 2
Prevention � Pollution
Q
Replace standard fluorescent lights with low or no mercury fluorescent lights. Provide
make and model
0
Eliminate the routine use of all disinfectants and sanitizers, unless needed to comply
with Environmental Health.
®Wastewater
Purchase organically or locally grown foods and beverages for the office kitchen.
0
Do business with other green vendors or services, such as recognized Bay Area Green
Businesses
Health
Obtain a battery recharger for the office. Use rechargeable (instead of disposable) batter-
ies for flashlights, radios, remote controls, etc.
0
Purchase EPEAT certified (www.EPEAT.net) computers, laptops and monitors.
Working Partners:
0
Store any potentially hazardous materials securely, control access and rotate stock to use
oldest products first.
Reduce Vehicle Emissions Complete at least
R�
Convert company vehicles to low emission vehicles (electric, hybrid, natural gas or alter-
native fuels)
Recology
0
Larger employers: Offer electric vehicle recharge ports for visitors and employees elec-
SontoClam Valley
tric vehicles.
Water District()
This program is funded by
California utility customers and
administered by PG&E under the
auspices of the California Public
Utilities Commission.
Cu ertino.or /
p g
greenbiz
Storm Water Pollution Prevention Required
QLabel
all storm water drains with No dumping, Drains to Bay message
oEnsure
that no wastewater enters a storm drain.
Required Actions
Q
Do not wash cars, equipment, floor mats or other items where run-off water flows
straight to the storm drain
Additional Measures
o
Keep dumpsters closed and impermeable to rainwater. Keep them from overflowing and
keep dumpster/parking areas clean
OEducation
Keep receiving, loading docks, dumpster, landscape, storage and areas free of
parking
litter, oil drips and debris.
Solidthereafter.
Waste
Clean private catch basins annually (by October 15th), before the first rain and as needed
Qcleaner.
If using water to clean parking or other outdoor areas, hire a BASMAA-certified mobile
Contractor must use equipment that collects wash water and disposes to sani-
Energy
tary sewer
ConservatiorStorm
Water Pollution Prevention Complete at least 2
Q
Store deliveries and supplies under a roof
Water
'
Q
Mulch, use ground cover, or use a barrier to prevent exposed soil from washing land-
into drain
scaped areas storm
Q
Regularly check and maintain storm drain openings and basins. Keep litter, debris and
Pollution
soil away from storm drains
PreventionQ
Clean outdoor surfaces by dry sweeping
Health
& Wellness
®Wastewater
Benefits Recommended
Q
Offer employee health& wellness benefits and programs such as: health screenings and
clinics, nutrition and weight loss services, flexible spending accounts, fitness facilities
and discounts, group exercise opportunities, preventative health workshops, flex -time
QHealth &
Wellness
for exercise, informal sports leagues, and more
Q
Create bike buddy/bike ambassador program
Working Partners:
Q
Offer bicycle safety and/or maintenance trainings
Q
Introduce bike fleet and/or bike share program
Q
Increase bike rack and/or storage capacity
Q
Offer employee incentives for alternative commuting (i.e. parking cash -out, subsidized
transit passes, tax-free commuter benefits, guaranteed ride home, etc.).
Q
Establish a CSA program for employees and/or offer community CSA pick-up location
Recology
at your business
Santo Clam Valley
Q
Encourage employees to participate in local CSA program and/or purchase produce at
Water Disl:64
farmers markets
Q
Provide healthy vending options (fruit juice, milk, soy alternatives to sugar sweetened
This program is funded by
beverages and alternatives to candy bars and potato chips)
California utility customers and
administered by PG&E under the
auspices of the California Public
Utilities Commission.
,�;I. I 9r
Ar 1p
OF CUK"NG
Cupertino.org/ P.-If AItt4
greenbiz
reenbiz
Required Actions C U P E RT F N O CUPERTINO ' 1' ftOC. RAM f�s
Additional Measures School Program Standards
This document serves to provide business owners with a hard copy of the check and balances
required in order to become a certified green business in the City of Cupertino. This checklist is
for review purposes only. Please contact erinc@cupertino.org when you are ready to apply.
O Education�
lGeneral Standards for All Businesses Required
Solid -
Wastthe
o
Inform your customers about your business environmental efforts and what you are doing to meet
green business standards. For example: Post the Green Business logo, certification and pledge
in a visible location; Post reminders listing steps you are taking to be a Green Business; Offer tours
that highlight your Green Business successes; Offer customers green service or amenities options;
Energy
Highlight your Green Business efforts and/or certification on your website, and link it to the GBP
Conservation
®
home page.
oProvide
3 on -going incentives or training opportunities to encourage management and
employee participation in the Green Business Program. For example, incorporate Green
Business into performance appraisals, job descriptions, training programs, employee ori-
Water
staff meeting discussions, employee reference material, company newsletter or
Conservationbulletins
and company suggestion and reward programs.
QAssist
at least one other business in learning about becoming a Green Business. Encour-
age them to enroll in the Green Business Program and provide their contact information
Pollution
Prevention
o
to your GBP coordinator.
Adopt a written environmentally preferable (or green) purchasing policy. Ask your
Green Business Coordinator for templates.
EDEstablish
a'green team' that can help guide efforts to green your business.
Wastewater
WL
Solid
Waste
■
Purchase with Recycled Content Required
El®
o
Paper towels with 35% post -consumer waste
QPurchase
copier/printer paper with at least 30% post consumer waste
Purchase with Recycled Content Complete at least 2
Purchase office/copier paper with 100% post consumer waste
Working Partners:
Purchase or obtain previously used furniture, supplies or materials.
0
Purchase letterhead with the highest recycled content available
Purchase envelopes with the highest recycled content available.
keeolagY
Purchase toilet seat covers and toilet paper with recycled content.
Sonia Clara Volley
Water Dist6d
0
Remodel/build with materials containing recycled content
0
Purchase tissues with the highest recycled content available
Purchase garbage bags with the highest recycled content available
Purchase folders or other paper products with the highest recycled content available.
Cupertino.org/
Purchase business cards with recycled content.
greenbiz
Purchase carpet, carpet undercushion, or flooring. with recycled content.
0
Use refilled or remanufactured laser and copier toner cartridges.
0
Purchase storage bins and recycling containers with recycled content.
Required Actions
Recycle
Materials Required
Additional Measures
Q
QProvide
Recycle all paper, glass, metal, cardboard and plastics accepted in your area.
recycling containers at convenient and appropriate locations (i.e., lobbies, guest
rooms, vending machines, kitchens, next to garbage containers, desks, etc.)
Recycle Materials Complete at least I
OL Education�
=
Recycle CDs/DVDs.
Compost food waste.
El0Solid
Recycle or reuse carpeting.
Waste d Recycle scrap metal.
Recycle wood including pallets.
0 Compost landscape trimmings (green waste) and debris.
Energy
13 L Conservation Reduce Waste Required
QEliminate the use of polystyrene, such as Styrofoam, in beverages and food service ware.
Water ® Reduce Waste Complete at least 6
Conservation 0 Buy products in returnable or reusable containers
Practice efficient copying by using the size reduction feature (print two pages of a docu-
ment on one page, set word processing defaults for smaller fonts and narrow margins).
Prevention'
Subscribe to journals, trade magazines, etc. online rather than receiving hard copies.
Reduce printing of emails, attachments and documents
0
Work with vendors to: Minimize and take back packaging (including empty containers),
®�
eliminate polystyrene (Styrofoam, bubble wrap, etc.; or take back used/damaged product
for reuse or recycling; to minimize packaging.
Use electronic billing methods to invoice customers and receive payment.
Eliminate paper documents by using electronic forms and contracts.
Health &
Send and receive faxes directly from computers without printing
Wellness
Centralize meeting announcements and journals in a single location (bulletin board,
white board, email, etc.) to reduce printed copies
Lease, rather than purchase computers and printers or upgrade desktop computers in-
stead of purchasing new ones.
Leave mowed grass on lawn (grasscycling)
Working Partners:
Reuse Materials Complete at least 3
Reuse garbage bag liners.
Reuse paper or plastic packaging materials in your own shipments.
Recology
Reuse envelopes.
SaniaClaraValley
0
Have your toner cartridges refilled for reuse.
Water District
0
Donate furniture, supplies, scrap materials, etc., or use a waste exchange program where
another business can take your unwanted items.
0
Print on the back side of previously printed on paper. Either use a second tray of the
printer for such paper or keep it stacked next to the printer for hand loading.
Cupertino.org/ Reduce (City Measure) Recommended
greenbiz 0 Eliminate individual bottles of water for employees and guests.
Q Default settings: If copiers and printers have duplex printing capability, duplex printing
must be enabled. New machines must have duplex printing capability
Reduce all unwanted mailings:
Required Actions • Eliminate duplicates by returning labels & requesting all but one be removed.
• Reduce junk mail. Guidance and a PDF kit are at http://stopjunkmail.org Reduce
catalogs at www.catalogchoice.org
Additional Measures • Eliminate duplicates in your own mailing lists
Q Design marketing materials that require no envelope — simply fold and mail.
General/StaffQ Opt -out of unnecessary publications including Yellow Pages, etc. yellowpagesoptout.com/
Q Serve dishes at office or community events in reusable serving dishes
Q Conduct routine (informal) waste audits. Look in your garbage dumpster annually to see
Solid if there are items that could instead be reused by someone else or recycled
El'
Waste- - -- -
lReduce Your Energy Bill Required
Energy
13 Conservation Q Replace incandescent bulbs with efficient compact fluorescents
QAssign staff to track energy bills over time, looking for sudden rises in use
Water ® Q Replace all T-12 fluorescent lighting with energy -efficient T-8 or T-5 fixtures with elec-
Conservation ballasts or other equivalent efficacy lighting
Equipment & Facilities Complete at Least 4
Q Replace single or package A/C unit with one that exceeds Title 24 building standards
PreventionPollution
is r Q If purchasing new computers, buy EPEAT certified (www.EPEAT.net). If purchasing
L -Amonitors, consider flat -screen LED monitors which consume approximately 1/3 less
energy than larger ray tube monitors.
®® Q Use ENERGY STAR qualified refrigerators (those over 10 years old should be replaced)
Q Use task lighting instead of lighting the entire area.
Q If you are a large business or have a complex network, use power management software
programs to automatically activate power management settings in computers and print-
® ers.
Q Use ENERGY STAR® office equipment and enable energy saving features
Q Set thermostat to 76F for cooling, 68F for heating; use timing devices to turn system
down after hours.
Q Use energy -efficient double paned windows on at least 90% of windows.
Working Partners: Q Apply window film to reduce heat.
Q Institute a policy that all electronic devices, lighting and room cooling units be turned
off when not in use and use light switch reminders to remind staff to do the same.
keealogy Q Shade sun -exposed windows and walls using awnings, sunscreens, trees or shrubbery.
Santa Clam Volley Q Use a 365 day programmable thermostat to control heating and air conditioning.
Water DistrictO
Q Clean lighting fixtures, diffusers and lamps twice a year so they are lighting as effec-
tively as possible.
Q
Rearrange workspace to take advantage of areas with natural light and design for in-
Cupertino.org/
creased natural lighting when remodeling.
greenbiz
Q
Reduce number of fixtures or lamps per fixture
Q
Shade HVAC condensers, especially roof -top units.
Q
Use occupancy sensors to control air conditioning and heat.
Required Actions
Q
Use and maintain economizers on A/C to increase air circulation.
Additional Measures
Q
Use a solar water heater or preheater.
Q
Use instantaneous hot water heaters (or on demand systems) at point of use.
Q
Use weather stripping to seal air gaps around doors and windows.
O General/Staff
Education
Water
Conservation
Reduce Your Water Bill Required
Solid
Q
Install toilets with 1.6 gpf (gallon per flush) or less.
,3,
L Waste -AQ
Check for and repair all leaks, including in toilets.
QAssign
a person to monitor water bills for sudden rises in use, and to track use over
Energy
13 L ConservationQ
time. Call your water company should sudden rises occur
Test irrigation sprinklers quarterly to ensure proper operation and coverage and repair
all broken or defective sprinkler heads/nozzles, lines and valves.
QPost
signs in restrooms and kitchen to encourage water conservation and to report
® Water
leaks.
Conservation
Q
Use only dry methods to clean outdoor hard surfaces and post instructions for staff.
QSave
water by programming the irrigation system to use shorter, repeated cycles of wa-
Pollution
Prevention
tering (3 start times of 3 minutes each instead of one start time of 10 minutes).
Q
Adjust the irrigation schedule monthly during irrigation season, or as needed.
QAdjust
sprinklers for proper coverage, optimized spacing, and eliminated runoff.
Wastewater
Q
Water during early morning, pre -dawn hours.
Reduce Your Water Bill Complete at least 5
Q
Schedule your water company to make a presentation to staff to encourage water conser-
vation at home.
Q Indoors, use dry floor cleaning methods, followed by damp mopping, rather than spray-
ing or hosing with water.
Change window cleaning schedule from periodic to as required.
Q Provide additional urinals in men's restroom and reduce number of toilets
Working Partners:
Q Install low -flow aerators and showerheads (your water company may offer these for
free):; As low as 0.5 gpm and no greater than 2.5 gpm for lavatory sinks; 2.0 gpm or less
for kitchen sinks; 2.0 gpm or less for showerheads
kecology Q Adjust boiler and cooling tower blowdown rate to maintain TDS (total dissolved solids)
at levels recommended by manufactures specifications.
Sonia Cloro Volley
Water District Q Replace water-cooled equipment, such as air conditioning units, with air-cooled.
Q Work with your water company to develop a site -specific water budget. Track your wa-
ter use to ensure efficient watering.
Group plants with similar water requirements together (hydrozone) on the same irriga-
'
tion line
Cupertino.org/
Plant drought tolerant plants that will not need pruning at maturity
greenbiz
Use reclaimed water, graywater or rainwater for irrigation
0
Install a self-adjusting, weather -based irrigation controller that tailors watering sched-
ules to local weather, plant types, etc.
Required Actions
Install rain shut-off devices or moisture sensors that turn off the irrigation during rain
U
Use drip irrigation
Additional Measures
O
Apply mulch or compost in non -turf areas to improve the water holding capacity of the
soil.
Oable
Replace water intensive turf with woodchips, plant based mulch, loose stones or perme-
pavers.
L Education -A
0
Reduce indoor water pressure to no higher than 50 psi by installing pressure reducing
valves.
Solid
LPSI���Ventioa���
13' Waste
Recycle/Reuse Potential Pollutants Required
QProperly
store and recycle Universal Wastes as required by law. Designate a storage
Energy
area for spent Universal Wastes, posting a sign and notifying employees of this area.
Conservation
®
Ensure that these are recycled (and not put into the garbage). Universal Wastes are:
Spent fluorescent light tubes & bulbs, Electronic equipment (computers, cell phones,
pagers, etc.) and Batteries
Water
Conservation
[Recycle/Reuse Potential Pollutants Complete at least 2
0
Recycle excess paint/solvents (keep only what is needed for touch ups, then give remain-
der to hazardous waste collection program, donate to anti -graffiti program, or return to
contractor or manufacturer).
Pollution
Prevention
0
Recycle used copier toner cartridges.
0
Recycle used ink jet cartridges.
0
When recycling electronic equipment, take to a certified "e-Steward" for responsible re-
cycling.
®®
�
Recycle car fluids from company vehicles.
Reduce Chemical Use Required
Reduce chemicals (cleaners, pesticides, paints, etc.) used and stored, safely disposing of
®
any unneeded products at the local Household Hazardous Waste Program
QReplace
all aerosols with pump dispensers.
QUse
low toxic cleaning products such as those that are SF Approved
(www.sfapproved.org), Green Seal certified (www.greenseal.org), or receive at least an
8.1 rating on the GoodGuide (www.goodguide.com), in non -aerosol containers
Working Partners:
Q
Use no products with added antibacterial agents, such as triclosan. This includes prod-
ucts used for hand washing, dishwashing and cleaning
Reduce
Chemical Use Complete least 4
at
kecology
Use electric (not gas) powered tools.
Santa CloroVolley
Water District
If spraying, use high -efficiency paint spray equipment with high solids paint.
Eliminate the routine use of all disinfectants and sanitizers, unless needed to comply
with Environmental Health.
0
Offer certified organic, fair trade, sustainably harvested and/or locally grown products.
Q
Use recycled oil for vehicles/equipment.
Q
Eliminate the use of chemical and aerosolized air fresheners/deodorizers. To freshen air,
open windows or adjust fan speed in restrooms and kitchens.
Cupertino.org/
Q
Use route optimization software or have documented delivery plans.
greenbiz
Q
Store any potentially hazardous materials securely, control access and rotate stock to use
oldest product first .
Q
Print promotional materials with vegetable or other low-VOC inks
Required Actions
Q
Replace toxic permanent ink markers/pens with water -based ones.
Q
Use unbleached and/or chlorine -free paper products (copy paper, paper towels, napkins,
Additional Measures
coffee filters, etc).
Q
Obtain a battery recharger for the office. Use rechargeable (instead of disposable) batter-
ies for flashlights, radios, remote controls, etc.
General/Staff
O on
Q
Replace standard fluorescent lights with low mercury fluorescent lights. Approved mod-
els can be found at www.sfapproved.org.
Q
Use one or a few low -toxicity multipurpose cleaners, rather than many special-purpose
Solid
®
Q
cleaners.
Do business with other green vendors or services, such as recognized Bay Area Green
Businesses (listings at www.greenbiz.ca.gov).
[Reduce
Vehicle Emissions Complete at least 3
Energy
ConservationQ
Convert company vehicles to low emission vehicles (electric, hybrid, natural gas or alter-
native fuels).
Q
Use biodiesel (100% or blends) or vegetable diesel in place of petrodiesel in vehicles.
®►WaterQ
Conservation
Offer lockers and showers for staff who walk, jog or bicycled to work.
Q
Encourage employees and customers to bike and use public transit by posting bicycle
ride maps and transit schedules/maps.
Pollution
Prevention
Q
Buy renewable energy credits or green tags to offset the CO2 emissions from your of -
fices use of electricity and natural (see www.green-e.org).
gas
Q
Larger Employers: Offer electric vehicle recharge ports for visitors and employees elec-
tric vehicles.
®Wastewater
Q
Install renewable energy sources, such as solar panels or wind generators. Specify sys-
tem size.
Q
Offer a shuttle service to and from bus, train and/or light rail stops
Health &
0
Larger Employers: Set aside car/vanpool/rideshare car parking spaces.
Wellness
Q
Larger Employers: Provide commuter van
Q
Provide secure bicycle storage for staff and customers
Q Encourage bicycling to work by offering rebates on bicycles bought for commuting, or
provide employees a stipend or subsidy for bicycle maintenance
Working Partners:
Q Offer telecommuting opportunities and/or flexible schedules so workers can avoid heavy
traffic commutes
Q Help employees rideshare by posting commuter ride sign-up sheets and providing other
Recology commuter incentive programs (e.g., rideshare incentive programs, guaranteed ride home
in emergency situations, etc.) available at www.Rideshare.511.org
Sonia Clara Volley
Water District Q Patronize services close to your business (e.g., food/catering, copy center, etc.) and en-
courage employees to do the same.
Q When possible, arrange for a single vendor who makes deliveries for several items.
Q Hire locally.
Cupertino.org/
greenbiz
Required Actions
Additional Measures
Pol
Storm Water Pollution Prevention
Required
QKeep dumpsters closed and impermeable to rainwater. Keep them from overflowing and
keep dumpster/parking areas clean
QClean private catch basins annually (by October 15th), before the first rain and as needed
thereafter.
QEnsure that no wastewater enters a storm drain.
QDo not wash cars, equipment, floor mats or other items where run-off water flows
straight to the storm drain.
QIf using water to clean parking or other outdoor areas, hire a BASMAA-certified mobile
cleaner. Contractor must use equipment that collects wash water and disposes to sani-
tary sewer.
Storm Water Pollution Prevention Complete at least 2
SolidGr Waste
Provide containment for large amounts of liquid supplies such as cleaners and paints.
Store any potentially hazardous materials securely, control access and rotate stock to use
oldest material first.
Store deliveries and supplies under a roof.
Energy
Conservation13
0
Do not apply pesticides or fertilizers before it rains (pollutants may be washed into the
L
storm drain).
Maintain green waste or food compost area to prevent leaks or spills to storm drain.
Water
Conservation
Label all storm drains with No dumping, Drains to Bay message.
0
Clean outdoor surfaces by dry sweeping.
Routinely check for and address leaks, spills, and emissions of chemicals, paints, and
Pollution
is Prevention
cleaners. Repair any deficiencies.
0
Regularly check and maintain storm drain openings and basins. Keep litter, debris and
soil away from storm drains.
Use dry cleanup methods as a norm, and sweep prior to mopping floors. If necessary, use
JB®
spot mopping only.
Post signs at targeted trouble spots (e.g., loading docks, dumpster areas, outside hoses)
to explain proper practices to prevent pollutants from reaching storm drains.
El ®
0
Use pipes or hoses for transferring cleaners or other chemicals to prevent spills and
splashes.
Mulch, use ground cover, or use a barrier to prevent exposed soil from washing land-
scaped areas into storm drain.
Working Partners:
Fz�
Recology
sania Clam Valley
Water DisErictO
0 Keep a spill kit handy to catch/collect spills from hazardous materials, grease, or leaking
company, employee, or guest vehicles. Make sure there is adequate absorbent material to
contain the largest possible spill
Locate all potential pollutants away from food preparation, service and storage areas as
well as sewer and storm drains.
Benefits
Recommended
0 Offer employee health& wellness benefits and programs such as: health screenings and
clinics, nutrition and weight loss services, flexible spending accounts, fitness facilities
and discounts, group exercise opportunities, preventative health workshops, flex -time
for exercise, informal sports leagues, and more
Cu ertino.or /'
P g
greenbiz
Required Actions
Additional Measures
Pol
41
e
Working Partners:
Fz�
kecology
Sania Clam Volley
Water DisErictO
Q Create bike buddy/bike ambassador program
Q Offer bicycle safety and/or maintenance trainings
Q Introduce bike fleet and/or bike share program
Q Increase bike rack and/or storage capacity
Q Offer employee incentives for alternative commuting (i.e. parking cash -out, subsidized
transit passes, tax-free commuter benefits, guaranteed ride home, etc.).
Q Establish a CSA program for employees and/or offer community CSA pick-up location
at your business
Q Encourage employees to participate in local CSA program and/or purchase produce at
farmers markets
Q Provide healthy vending options (fruit juice, milk, soy alternatives to sugar sweetened
beverages and alternatives to candy bars and potato chips)
