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11/10/199922795 Barton Road _ Grand Terrace ,{ JUW..; 92313-5295 Civic Center (909)824-6621 ' Fax (909) 783-7629 Fax (909) 793-2600 Byron R. Matteson Moyer Dan Buchanan Mayor Pro Tem Herman Hilkey Lee Ann Garcia Don Larkin Cound) Members Thomas J Schwab J Cky Manager 1 � November 10, 1999 CITY OF GRAND TERRACE CILVCI'ITY COUNCIL REGULAR MEETINGS 2" AND 4' Thursdays - 6:00 p.m. Council Clambers Grand Terrace Civic Center 22795 Barton load Grand Terrace, CA 92313-5295 h 1_i _,Ip -3i_.i. 1 � � 1 CITY COUNCIL CHAMBERS GRAND TERRACE CIVIC CENTER 22795 Barton Road NOVEMBER 10, 1999 600PM THE STY OE GRAM TERRACE COMPLIES WITH THE AMMRICANS WITH DISABILITIES ACT OF 1"0. IF YOU IFWQV= SPECIAL ASSISTANCE TO PARTICIPATE IN THIS MEETING, PLEASE CALL THE CITY 4CL9RKs$- OMCE AT (9a)924-6621 ATT-LEASTT 48 HOURS PRIOR TO THE MELTIXQ, IF YQH DIES= TO ADIDAUS TIM CITY COUNCIL DIURiNG THE MEETING, OTHER THAN UNDERPUBLIC ,COW*=NT.0 YOU AW ASIM0 TO rLEASE COMPLETE A REQUWr TO SPEAK FORM AVAM"LE AT THE ENTRANCE AND PROM IT TO THE CITY CLERIL SPEAIEItSWILL BE CALLED UPON BY THE MAYOR. AT THE APPROPR 4,TE TIMX * Call to Order - * Invocation - * Pledge of Allegiance - * Roll Call - STAFF COUNCIL AGENDA ITEMS RECOMMENDATION ACTION CONVENE COMMUNITY REDEVELOPMENT AGENCY Approve 1 Approval of 10-28-99 Minutes 2 Approval of Check Register CRA111099 Approve 3 Resolution Approving Second Supplemental Indenture of the Approve Multifamily Housing Revenue Bonds (Mt Vernon Villas Project) - 1985 Series A ADJOURN COMMUNITY REDEVELOPMENT AGENCY CONVENE CITY COUNCII. MEETING 1 Items to Delete 2 SPECIAL PRESENTATIONS - None 3 CONSENT CALENDAR The following Consent Calendar items are expected to be routine and noncontroversial They will be acted upon by the Council at one time without discussion Any Council Member, Staff Member, or Citizen may request removal of an item from the Consent Calendar for discussion Approve A Approve Check Register 111099 B Ratify 11-10-99 CRA Action C Waive Full Reading of Ordinances on Agenda D Approval of 10-28-99 Minutes Approve E Authorization for the City Clerk to Attend the League of Authorize Califorrua Cities New Law and Election Seminar in Monterey, December 8-10, 1999 F 2000 Redlands Bicycle Classic I Approve CITY OF GRAND TERRACE PENDING C R A APPROVAL REGULAR MEETING - OCTOBER 28, 1999 A regular meeting of the Community Redevelopment Agency, City of Grand Terrace, was held in the Council Chambers, Grand Terrace Civic Center, 22795 Barton Road, Grand Terrace, California, on October 28, 1999, at 6 00 p m PRE4IIK , Byron Matteson, Chairman Dan Buchanan, Vice -Chairman Lee Ann Garcia, Agency Member Don Larkin, Agency Member Tom Schwab, Executive Director John Donlevy, Assistant City Manager Brenda Stanfill, City Clerk Bernie Simon, Finance Director Patnzia Materassi, Community and Economic Development Director Virgil Barham, Building & Safety Director Lt. Pete Ortiz, Sheriff s Department ABSENT: Herman Hilkey, Agency Member John Harper, City Attorney APPROVAL OF OCTOBER 14. 1999 CRA-99-66 MOTION BY VICE-CHAIRMAN BUCHANAN, SECOND BY AGENCY MEMBER GARCIA, CARRIED 4-0-1-0 (AGENCY MEMBER HILKEY WAS ABSENT), to approve the October 14, 1999 Community Redevelopment Agency Minutes APPROVAL OF CHECK REGISTER CRA102899 CRA-99-67 MOTION BY AGENCY MEMBER LARKIN, SECOND BY AGENCY MEMBER GARCIA, CARRIED 4-0-1-0 (AGENCY MEMBER HILKEY WAS ABSENT), to approve Check Register CRA102899 Chairman Matteson adjourned the Community Redevelopment Agency Meeting at 6 15 p m until the next CRA/City Council Meeting scheduled to be held on Wednesday, November 10, 1999 at 6 00 p m SECRETARY of the Community Redevelopment Agency of the City of Grand Terrace CHAHLMAN of the Community Redevelopment Agency of the City of Grand Terrace CRA AGENDA ITEM NO. PENDING C -'APPROVAL PAGE 1 CITY OF GRAND TERRACE COMMUNITY REDEVELOPMENT AGENCY DATE: NOVEMBER 10, 1999 CHECK REGISTER NO: 111099 OUTSTANDING DEMANDS AS OF: NOVEMBER 10, 1999 13136 PACIFICARE OF CALIFORNIA HEALTH INSURANCE, NOVEMBER, 1999 29002 13137 INLAND COUNTIES INSURANCE SERVICES LIFE INSURANCE, NOVEMBER, ION 876 13140 MANAGED HEALTH NETWORK HEALTH NETWORK INSURANCE, NOVEMBER,1099 1910 42737 GARY CANTWELL APPRAISAL REPORTS FOR 22616 PICO AND 22825 MIRIAM WAY 40000 42738 ROBERT CHAGOLLA CONSTRUCTION PROGRESS PAYMENT FOR REHABILITATION AT 12520 MIRADO 11,880 00 42739 ROBERT CHAGOLLA CONSTRUCTION PROGRESS PAYMENT FOR REHABILITATION 22381 VAN BUREN 3.61350 42742 DIEHL EVANS S COMPANY CRA HANDBOOKS 15000 42751 INLAND EMPIRE DIVISION, LCC MEETING, CITY MANAGER 1500 42758 MCI TELECOMMUNICATIONS PHONES FOR HOUSING REHABILITATION DEPT 7823 42759 NEW URBAN NEWS SUBSCRIPTION, COMMUNITY DEVELOPMENT DEPT 5900 42707 RIVERSIDE HIGHLAND WATER COMPANY WATER/SEWER, HOUSES UNDER REHABILITATION 13158 42788 MRS OLLIE ROBBINS CRA PORTION OF FENCE AT 22723 LA PAIR 37400 42769 MARIE RODRIGUEZ CLEANING SERVICE JANITORIAL SERVICES, OCT ,1099 HOUSING REHABILITATION DEPARTMENT 8000 42773 COUNTY OF SAN BERNARDINO COPY MAYLAR MAPS, 22848 PALM 1480 42776 SOUTHERN CA EDISON COMPANY ELECTRIC FOR HOUSES UNDER REHABILITATION AND HOUSING REHABILITATION DEPARTMENT 12511 42777 STAPLES OFFICE SUPPLIES 0009 42778 STATE COMPENSATION INS FUND WORKERS' COMPENSATION INSURANCE, OCT ,1999 8013 42785 U S BANK TRUST NOVEMBER PAYMENT ON 1997 COP BOND ISSUE 23,260 00 STAFF REPORT MANAGER'S DEPARTMENT CRA ITEM (XX) COUNCIL ITEM ( ) MEETING DATE November 10, 1999 SUBJECT CO REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE MULTI -FAMILY HOUSING REVENUE BONDS (MT VERNON VILLAS PROJECT) 1985 SERIES A, SECOND SUPPLEMENTAL INDENTURE AND RESOLUTION APPROVING SECOND SUPPLEMENTAL INDENTURE FUNDING REQUIRED NO FUNDING REQUIRED BACKGROUND The City of Grand Terrace in 1985 structured and sold multi- housing revenue bonds to finance the construction of the project, then, referred to as Mt Vernon Villas and, today, referred to as the Highlands Apartments The Redevelopment Agency, on behalfof Forest City -Grand Terrace created and sold $30,000,000 of multi -family housing bonds The project has been owned and operated continuously by Forest City -Grand Terrace It is the request of Forest City- Grand Terrace that the Agency is being asked to create a second Supplement Indenture and adopt a resolution approving the second supplement indenture THE REQUEST Forest City -Grand Terrace is currently negotiating to sell the project in February of the year 2000 The current indenture requires mandatory sinking fiord payments each December Forest City is asking in the second Supplemental Indenture that the sinking fiord redemption requirement be eliminated for 1999 and that they may escrow those payments, anticipating a refimdmg of the initial indenture This strategy would leave more principal bonds outstanding ($410,000 for 1999) to refinance when the issue is restructured prior to the sale The $410,000 would be spread equally over the next four years (r a December 1, 2000-2003) The elimination of the sinking fund payments has no effect on the Redevelopment Agency of the City of Grand Terrace and it will also be subject to approval by the bondholders themselves The one important issue for Grand Terrace is that, prior to a refunding, we would negotiate an extension of the currently 200/6 affordable set aside units, the requirement for which will expire in the year 2000 The extension of the affordable units is essential in that our recently approved housing element depends on the retention of these affordable units Forest City -Grand Terrace will be reimbursing the Redevelopment Agency any and all costs associated with the approval of the Supplemental Indenture COUNCIL AGENDA ITEM NO., $30,000,000 COMIUNM REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE MaWamily Housing Revenue Bonds (Mt. Vernon V01as Project) 1985 Series A SECOND SUPPLEMENTAL INDENTURE This Second Supplemental Indenture is entered into as ofNovember 10,1999 by and between the COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE (the "Agency") and U S BANK TRUST NATIONAL ASSOCIATION, as trustee (the "Trustee"), herein collectively call the "Parties" Indenture This Second Supplemental Indenture is made pursuant to Section 1002 of the Indenture of Trust dated as of December 1, 1985 (the "Indenture"), from the Agency to the Trustee, with the consent of all of the owners of bonds outstanding under the Indenture, in order to amend the schedule of smlung fund payments as requested by the owner of the project and agreed to by the bondholder 2 Amendments The parties hereby agree to amend and supplement Section 211(1) of the Indenture to now read as follows (i) Mandatory Smldng Fund Redemoon The Bonds shall be subject to mandatory redemption in part in the pi al amounts and on the first Interest Payment Date that falls in December of each of the years set forth in the table below, any such redemption to be at a price equal to 100% of the principal amount to be redeemed plus accrued interest thereon to the redemption date Year Pnncrpal Amount to be Redeemed 1990 180,000 00 1991 200,000 00 1992 220,000 00 1993 240,000 00 1994 260,000 00 1995 285,000 00 1996 315,000 00 1997 345,000 00 1998 375,000 00 1999 000 2000 552,500 00 2001 597,500 00 2002 642,500 00 2003 692,500 00 2004 650,000 00 2005 710,000 00 2006 775,000 00 2007 850,000 00 2008 930,000 00 I RESOLUTION NO. W A RESOLUTION OF THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE, CALIFORNIA APPROVING THE SECOND SUPPLEMENTAL INDENTURE RELATING TO THE $30,000,000 COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE MULTIFAMILY HOUSING REVENUE BONDS (MT VERNON VHJ AS PROJECT) 1985 SERIFS A, APPROVING _ RELATED DOCUMENTS AND AUTHORIZING THE J EXECUTION THEREOF WHEREAS, the Community Redevelopment Agency of the City of Grand Terrace, California (the "Agency") has heretofore issued and sold its Community Redevelopment Agency of the City of Grand Terrace Multifamily Housing Revenue Bonds (Mt Vernon Villas Project) 1985 Series A in the aggregate principal amount of $30,000,000 (the "Bonds"), under and pursuant to an Indenture of Trust (the "Indenture") dated as of December 1, 1985, by and between the Agency and U S. Bank Trust National Association, successor to Seattle -First National Bank, as trustee (the "Trustee'), and WHEREAS, Section 1002(a) of the Indenture permits the amendment of the Indenture to extend the maturity of the principal amount of Bonds with the consent of the owners of all Bonds ' then Outstanding, and WHEREAS, such consent has been obtained, together with a waiver of the requirement for a twenty (20) day notice of redemption as required by Section 602 of the Indenture, and WHEREAS, the Second Supplemental Indenture has been prepared for such purpose, and it is appropnate at this time for the Agency to approve and authorize the execution of such Second Supplemental Indenture relating to the Bonds. NOW, THEREFORE, BE IT RESOLVED by the Community Redevelopment Agency of the City of Grand Terrace, as follows Section 1. A9pMva1 of Second Supplemental Indenture. The Second Supplemental Indenture, dated as of December 1, 1999, by and between the Agency and the Trustee, in substantially the form presented to the Agency at this meeting, together with any additions thereto or changes therein deemed necessary or advisable by the Executive Director upon the advice of Bond Counsel, is hereby approved The appropriate officers of the Agency are hereby authorized and directed to execute the Second Supplemental Indenture, as amended, for and in the name and on behalf of the Agency, such execution to represent approval of the final form thereof by the Agency Section 2. Pcior Actions. All actions heretofore taken by the officers and agents of the 2 ' r S30,000,000 COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF GRAND TERRACE Multifamily Housing Revenue Bonds (ML Vernon villas Project) 1985 Series A W&M a reTTMIT5=5711 4 .311a � K FI • • This Consent to Second Supplemental Indenture and Waiver of Notice (this `Tonseut and Waiver') is given with respect to the above -captioned bonds with respect to the approval and debver) of the Second Supplemental Indenture, entered nto as of November 10, 1999 by and bemven the COIL I-41TY REDEVELOPIALM AGENCY OF THE CITY OF GRAND TERRACE (the `Agency) and U.S BANK TRUST NATIONAL ASSOCLATION, as trustee (the "Trustee' Consent The undersigned hereby consent to the approval and deln.ery of the Second Supplemental Indenture, attached Hereto as Exhibit A. made pursuant to Section 1002 of the Indenture of Trust dated as of December 1, 1985 (the 'bfttu-e %, by and between the Agency and the Trustee, to amend the schedule ofsmlang fund payments as requested by the owner of the project 2 Vb'aiver of.Iatlim Tne •..ndersigaed here wage matlmg of the notice of pending cormderation of the Second Supplernental Indenture as requ.red tinder Section 1003 of the Indenture 3 Waiver of Notice of The Bondholder hereby farther warves the requirement for &a twent-v (20) day notice of redemption as regtnred under Section 602 of the Indenture All other provisions of the Indenture, as pre%musly amended by the First Supplemental Indenture, dated as o: November 1.1986, shall remain m full force and effect. This Consent and W an er is made under penalty of perjury and. %ten executed, shall oe irrevocable and ira) be relied on by the Issuer and the Trustee Bondholder By Attorney -in -Fact camm+v „ pa PAGE 1 CITY OF GRAND TERRACE PENDi1 CITY COUNCIL ,mr?ROVAL DATE: NOVEMBER 10,1999 CHECK REGISTER NO: 111099 OUTSTANDING DEMANDS AS OF: NOVEMBER 10,1999 13129 RIVERSIDE COUNTY DISTRICT ATTORNEY PAYROLL DEDUCTION 10100 13130 STUDENT LOAN COLLECTIONS PAYROLL DEDUCTION 4083 13131 ARROWHEAD CREDIT UNION PAYROLL DEPOSITS 5,87909 13132 ARROWHEAD UNITED WAY PAYROLL DEDUCTIONS 10700 13133 RICHARD ROLLINS PAYROLL FOR 10/15/99 12800 13134 NORTHWEST PUMPKINS FOR CHILD CARE FUND RAISER 18850 13135 NATIONWIDE STUDIOS TRANSFER PAYMENT MADE TO CHILD CARE IN ERROR 4400 13138 PACIFICARE OF CALIFORNIA HEALTH INSURANCE, NOVEMBER, 1909 0,170 70 13137 INLAND COUNTIES INSURANCE SERVICES LIFE, DENTAL, AND VISION INSURANCE, NOVEMBER, 1999 1,099 88 13138 PAULINE GRANT REIMBURSEMENT FOR COUNTRY FAIR SUPPLIES 3847 13139 PERS RETIREMENT FOR PAYROLL 10/15199 309 04 13140 MANAGED HEALTH NETWORK HEALTH NETWORK INSURANCE, NOVEMBER,1999 52522 13141 DIANA CONDOR INSTRUCTOR, DANCE 1.13400 42729 3 T EQUIPMENT COMPANY SMALL TOOLS, MAINTENANCE DEPARTMENT 18518 42730 ACCENT PRINT 8 DESIGN PRINT SENIOR NEWSLETTER 9898 42731 MATTHEW ADDINGTON PLANNING COMMISSION MEETING,100/99 2500 42732 ADVANCE COPY SYSTEMS MAINTENANCE ON COPIER, CHILD CARE (1 YEAR) 35000 42733 ARROW STRAIGHT STREET STRIPING 8.69335 42734 DRAGOS BARBU REIMBURSEMENT FOR MILEAGEIPARKING 3209 42735 VIRGIL BARHAM REIMBURSEMENT FOR CONFERENCE 2000 42738 BURTRONICS BUSINESS SYSTEMS MAINTENANCE ON RISO COPIER 3348 42740 COMP RESOURCE NCR PAPER, FINANCE 17488 42741 DATA TICKET, INC PROCESS PARKING CITATIONS 10000 42743 DRUG ALTERNATIVE PROGRAM LANDSCAPE SERVICES, LIGHTING ASSESSMENT DISTRICT 12500 42744 DUNN-EDWARDS CORPORATION PAINT FOR PARKS 3501 42745 FEDEX EXPRESS MAIL 3700 42748 FIREMASTER SERVICE FIRE EXTINGUISHERS 20285 t PAGE 3 CITY OF GRAND TERRACE DATE: NOVEMBER 10.1999 CHECK REGISTER NO: 111099 OUTSTANDING DEMANDS AS OF: NOVEMBER 10, 19" 42779 SYSCO 42780 T Y LIN INTERNATIONAL-MCDANIEL 42781 TEXACO CREDIT CARD CENTER 42782 CHRISTIE THIERRY 42783 MARY TRAINOR 42784 TRANSPORTATION ENGINEERING 42788 UNDERGROUND SERVICE ALERT 42768 FRAN VAN GELDER 42789 WAXIE 42790 YOSEMITE WATERS FOOD FOR CHILD CARE CENTER 72116 PROGRESS PAYMENT FOR BARTON ROAD BRIDGE PROJECT 8.27113 FUEL FOR CITY OWNED VEHICLES 87009 REIMBURSEMENT FOR LOCAL MILEAGE 2234 PLANNING COMMISSION MEETING,10/21M 2500 PROGRESS PAYMENT, TRAFFIC REVIEWIGRANT APPLICATIONS 3,88154 - ALERT NOTIFICATION FOR OCTOBER, 1999 2875 PLANNING COMMISSION MEETING,10/21NO 2500 JANITORIAL SUPPLIES 35588 BOTTLED WATER FOR CITY OWNED FACILITIES 20050 PAYROLL FOR OCTOBER, 1909 160.082 70 TOTAL 227,514.13 m 1 CERTIFY THAT. TO THE BEST OF MY KNOWLEDGE, THE AFRO LISTED CHECKS FOR PAYMENT OF THE CITY LWBILITIES HAVE BEEN AUDITED BY ME AND ARE NECESSARY AND APPROPRIATE EXPENDITURES FOR THE OPERATION OF THE CITY =da THOMA8 SCHWAS CITY MANAGER CITY OF GRAND TERRACE PENDING CRY CITY COUNCIL MINUTES COUNCIL APPROVAL A regular meeting of the City Council of the City of Grand Terrace was called to order in the Council Chambers, Grand Terrace Civic Center, 22795 Barton Road, Grand Terrace, California, on October 28, 1999 at 6 00 p m. PRESENT: Byron Matteson, Mayor Dan Buchanan, Mayor Pro Tem Herman Hilkey, Councilmember Lee Ann Garcia, Councilmember Don Larkin, Councilmember Tom Schwab, City Manager John Donlevy, Assistant City Manager Brenda Stanfill, City Clerk Benue Simon, Finance Director Patnzia Materassi, Community and Economic Development Director Virgil Barham, Building & Safety Director Lt. Pete Ortiz, Sheriffs Department ABSENT: John Harper, City Attorney The meeting was opened with invocation by Councilwoman Lee Ann Garcia, followed by the Pledge of Allegiance led by Councilman Don Larkin 4 4 Nz SPECIAL PRESENTATIONS 2A Colton Joint Unified School District Superintendent Dennis Byas Colton Joint Unified School District Superintendent, Dennis Byas indicated that the main focus for this year is to set higher standards and to hold the students accountable for meeting the standards He gave an overview of the many changes that are taking place in the Colton Joint Unified School District. He reported that a design committee is in place and that they are moving forward with a design for the new high school CC-99-164 MOTION BY MAYOR PRO TEM BUCHANAN, SECOND BY COUNCII.MEMBER GARCIA, CARRIED 5-0, to approve the following consent calendar items 3A Approval of Check Register No 102899 3B Ratify 10-28-99 CRA Action COUNCIL AGENDA ITEM NOD Councd Minutes October 28, 1999 Page 3 Redevelopment Agency Home Rehabilitation program prior to the Council meeting and expressed his appreciation for the program Councilmember Hilkev, indicated that there was a ceremonial presentation to the family with the key to the home that they purchased through the rehabilitation program He complimented the staff on making the adaptations to the home that will allow their son, who has been in a wheel chair all his life, to go m most any place in the home unassisted He attended the City County Conference and feels that it is one of the most productive conferences. He reported that there is a construction trailer at the old GTI Market and that they will begin tearing it down on Monday Councilmember Garcia, stated that it may be a good idea to have the Historical and Cultural Activities Committee take pictures of the demolition of the old GTI Market to make sure we have a record of it She reminded everyone to attend the Country Fair that will be held on November 6, 1999 from 11 00 a m to 2 00 p m at the Community Center She also attended the City County Conference and felt that it was a very good conference She attended the Chamber Luncheon and felt that they had a good program The Chamber of Commerce is working on Shop Grand Terrace, which is a discount card for various shops in Grand Terrace that will be included in the Blue Mountain Outlook A Community Calendar will be included in the Blue Mountain Outlook also She recognized Ann Petta who was given the Volunteer of the Year Award at the Annual Volunteer Appreciation Picnic and thanked her for her continued commitment to the City of Grand Terrace Barton Road will be paved near the freeway on Monday She reminded everyone not to forget about the Adopt -A -Park program Assistant City Manager Donlevy, reminded everyone that the Halloween Haunt will be held on Sunday, October 31, 1999 from 5 00 p m to 8 00 p m at Pico Park He also reminded everyone that the Child Care Center will have their Spook Alley on Saturday, October 30, 1999 from 9 00 a m to 100 p m. at the Child Care Center PUBLIC HEARING - None 8A Interview Applicants and Make Appointment to Fill the Vacant Term on the Planning Commission The City Council considered Maryetta Ferrel and Robert Bades to fill the vacant term that currently exists on the Planning Commission CC-99-167 MOTION BY COUNCILMEMBER HILKEY, SECOND BY COUNCILMEMBER GARCIA, CARRIED 5-0, to appomt Maryetta Ferrel to fill the unexpired term on the Planning Commission scheduled to expire June 30, 2002 STAFF REPORT CRA ITEM () COUNCIL ITEM (X) MEETING DATE November 10, 1999 SUBJECT AUTHORIZATION FOR THE CITY CLERK TO ATTEND THE LEAGUE OF CALIFORNIA CITIES NEW LAW AND ELECTION SEMINAR IN MONTEREY, DECEMBER 8-10, 1999 The League of California Cities is holding a City Clerks Department New Law and Election Seminar in Monterey on December 8-10,1999 This Sermnar will provide valuable information to prepare for the election in the coming year Staff is requesting authorization to attend Funds have been budgeted for this purpose Staff Recommends Council AUTHORIZE THE CITY CLERK TO ATTEND THE LEAGUE OF CALIFORNIA CITIES NEW LAW AND ELECTION SEMINAR IN MONTEREY, DECEMBER 8-10, 1999 COUNCIL AGENDA REM N0.3t Community Services Department Staff Report COUNCIL ITEM (XX) MEETING DATE NOVEMBER 10, 1999 SUBJECT- 2000 REDLANDS BICYCLE CLASSIC NO FUNDING REQUIRED BACKGROUND: Annually, the Redlands Bicycle Classic (RBC) is held in the San Bernardino Area The RBC is a non-profit event winch benefits a number of chanties and the local business communities This year's race will be held on March 10, 2000 As part of the event, a "point to point" race is held between Redlands and Oak Glen, a portion of which passes through the City of Grand Terrace The Redlands Bicycle Classic Committee is requesting a Special Events Permit from the City and is requesting that the City waive applicable fees The race presents a minimal use of City resources The event uses a "rolling enclosure" which is contained by California Highway Patrol motorcycle units which coordinate all traffic control issues All City intersections are temporarily stopped as the racers pass through the City, which takes approximately 3 minutes In the past, no major incidents have occurred The RBC, provides indemnification and insurance for the City and is generally a very cooperative organization to work with' Staff is recommending approval RECORDATION• That the City Council 1 Approve a Special Events Permit for the 2000 Redlands Bicycle Classic, and 2 Waive Special Events Fees regarding this event, and 3 Authorize the City Clerk to obtain the necessary Indemnification and Insurance Information from the Redlands Bicycle Committee and to process a Letter of Approval FISCAL IINPACT: None by this Action COUNCIL AGENDA REM N0.,3F N Exit Cherry Valleyevd turn left and proceed two blocks to the bottom of the hill; park on shoulder of road and feed from the right shoulder, up the hill Stay within marked feed zone limits DIRECTIONS TO THE Return to I-10 from Cherry Valley Road Take I-10 west FINISH LINE FROM towards Redlands Exit Yucaipa Blvd. turn right and THE SECOND FEED follow Yucaipa Blvd to Oak Glen Road Turn left and continue past Bryant up to the mountain community of Oak Glen Follow the road to the road block where you will be directed to parking areas FINISH LOCATION Top of Oak Glen Summit at Los Rios Ranchos COURSE DESCRIPTION MILE ROUTE X-STREET DIRECTION COMMENTS 000 BROOKSIDE AVE STRAIGHT START 0 1 1 IACINA RIGHT SHORT DOWNHILL 04 BARTON ROAD LEFT TRAFFIC SIGNAL 20 ANDERSON STRAIGHT TRAFFIC SIGNAL, 41 WATERMAN STRAIGHT TRAFFIC SIGNAL 50 BARTON/COOLEY LEFT ANGLE TRAFFIC SIGNAL / BUSY DnTRSECTION - 59 BARTON ROAD STRAIGHT CLIlMBER POINTS #1 / TOP OF J CLIMB 67 MT VERNON LEFT TRAFFIC SIGNAL / BUSY INTERSECTION 7.5 MT VERNON STRAIGHT SPRIlVTT:R POEM #1 79 CENTER RIGHT 1 MI GRADUAL DOWNHILL 90 PROSPECT LEFT CAUTIONRXR TRACKS BEFORE 97 PALMYRITA LEFT TURN CAUTION CROSS RXR TRACKS 97 NORTHGATE RIGHT QUICK RIGHT AFTER TRACKS 102 MARLBORO RIGHT CAUTION TIGHT RIGHT / NARROW ROAD 104 RXR TRACKS STRAIGHT CAUTION 2 SETS / VERY ROUGH 105 RUSTIN LEFT LAST SET OF R R TRACKS 110 SPRUCE ST LEFT STOP SIGN 112 WATKINS RIGHT SLIGHT UPHILL 118 BLAINE STRAIGHT TRAFFIC SIGNAL 126 BIG SPRINGS STRAIGHT STOP SIGN / BOTTOM OF HILL / ' START CLIMB 139 SYCAMORE CYN STR JGHT CROSS UNDER RT 60/215 BECOMES CENTRAL PRELIMINARY (renuon 02/02199) RACE BIBLE 1999 REDLANDS BICYCLE CLASSIC PAGE 37 ..-� ■ ,« ui ci iutr COMMENTS 812 DESERT LAWN LEFT CROSS TRAFFIC / ROLLING 837 CHERRY VALLEY BL 840 CHERRY VALLEY BL. 868 CHERRY VALLEY BL. 871 BEAUMONT AVE 901 RIGHT STRAIGHT STRAIGHT LEFT Wa DWOOD CYN STRAIGHT 926 1 K `IARKER STRAIGHT 93 2 OAK GLEN / FINISH STRAIGHT FINISH HOST IS LOS RIOS RANCHOS NOTE CARAVAN AND RACERS EXIT LEFT INTO PARKING LOT CROSS OVER I-10 FREEWAY START 2nd FEED ZONE / SLIGHT CLIMB SPRINTER POINT ## 4 / FINAL TRAFFIC SIGNAL / START CLIMB TO FINISH/ 10K MARK 5 K MARK / REAL CLIMB STARTS HERE I JUST PAST NARROW BRIDGE CLIMBER POINTS #t4 / FINISH LINE PRELIMINARY (mmm M2/99) RACE BIBLE 1999 REDLANDS BICYCLE CLASSIC PAGE 39 CITY OF GRAND TERRACE CRA ITEM( ) COUNCIL ITEM (X ) AGENDA ITEM MEETING DATE • December 10, 1999 SUBJECT APPROVE FINANCE DIRECTOR ATTENDANCE AT LEAGUE OF CALIFORNIA FINANCIAL MANAGEMENT SEMINAR TO BE HELD DECEMBER 9 THROUGH DECEMBER 10, 1999 FUNDING REQUIRED XX NO FUNDING REQUIRED The League of California Cities will be holding its' Financial Management Seminar December 9 through December 10, 1999 in Monterey, California Staff is requesting authorization for the Finance Director to attend the conference Funds have been appropriated from the fiscal year 1999-2000 budget for this conference and are still available in the Finance Department budget Staff recommends that Council Approve the attendance of the Finance Director at the League of California Cites Financial Management Seminar to be held December 9 through December 10, 1999, in Monterey, California COUNCIL AGENDA ITEM NO'2/1 FINANCIAL MANAGEMENT SEMINAR Thursday — Friday, December 9 —10, 1999 Monterey Conference Center Yowl want to Attend If You are A_ . Finance Officer ■ City Treasurer • Purchasing Agent • Assistant to a Financial Management Officer • Council Member • City Manager • Assistant City Manager You? Bwwfit From__ • Learning about the latest economic forecasts and variables driving them • Gaming leaderslup tools to guide you in your professional and personal life • Examining with fellow professionals financial issues that impact your city Hotel Registration Deadline Wednesday, November 10,1999 Registration Deadline Wednesday, November 17,1999 Thursday, December 9,1999, continued 3 30 - 5 00 pm Concurrent Sessions I BINDING INTEREST ARBITRATION SO WHAT DO YOU DO? Hear from experienced practitioners how to best prepare for binding interest arbitration as they share their expertise and insights on the challenges that must be faced and the preparations that must be made to minim,e financial and relationship impacts II GASB 34 UPDATE THE DIE HAS BEEN CAST — SO WHAT ARE THE NEXT STEPS? The GASB Board decided in June to adopt the New Reporting Model Since then, there has been much discussion of the issues and consequences Join this session to review requirements under Statement 34, discuss implementation steps, and prepare plans to help city officials and the public interpret cities fiscal position under the new reporting model III CONDUCTING SUCCESSFUL REVENUE AND BALLOT MEASURES The passage of Proposition 218 has created a whole new relationship between city hall and the public If a revenue measure Is to be well understood by the public so people can male informed judgments, those involved with the issue must be a,.%are of, and responsive to, the will of the public and its attitude toward public agencies and officials This session will introduce some practical steps you can tale before and as you prepare to place a revenue measure on the ballot 6 00 - &00 pm Hosted Reoeptron (Jourt with Fire Chiefs and City Clerks) Friday December 10, 1999 7 30 a n -12 00 part Registration Open - Monta ey Conference Cantor Cntygook; Hours 7 30 - B 46 am. INFORMAL CONTINENTAL BREAKFAST SESSIONS Six Informal Discussions on hot topics 9-00 - 10 30 alit Ganerat Session HOW TO KEEP PEOPLE FROM PUSHING YOUR BUTTONS This presentation will provide specific, useable cognitive skills to enable you to 1) direct and control how you react to difficult people (colleagues, bosses, supervisors, vendors, "customers") and 2) remove the barriers to innovation and creativity 10.45 am -12 15 p.m. Concurrent Sessions I BOE UPDATE HOW DO THEY ALLOCATE? The Board of Equalization holds the key to allocation of local tax revenues Join an interactive discussion of allocation methods with the BOE and get your long unanswered questions from those who hold the key II BUILDING AN INTERACTIVE WEB PAGE Increasingly, your first contact with a local citizen or potential investor from another commumtri may be via the Internet The layout and content of your Web site can be the communications tool that mean success in that initial contact. What are the elements of a good Web site and how do you set one up? Page 3 EMERGENCY OPERATIONS CONIlKITI EE O C T 2 51999 CITY OF GRAND TERRACE coo" August 2, 1999 NUNUTES CALL TO ORDER The meeting was called to order by Rich Haubert at 7 20 p m MEMBERS PRESENT: Soma Aiken, Rich Haubert, Vic Pfennighausen, Bob Souter, and Darla Wertz GUESTS PRESENT: John Donlevy APPROVAL OF NEDMTES: Minutes of July 12, 1999, meeting were approved EQUIPMENT/FACHXrY REPORT: 1 The SWR & Power Meter is not world Vic will check it out and if needed send it out for repairs All other equipment is operational 2 Vic is checking out miine water filters for the generator and a serge protector for the whole budding. COUNCIL AGENDA fTEM lIp.T'X.l I(,� Y" Community and Economic Development Department STAFF CRA ITEM () COUNCIL ITEM (X) MEETING DATE: NOVEMBER 9,1999 FUNDING REQUIRED NO FUNDING REQUIRED X SUBJECT: Sustainability Principles - Request for City Council to Review Planning Commission Packets The staff of the Community and Economic Development Department is respectfully requesting that the City Council review materials in future Planning Commission packets We are preparing to update our Conservation Element of the General Plan, and for that we will be conducting various workshops with the Commission Data is extensive and approval of the element will require a firm commitment by the City Council Please review the attached APA guidance for sustainable development, as a first step in this process Attachment "A Planner's guide to Sustainable Development" w-1. 1plannmglcc\sustainabddy l l-99 wpd Y a 4 , r ` y S .. yy. _u p t •... � t i ! ti �dt; "'$cL�'�w.9ln ,e." .+'R Cfi3�7 YIL4 Gkand Tefi� 6 -Ait tua� it3�3 9 � ENDA REM .twN��' ME h �,� trnr, r r✓ yt+, d''}� ,�,'"' �.� �'�ti£ it3k •, 'rMS `i„ '� <"'` �a"a`%.'u'�s',w�,S.�.�:d�+�s&'_,-h�'�}�'�.. J z!] F' C - % ��• ! _ . tir i, , American Association PASPlanning Advisory Service Report Number 467 i 5 Figures 1-1 The Need for Sustannabilnty Some Example Headlines 2-1 The Concept of Sustainabihtv _ 2-2 Key Characteristics of Sustainabihty 2-3 Eleven Elements of Sustannability Requiring Understanding and Acceptance 24 World Population Growth _ 2-5 Conventional vs Steady State Economics 2-6 The Brundtland Commission's Key Concept for Sustamabdity 2-7 Themes of Agenda 21 _ 2-8 Statement of U.S Civility for Habitat 11 .._. 2-9 A New Consensus 2-10- Sustainable American Goals- 2-11 Recommendations for Strengthening Communities 2-12. Roles of the EPA's Office of Sustainable Ecosystems and Communities 2-13 Vision Statements of the Minnesota Sustainable Development Initiative 2-14 Common Goals for Minnesota State and Local Plans 3-1 Continuation of Trends _............. .. __ .�.„ _ ... „. 3-2: Key Tenets of Sustainable Development 3-3 The Olympia, Washington, Strategy for Reducing Greenhouse/Ozone-Depleting Gas Emissions _ 3-4. Benefits of Reducing Automobile Use 5-1 Seattle, Washington, Neighborhood Plaruung Process 5-2. Santa Monica, Cahforrua, Sustainable Development Principles 5-3 Santa Monica, Cahforiva, Goals for Sustamability _ 5-. City of Santa Monica, California, Progress in Aduevnng Sustainabrhty _ 5-5 Chattanooga, Tennessee, Revision 2000 Goals 5-6 Cambridge, Massachusetts, Civic Forum Mission Statement _...... 5-7 Cambridge, Massachusetts, Sustainable Community Characteristics 5-8 City of Olympia, Washington, Sustamabihty Philosophy 54 The Olympia, Washington, Sustainable City Partnership 5-10• Sustainable City Criteria Used in the Review of the Olympia, Washington, Comprehensive Plan _ 4 7 7 8 9 10 11 11 12 12 13 14 15 15 16 17 18 22 25 _____37 38 39 _ .—. __ 41 ... _ 44 _ 46 47 ... „ _ 48 ______50 _ .�. 51 Tables 3-1 A Matrix of Connections 20 5-1. Sustamabihty Trends in Seattle, Washington 35 5-2. Santa Monica, Cahforrua, Sustamabilrty Indicators and Targets_.. _ ...._„_„ „ ... 40 Chapter 1. Global Problems, Local Solutions As nor approach the second nnllama m, m a more secular age, there is a grmmg concern Heat hft on earth is miperOW by the dmvudwn of nature wrought by hunt% nrterventmn —AMEW BLOWERS, PLAMM FM A SUSTAWABLE ENVMMMBT 1 ur the past 150 years or so, our planet has undt, rgone a rate of change unprecedented in human In.tt,ry The industrial revolution of the nineteenth and in t n tieth centuries has forever altered patterns of hurnan development and rates of connsumpbon of the %%tarid s resources. Perhaps most significantly, it has t n thud us to transform natural systems to better greet tatr needs This capability has fundamentally changed tit, wav we perceive our relationship with the rest of tit, world, thereby helping to foster the feeling that Ituman -progress" is unlimited I lea% rapid change has, of course, had many positive t ilm t% on human life. We have vastly increased our prtaductive capabilities, making a range of goods and r% aces previously unheard of available to ordinary t atvt ns New forms of transportation and a animunications have unproved mnobility to places and .t t tom. to information. Perhaps most importantly, advances in medicine have made it possible to virtually I laminate many diseases and outer social health I art tbk-ins that have plagued humankind ind for a nturms, %a% mtngly without solution. In recent decades, however, it has become increasingly apparent that the advances that we have made have not tanx without a substantial price. Problems that the industrial revolution has solved have merely been rt pLiced by a new set of problems, marry of which have l+trn caused by those same scientific and technological .advances. Our giant strides in medicine, for example, have helped allow a 600 percent explosion in world I•aiptilation an less than WO years, substantially shammg tix natural resources that enabled such growth in the I art place and actually increasing human misery in tl•utlute termis in many parts of the world Pollution rt ated by the industrial processes developed in the past t ntury and a half threatens not only local environments, Init the global atmosphere as well- Although largely tint. hocked human development has created substantial %%t alth for many of us, it has in many ways amplified .anal and economic inequities by concentrating wealth and power among a relatively few individuals. We have begun to recognize many of the symptoms at this global crisis Concern about such issues as global warming and species extinction is widespread We have, however, yet to fully come to grips with the root causes of our dilemma. Although we continue to develop technical fixes to individual environmental and social concerns, this reactive, case -by -case approach to problem solving has yet to come up with any long-term solution to the fundamental sources of the ills of mdusb7 laization and human development One of the fundamental problems we continue to face is that, rather than recognizing the badamental links between a healthy environment, strong economy, and supportive social network our political systems continue to view human activity as outside the natural world. In the absence of this reckon, we continue to tinker with the current system in hopes that technological progress will ultimately free us from our dependence on nature. Consequently, all we really seem to be doing is delaying the mtevdable day whert we are aonfim-Aed with the reality that 'busitess as usual' is no longer possible. The evidence of an approaching calamity is, in many cases, overwhehnmtg. On a seimtmagly daily basis, we are barraged with news about deforestation, ozone depletion, widespread starvation im many "developing' countries, and other global environmental and social disasters that are ether here or fast approadung The headline stones highlighted in Figure 1-1 are but a few of the indications that the earths opacity to accommodate growth in human activity is limited and, in marry rases, shrinking —in shoM that humiankind is heading in directions that are not conducive to long- term sustai_rtability Even these state-, national-, and global -scale disasters represent only the tip of the weber& In any local newspaper on any given day, one can typically find numerous accounts of smaller -scale catastrophes Farmhand and open space are obliterated on a daily basis as the urban fringe is pushed farther and farther out, seemingly threatening to create one endless suburb from coast to coast. Communities all over the country face solid waste crises as landfills we rapidly being filled while community opposition to siting new facilities leaves our refuse with no place to go Crime Fr � t ter r ess, f its Ilion -ohd 1 een ted •e rat tion ted in v on he 6v%vut• that encourage social interaction, narrow otrc-, t• .hide trees, a network of Miring and jogging th• and markets, offices, and parks within walking dlat.soui of homes The Port of Cape Charles, Virginia, is . uric ntly developing what it calls a Sustainable 14%hmslogies Industrial Park Designated one of four nukh I industrial parks by the Presidents Council on lcfifi.taufiahle Development, the park will house bli�fincw.e� that have made a commitment to profit with s+nvircnfimt-ntal and social integrity_ The city of Austin, Tram, hi% developed a 'Green Builder Program" to inusk ecologically friendly constriction practices for cliff remdential and commercial buildings. The program rates the eco-hiendlmess of proposed building!, and provides technical assistance and, in ifiiiiiu cars, funding to help developers improve the ovilco fical integrity of structures. I.uc al activist groups aII over the country are also 1wginning to take steps to introduce sustamabdity aysnct lH% to the American public For acample, Urban &-til o;y, an Oakland -based group dedicated to building ecologically sensitive cities, has recently prepared a Itfurprud for a Sustainable Bay Arai, which compiles steps that IM% Area communities are taking to confront the a.uc. that threaten the quality of life throughout the .miff I rancisco Bay region. In developing the Blueprint, thl+an Ecology underwent an extensive collaborative r1f ort rc aching hundreds of individuals, government is pre%entatives at the local, regional. ate, and federal levels, business leaders, and community -based organizations This outreach effort and the group's recently released book of the same name are important first steps in this initiative coming to fruition Even corporate America is beginning to embrace the concept of sustainabdity In its 1995 publication Beyond Sprawl (cosponsored by the California Resources Agency, the Greenbelt Alliance, and the Low Income Housing Fund), for example, Bank of America outlines many of the social and environmental costs of CahfomWs suburban sprawl, including loss of community, deterioration of inner cities, and the loss of open space. In response to these concerns, Bank of America has called for a "new development model" that creates more compact and efficient development patterns. Is any one of these individual efforts likely to undo the damage that has been done or significantly improve the health of the planet? Probably not, but through efforts such as those described above (and discussed later in this report), people from all areas of the globe are planting the seeds of change that may ultimately allow us to step back and fundamentally reevaluate the way we view the world and our place in it. By emphasizing the importance of community, the interrelatedness of systems, and long-term health ratifier than short-term gain, this dedicated group of pioneers is leading the way toward a new approach to human development--oe with a more sustainable future i b , FP V , the history of thought on the topic and describes the current approaches of various international, national, and state organizations. The intent is to provide the practicing planner a broad background on the general theory of sustamabihty and to introduce current and upcoming programs that could affect how sustamabthty is likely to be applied in the future Figure 2-3 Eleven Elements of Sustalnablbty Requiring Understanding and Acceptance 1 There are inviolate physical principles that govern nature's dynanucs. 2. We do not and cannot manage nature 3 When we alter an ecosystem, we make it more fragile. 4 We must reinvest in living systems as we do busmess. 5 Only a unified systemic world view is a sustainable world view 6 Doubt our knowledge while trusting intuition and accepting our ignorance- 7 What is to be sustained needs to be specs ed 8 Sustaimbility is a continual process not a fixed end point. 9 We must be accountable for the mutualistic symbiotic relationship among communities, ecosystems, and economies. 10 We must make Choices and give things value then pass them along to the next generation. 11 We need to Come to gasps with ecological limitations to land ownership and the rights of private property Chris Maser Sustainable Co —pity Development SUS'TAINABILITY'S ROOTS A BRIEF HISTORY Although it has only recently begun to become part of the mainstream of social and environmental thought, the concept of sustainabihty has actually been around as long as have human societies The law of the Iroquois notes that "In our every deliberation, we must consider the impact of our decisions on the next seven generations " Although the world was a very different place when this idea was conceived, such prose clearly describes a way of thinking and living that continues to apply today With the advent of the industrial age, such notions of long-term sustamability gave way to a more narrow focus on the immediate and foreseeable future As the industrialization and development of the nineteenth and twentieth centuries made previously unfathomable levels of production possible and modern medicine made every disease seem defeatable, it began to appear as though the world had no limits The seemingly endless possibilities presented by our ever-growing productive capacities shaped the way entire generations viewed their relationship with the world The sense of community and balance that existed in communities throughout the world was largely replaced, at least in much of Western society, by an emphasis on growth and personal success Not surprisingly, this change was accompanied by a change in humankind's perceived relationship with the rest of the natural world Rather than coexisting with nature, we began to see our relationship with nature as one of conflict Our ultimate goal became freeing ourselves of our dependence on natural systems, and technology appeared to be taking us there Not until the turbulent 1960s was there any serious backlash against the growth mentality of the industrial society and renewed recognition of the natural limits by which human development is bound Rethinking Fertility The exponential growth of worldwide human population was probably the most obvious factor limiting our ability to sustam our hfestyles m the late 1960s The level of population growth that had occurred m the previous 50 years or so was unprecedented in human history (See Figure 2-0 Consider that in the vear 1 the worldwide population was about 200 milhon. Although the general trend over the next several centuries was an expandmg human population, it took more than 1,5M years for world population to double Only in the eighteenth century did world population begin to rise steadily From 1750 to the early part of the twentieth century, population grew at a then unprecedented rate of about 05 percent annually By 1900, the worldwide population had reached 17 billion, doubling in only 150 years. By 1950, the annual growth rate had reached two percent and by the 1960s finally peaked at about 2.4 percent, a rate that, if unabated, would result m a doubling of worldwide population m only 29 years. Further complicating the situation, this remarkable growth was not evenly distributed throughout the world In most of the -developed' world (where the ability to accommodate population growth was greater), fertility has fallen to near or, in some cases, even below replacement rates. Much of the "developme world was, on the other hand, experiencing remarkable population growth Exacerbating the problems associated with such growth was the mabihty of many equatorial ecosystems to accommodate large human populations, particularly those trying to umpleaient Western -style agricultural methods and technologies The result was a level of starvation and human suffering previously unheard of in history haotucally, this fact was painfully brought into many of our living rooms by one of the wonders of the industrial soaety's vast couumumcations system —the television Even the "developed world" was beginning to feel the population pinch in the form of the increasingly obvious pollution problems related to high per capita consumption and resulting overuse of resources the history of thought on the topic and describes the current approaches of various international, national, and state organizations. The intent is to provide the practicing planner a broad background on the general theory of sustamabthty and to mboduce current and upcoming programs that could affect how susbunabdity is hkely to be applied in the future Figure 2-3. Eleven Elements of Sustainability Requiring Understanding and Acceptance 1 There are inviolate physical pnnonples that govern nature's dynamics. 2. We do not and cannot manage nature 3 When we alter an ecosystem, we make it more fragile- 4 We must reinvest m living systems, as we do business. 5 Only a unified systemic world view is a sustainable world view 6 Doubt our knowledge while misting intuition and accepting our igisiorance_ 7 What is to be sustam1,ed needs to be speafe& 8 Sustainabihty is a continual process, not a fixed end point 9 We must be accountable for the mutualistic symbiotic relabonAW among communities. ecosystems, and economies. 10 We must make dioois and give things value, then pass them along to the not ge neraoon. 11. We need to come to grips with emlogtcal limitations to land ownership and the rights of private property Chris 11111 r smftmd a CA Xsfy Drodoprext SUSTAINABILITrS ROOTS: A BRIEF HISTORY Although it has only recently begun to become part of the eau v;bvam of social and envuenmental thought, the concept of sustainabt7ity has actually been around as long as have human societies. The law of the Iroquois notes that "In our every deliberation, we must consider the umpact of our decisions on the next seven generations." Although the world was a very different place when this idea was conceived, such prose dearly describes a way of dunking and living that continues to apply today With the advent of the industrial age, such notions of long-term susbunabihty gave way to a more narrow focus on the immediate and foreseeable future. As the mdustriahzation and development of the nineteenth -ind twentieth centuries made previously unfathomable It %t N of production possible and modern medicine made every di--c tut •., tilde to 11 11.1- it iv 1 Iti 1.1 11s1'tar as though the world It Ill it,, Itialit I I,. endless possibiliht-. isrt.e lilt at I-1 1-11, .. 1 ► I-1%%lilt, productive calmutlt—It,l+tl lh- tl Il •nine . lie ritions viewed their rdalion%lul- li ail tl,. %%--11.1 1 h- 1114 ilf community and h.tl Ili-. It, tl a .I tell III -.ltitiuntilltl throughout the world l I I it . Il I- I-1 1 - -I it It 1.1 in muchofWesttnt.,tt,il I-1 tit.n11-11, 1 14.%%Ill and personal.uttty \,-i .ill 11 It it tlu -It im t was accompanied by a t It ill► t In IIIItn Ini.In 1 1+ set tlltil relationship with cite nil ill Ili. ittltn 11 i 1.1 1% alhtr thancoexisting with imatirt — It, t ,al Ile -, 1-11, relationship with miltor, i%tstu to t t-111ti. I (site ultimate goalbecame frt'tln�,,glr.a Ila tit t•ist 1, i-. title tilt on natural system% anti la t illta-I-1► l 11-1 al, -1 1,- let takmg us there_ Nut until 11„ [tit little ill 11uta1 ll t. there any seriuu% to it LI i.h 1t loll 1 1114 1 1..%% lit mentality of the indn•ln 11 a-. I. 1l ut.l I- In tic d recognition of the it ilur if limit 1,% t. lie- II Illsm in development It tbuund Rethinking Fertility The exponential }�na. tit t.l .. t•t Lllt tutu huts tin population was pruit,ildm Ilia III,- 1 1e1-t lull 1 1. I.,r limiting our ability it,.u.l nn anti 111.- 1 II mil tltt Litl 1960s.Theleve_IillIvllnlldi-.,,I. % lit lit ,tItill atturred in the prevxm% 90 ve or%air tits u , unlit t a -.la flivil in human histury Vwt I is list ' I I t t-it I. It I IIt at cal Ilk year 1 the wuridwitit ItelstiLdu,n %% a al+till 'Ill' mullion. Although the you r it in tit an a a tit- its %, A %,1 II centuries was an t all.utaiuts lain, lot i+•Intl stet-m it kx)k more than 1,50) vt or%t.,r ll.nl.l i+'I all ahteji to- -luulblt Only in tht inghte, little, t►t,n l -lilt %%. 1I.I 1+e1 ill ahtllt begin to rtx.ttaallh 1 l,ajit 1 411.. its. . ,I% ltilll ill the twentieth ctnitury Iteind du- , % ai , filet, unptecedtnted r Ile ter) ilteul I I 1+ 1. - all 1111111 111v fly 1900, the woridwith 1tllitil Slum It tat 1- 1- 1w 1 1 : Iwlhon, doubling in univ F;0 %a or lit 1 a dl list ilunl.tl i ruwth rate had reathed Iwaa it let ill stuf i-%'h- 1140% homily peaked at alxnd 2 1 It-rt a -tit a I it, I Is t1 it n11.11%ilvd, would re-eult tit -I thnlb1111► cite i. to It lit 1.1, past-telatiun In only 29 ytmr`. Ftirtherconti,lia Most lit, visa itutte list ra nairL.ible growth wa% not[ a It nit Jt IIit.1it, al IIts. nn ISO loot Ilx world In mtr4 ill IN .111, I-•1r.1 --slat ill lam -the abdiity tit attatmttutl 11t Impel ahtm I. lt.11th - 1.1,nater), ferblity huts talk to it, its loan is ..-ma - I a- a %a n llekiw reFdaRntmyli raja-% xhu is -d it% -It t a la -port) _ m%lorkl was, on tlx ulht r It.soul I .1+ I is it. tut it ut.arLildt populatitingmath I%I,tlitlimp Ills l-talldtcal% associated with %tu I, a itintla to a Ili cal it -Holy all many equatorial tlift"It lit. its is a imism ti it, I art a human populatxlm h.trtuiaLarh Ili.-.4 h%im la-toal•knient Western-%tyk it,nt mllul at jilt if —I uul 1,• hlaa,logies The result w i% I h 1. 1 .d .1 ail it en lout hams lot stuffering pri%u,ti,I% unha sill .-1 it, Iu.1ur% Irunitally, this fact w i-epon,1ulh 1-1-as Ill little at, ill% ,d axrr living rooms by Situ ill the 1 4-1 lilt uulti.Irt it •ilClt'ty's vast comntunit iIulil .l.l- Ill lilt it la l,.eam 1 ven the "developttil llurld It I. It 1 nuilnl lot It t I lilt population pant h lit tilt I-n m --I lit, In, rt a.utt,ly obvious ptilholum l,ttelslt m. it I still le- hn,h Ix r t apita consurrpttun.lntl lt11d11i1► %na iri., oil rtvnirtt�. 1 p* " The Limits to Growth made a clear statement that, because the world's resources are finite, economic growth would meet an absolute limit as well Although the report's conclusions drew considerable criticism at the time, many of its notions continue to form the theoretical Ww!, for current thought on sustainable development In the aftermath of The Limits to Growth, a select group of economists began to further probe the que+tions raised by the Club of Home report. Possibly th4L best known advocate for a "steady-state economy" w.m (and still is) Louisiana State University economist t Icrman Daly, whose 1977 book Stmay-State Eaomomms t% %till widely regarded as the leading work on the rciinomics of sustamability Advocating the then radical vit,w that "enough is best,' Daly expanded on the earlier ideas of economists such as Kenneth Bouldmg iM Evesy Domar to develop a theory of economics that emphasizes minimizing, rather than m xuriumg, both pnxiuction and consumption In place of the Amerx an -style free market system, Figure 2-5. Conventional vs. Steady -State Economics Cona ntionaf Econoenca ♦ Advocates mamniabon of production and consuiaption • Emphasizes continual eooiiomic growth and recognizes no physical constraints to growth ♦ ignores costs associated with resource depletion Steady -State E monacs ♦ Advocates minimization of both production and consumption • Requires a constant stock of physical wealth (capital) and people ♦ Recognizes the Im ass to growth in the -human economy' diciabed by a finite world which promotes eeonomw growth as the answer to every societal problem (a condition Daly called 'growth- marne), Daly advocated 'an economy an which the total population and the total stock of physical wealth are maintained constant at some desired levels by a 'muu- mal' rate of maintenance throughout and by physical production and consumption rates that are equal at the lowest feasible level' (Daly 1972)_ The ideal economy would imitate nature's model, with a dosed -loop system of material cycles powered by the sun. Fundamental to the notion of a steady-state economy is the recognition that economic (human) activity creates neither matter nor energy Rather, human activity merely converts low entropy forms of both matter and energy (soil, sunlight, etc) into high entropy forms that are useful to humans (cars, televisions, microwave ovens) Because the earth is a dosed -loop system with finite limits, every gain of the human economy, by definition, must come at the expense of the ,.natural economy " Consequently, there are finite limits to the amount of low entropy matter that can be converted to human uses before natural systemis and feedback loops begin to fail. Although still not part of the mainstream of economic thought in the United States, steady-state economics continues to gam greater acceptance and remains a key element of much of the international work on sustamability SUSTAINABl1XrY GOES MAINSTREAM Our Common Future The concept of sustaumbility really began to reach the mainstream of environmeintal and economic thought with the pubhmtion of the Lhuted Nattons' World Commission on Environment and Development report Our Common Future in 1987 More commonly known as the report of the Brundtland Commission (named for the Commission Chair, Norwegian Prime Munster Gro Harlem Brunddutd), it was the first major international cooperative effort to introduce the concept of sustainable development into the mainstream of political thought_ It also provided the fast widely used definition for nstaiiable development, one which remains the most commonly used the world over Development which meets the needs of the present without compromising the ability of future generations to meet char own needs. The Brunddand Commission framed the sustamability, issue around two central questions. 1 is it possible to increase the basic standard of living of the world's expanding population without unnecessarily depleting our natural resources and further degrading the environment upon which we all depend? and 2. Can humanity collectively steep back from the brink of environmental collapse and, at the same tune, lift its poorest mesibers up to the level of basic human health and dignity? In response to these questions, the Commission established five key eotroepts for achieving long-term sustai-nabihty (See Figure 2-6 ) preservation of the natural environment was a fundamental goal of the Brunddand Commission. However, what is truly significant about Our Common Future is that is was the first international policy document that drew the connection between economic and environmental well -bong Embracing the ideas of the steady-state economists, the commission asserted that sustamable development involves more than growth, as it requires 'a change in the content of growth, to make it less material- and energy -intensive and more equitable in its impact " In short, long-term sustaiiiability can be achieved only through "quality growth' that considers such issues as resource depletion and social and economic equity in place of our historic focus on gross output. Agenda 21 On June 13, 1992, leaders from nearly 100 countries around the globe convened in Rio de Janeiro to plan the 10 Figure 2-8 Statement of U.S Civility for Habitat II • Support sustainable lraddwaids by providing access to adequate housing, food water education and social economic, and environmental justice ♦ Commit to lustue—social eWffomu emronmental and gender —by ending disaimu+ahon and violence against women, encouraging commitments to inclusive agendas, ensuring equal access to jobs, and practicing multi-racial/cultural, community -based, integrative decision making ♦ Enable croic engagement and fowl gommance by encouraging broad public participation in the development of human settlements and mcreasmg empowerment through service-onented leadership, open communratnon, sectoral partnerships, and cooperative mechanisms ♦ Build lust and sustainable communities by encouraging consensus -based planning, providing opporturities for lifelong learning, strengthening local economies, and emphasizing urban/rural connections ♦ Institute new indiratorslisesures of progress and success by championing the adoption of new indicators of progress and prosperity by governments and institutions, urging governments and businesses to adopt accounting systems that incorporate the full costs and benefits of production and consumption, and encouraging societal measures of success based on contributions to the collective weU-bemg rather than on wealth, materialism, and excessive individualism ♦ Promote sustainable production consumption and trade by developing economic policies that promote corporate accountability, full employment and environmental restoration, emphasizing greater local control of local economies, and supporting environmentally sound agricultural production practices ♦ Reallocate resources by shifting tax policy to favor adequate wages and employment and to disooarage unsustainable resource use, and eliminating subsidies that cause environmental degradation and diminish health and quality of life ♦ Redefine national security by considering not only military threats, but the threats of global eivuoome taL economic, and social crises, and focusing on developing human capacity a healthy economy, and a sound environment scams Us ivenvwk for iiabwt in chartered for two years, the Council was composed of 25 leaders from government, industry, and environmen- tal, labor, and civil rights organizations. As defined in Executive Order 1285Z its mission was three -fold. 1 To develop and recommend to the president a national sustainable development action strategy that will foster economic vitality; 2. To develop an annual Presidential Honors Program recogng outstanding achtevemems in sustainable development:, and To raise public awareness of sustainable development issues and participation in opportunities for sustainable development. The Council set out in 1993 to fulfill these objectives through a broad -based public input, education, and planning program The product of more than three years of work is Sustainable America. A Nero Consensus, the Council's blueprint for achieving national sustain - ability, which was released in February 1996 The Council blueprint adopted the Brundtland Cohnmis- sion s definition of snstainahility, supplemented with its own vision statement, which is provided in Figure 2-9 (More detailed information about the PCSD is provided at http://www whitehouse_gov/WH/EOP/pcsd/ tndex_htinl ) To implement this vtsronr the Council has devdoped 10 national goals, as shown in Figure 210. Representing a broad spectrum of topics ranging from health and the environment to equity to partiapabon in civic affairs, these 10 goals recognize that issues of society, economy, and the envuvnment are ftm liy inter+oonnecbed. The Council developed pohcy recontinendations for implementing each goal, as well as a set of ''indicators Figure 2-9. Suslainabfe America: A Neer C@Mnm Yisrow Statement Our vnsaoa is of a life-sustauung Earth. We are committed to the achievement of a drgnhfWd. peaceful. and equitable existence A sustainable United States wilt have a growing economy that provides equitable opporturutres for satisfymg hvehhoods and a safe, healthy, high quality of life for aurierit and future generates Our nation will protect its environment, its natural resource base and the functions and viability of natural systems on which all life depends. V- " Peedats Camel an Sauawbit Dr dapasr Figure 2-11 Sustainable America: Recommendations for Strengthening Communities Commionty-Drwen Strategic Planning Create a commuuutydnven, strategic planning process that brings people together to identify key issues, develop a vision, set goals and benchmarks and determine actions to Improve their community Collaborative Regional Planning Encourage communities in a region to work together to deal with issues that transcend lmnsdictional and other boundaries BWU=g Dmgw and Rdiabilitatrorr Design and rehabehtate buildings to use energy and natural resources efficiently, enhance public health and the environment, preserve historic and natural settings, and contribute to a sense of community identity Commarity Design Design new communities and improve vushng ones to use land efficiently, promote mixed -use and mixed -income development, retain public open spao-- and provide diverse transportation options Comiminrty Grvi7vth Maaagement Manage the geographical growth of eim" communities and siting of new ones to decrease sprawl, conserve open space, respect nature s carrying capacity, and provide protection from natural hazards Creation of Stro■g, Diversified Local Economies Apply economic development strategies that create diversified local economies built on unique local advantages to tap expanding markets and technological innovation training acid Lifdoeg Lenrrrrsg Expand and coordinate public and pnvate training programs to enable all people to unprove their skills to match future job requirements in communities on a continuing bay. Exinrommental Economw Development Capdahze upon economic developtne nt opportunities from busumm s and mdustns that target environmental techriologmm recyCIMg, and pollution pm%e nhon to emote pbs Redevelopment of Brownfield Sites Revitalize br+ownfields, which are emitam mahkL abandoned, or unde used lid, by mnaivng theme man attractive for redev by providmig regulatory 6=1bty, reducing process barriers` acid assessing grter6dd development to reflect necessary infrastructure costs Cocoon Piendmes Chun d an Susumubie Deg .. S d...6k Aa ww A MW Canwe 1995 the officers new roles. Among these are a survey of ecological, environmental, and quality-of-hfe goals and indicators developed at the community/ecosystem level, the development of a computer model that integrates ecological and economic conditions in a series of feedback loops to reflect the effects of these two boors on each other, and development of a set of sustainabi7ity udices for the rural and urban areas of the Southern Appalachians. The Office is also handing several programs initiated by communities and IRA regional offices. Among these are a demonstration pro)ect maned at restoring an area m Galveston Bay (Texas) and a workshop to develop ecological goals for the San Francisco Bay Delta. Probably the most publicized of EPA's recent efforts to integrate environmental Ilea and economic recovery is the Brownfieelds Action Agenda grant program. Under this program, the agency provides S20 AM grants for the cleanup of contamunated sites in areas suffering from blight. The goal is to develop successful redevelopment models for contaminated sites that communities can replicate_ As of sprung 1996 EPA had awarded about 60 such grants ULS Deparbamt of Energy In Marcia 1996, the Departmient of Energy established a new office called the Center of Excellence for Sustainable Development to help communities design and rmplemad new strategies to enhance local economies, environmients, and the quality of fife. Iiie office provides informtation and consulting services that help communities advance sustatnabthty by mnurrumig energy consumption. This emphasis on reducing demand is a significant shift from DOE's historic focus on identifying new energy supplies to meet ever-mc easing demand. (Additional information is available at http: / /www.sustauu bl a Aoe gov ) The centerpiece of the Center's efforts is a new model to help communities understand how their growth and development decisions affect long-term sustamabihty Known as PLACE'S (PLAnnmg for Community Energy Economic and Environmental Sustainabnhity), this computer model uses energy effidency as a numure of community sustainabrlity By allowing communities to compare the efficiency of various alternatives for the use of land, design of neighborhoods, operation of buildings and kLftzstnicture, and management of transportation systems, PLACE'S provides a useful tool for gauging the effects of a community's land development choices. The DOE hopes that this tool will help facilitate an mclusionary public process that balances community values and integrates environmentaL economic, and social concerns. Already, PLACE'S has been used in a number of planning exercises throughout California, Oregon, and Washington_ Pro)ects for which the model has been used include military base master planning, mner-city redevelopment, an evaluation of citywide land -use Tj b t ,a In 19%, the legislature, in accepting the mitiative's report, called for a special task force to recommend a new approach to managing land use and development in Minnesota. After seven public meetings in the state's "growth corridor," the task force published Common Ground Achiewng Sustainable Communities in Minnesota The report proposes a new framework of principles, goals, and local and state responsibilities designed to lead to a more coordinated, cost-effective and sustainable approach to development The 12 goals for grading both state and local decisions are shown in Figure 2-14 The proposals of the seven teams and the task force were condensed into a draft strategic plan for the state, Challenges for a Sustainable Minnesota, which was released for public review by Governor Carlson in August 1995 Challenges espouses many of the themes commonly regarded as keys to creating sustainable communities, such as changing economic signals, taking an ecosystem approach to managing natural resources, engaging People at the community level, mtegratmg sustainabdity into education, and establishing public private alliances for sustainable development. In January 1996, Governor Carlson appointed 30 business, civii . and environmental leaders to the Minnesota Round Table on Sustainable Development. The Round Table, whose mission is to be a "societal catalyst" for sustainable development in bUnnesota, is carrying forward what they see as the most compelling and doable elements of the strategic plan These include: - collaborating with communities to identify sustainable development opportunities, - seeking common ground on land -use decisions, a recogniang pioneering sustainability efforts by individuals, businesses, and communities, - working with business to align econonuc incentives with sustainable development goals, and • coaiaiunicating with people across the state to both educate therm and learn about their sustainable development goals. Interest in sustainable development is also on the rise within M'nuiesota's stage legislature. In April 1995, Governor Carlson signed a bill that defines sustainable development and directs Minnesota's Office of Strategic and Long -Range Planning to publish a guide, including model ordinances, for local sustainable development planning The law also asks the Environmental Quality Board to coordinate state agency self -assessments on how their mission and programs reflect the principles of sustainable development, or how they could be changed to do so Figure 2-14. Co mon Goals for Minnesota State and Local Plans • Guide change through planning • Coordinate planning for aompati'bihty ♦ Include citizens in planning and decision making • Respect and foster diversity among commumntes • Use integrated mformabon as a foundation for plaits and decisions • Consider the long -tam social, economic- and environmental costs of giawth and &wdopmemt ♦ Pay the full environmental, social, and ewnomrc costs imposed by new growth ♦ Use natural resources and public finds effiaeiely ♦ Preserve features of local, regional, and statewide significance • Respect the limitation of the natural environment to support growth and devidopme nt ♦ Foster hvable communities by encouraging safe, pedzan-fnerndly devdopment that integrates a diverse mix of housing and pbs public transit, bum, pubbc spaces, and recreational arcs • Enhance Mmaesata's economic strength and caaapetitiveness 16 L�a Figure 3-2 Key Tenets of Sustainable Development Sustawabk deaelopanud requires a new way of tlunkmg that is future onented/long term NOT budget/electon/short term bounded by lints NOT lacking natural restraints natural/geographic NOT artificial/political means oriented NOT ends oriented holistic/mterm nnected NOT hierarchical/separated Participatory NOT autocratic Scut Adapind ban the oiyop a riaa.Voo. smuua!& Guy PMVM As such, sustantabtlity first and foremost requires changing our thought process for approaching development issues in our comnmunities. A half dozen key tenets of this new way of thinking are desrnbed in Figure 3-2. Future Oaented/Long Term Sustamability is last as concerned with planning for future generations (or future election terms) as it is with planting for the present generation. Many elected officials still don't look much beyond the next election when contemplating local development issues. As a result, even 'long-range planning documents typically don't consider more than a la to 20-year time frame What may be new (or rediscovered) is the comnmutment to extend the tiara horizon beyond a reasonably predictable future. To the extent that data or courage will allow, we need to try to forecast the future and put the decisions we are making today within a different temporal context, to start talking about generations, not necessarily years. We are planning to make thugs better for ourselves and future generations. Tune scales should be thought of not m election tests. adaunrstrations, or min mental years, but rather generations, decades, and even centuries. Getting a community on a track toward being sust unable does not happen overanghL nor does it happen over the course of a couple of months, a year, ar evm a couple of years. It is a process requiring patience foresight, and time. Therefore, susbunnabihty programs and criteria need to be clear enough to span terms of elected officals and be useful for those who will inherit them - Bounded by Limits Susbouble planning approaches development with a consciousness that is aware of limits to a community's local development and population potentat--a concept that borrows heavily from the notion of carrying capac- rty From an ecological perspective, canymg capacity is usually defined as the maximum population of a given species that can be supported mdefirutely in a specified habitat without permanently nmpauung the productivity of that habitat The term as generally used by planners, however, means the ability of natural and man-made system to support the demands of various uses. It refers to inherent limits in the system beyond which change cannot be absorbed without producing instabthty, degradation, or irreversible damage (Godschalk and Parker 1975) The most basic example of an absolute carrying capacity limit (as discussed in Chapter 2) is the earth's finite ability to produce food and other needs for a burgeoning population. A real threat, and one worthy of global attention, this limit provides the community planner with little to work with. Thus, community planners find themselves wrestling with what Godsdolk and Parker (1975) identify as three separate but mated carrying capacities: environmental, perceptual, and institutional- For example, environmental carrying capacity is the limit at which human activity will lead to undesirable changes in the envuomunent. The concept rests on an assumption that there are certain hurts the environment itself (eg., regional-Ievel ecosystems or bioregions) tmposes on development. The process of living off the interest of ecological resources has clear (although not uncomptieated) applicability to such issues as groundwater extraction, air and water contamination, use of agricultural and fb:+est lands, and mamb aance of btodivensity and habitat (Beatley 1995) Operational mnethods to define specific and quantitative natural carrying capacity limits, however, have yet to mature to the point of becoming planning tools, Rarely can are find an absolute limit Gee., one that cannot be changed or expanded by additional mvestme nt of resources or technology) Therefor- carrying capacity analysts requires a certain degree of professional judgment to comprehensively account for all the important elements and the dynamics of the mterz,dationships within an environmental system A sustainable community recognizes that the potential for human development is finite and seeks to live, develop, and operate within the natural 'haute identified (For a more detailed analysis of carrying capacity on a local level, see Godsc alk and Parker 1975, Basile 1977, or Wackernagel and Rees 1996 ) Natural/Geographic In a snmular vein, susbunabdity requires approaching natters based on thew natural and geographic characteristics, not artificial and political units. Most I limits a whole array of potential solutions Because this approach to problem solving fails to address the root causes of the problem in question, it is ultimately doomed to failure Issues can be better addressed by using sustainable development as a "lens" through which we more clearly see the interdependence of natural, built, political, economic, and organizational systems To more effectively and holistically address the root causes of problems, we must ask how strategies affecting one dimension or issue invariably will affect another How will decisions affect the aggregate situations The matrix presented in Table 3-1 below provides a first step towards realizing some of these connections It examines functional areas with which planners are often directly involved —land use, housmg, transportation, environment, and econonuc development —and illustrates how each functional area affects and is affected by the others. By recognizing and accounting for these effects, communities can make better decisions with an understanding of the aggregate situation and focus on the interrelationships among the elements. Economic Development Etrvb mod Tramportatioe Lsed Use eripkayment bcabon land costlavallability cost of public services tape of housing lobsitioasing balance Communities can improve integration on many level among various environmental issues, among envuon- mental, economic, and social issues, among local lunsdic- tions, and between the public and private sectors. Sustainable development recognizes that the whole of the system is much more than the sum of its parts. If we change the way we make decisions, we will change the decisions we make Jim MacNeil Uereeral Uld C inin&wton on Environment and Development Participatory Ideally, sustai_nability is about focusing on the desired outcoames for people —a pursuit that broadens the process by which a community discovers, considers, and tackles particular issues. The uidmiduals within the Table 3-1. A Matrix of Connections network of pals XW open spare sutabi ly of development air QW ty wato *aft SW rrasta disposal vel>tck miles traveied vrabMy of transit vasty of pe desbiatn and ticycle bavd location of services denser of deiielopment demand for par" houssi9 mix density Honing 19 balance type of employment hatisirig location access to open space Homy property tax rate pbsftxmmng balance variety of jobs variety of housing prices site design access to open space use of solar energy natural system protetion air quality water demand viabfiry of transit density messitift to open space housag affordability fin terms of attendant 0)(Fe) demand for parking location of services Transportation accessibr" location of viabi ily of transit location of employment density of employment fug cost impacts demand for parking positive business environment habitat fragmentation air Quality water qualily open spy EsMamed open space carrying ceW* land aub bility brormfields mfill sauna SoMwabie Sa de.19% 20 Figure 3-3 The Olympia, Washington, Strategy for Reducing Greenhouse/Ozone-Depleting Gas Emissions Municipal Operations development, require solar orientation and access, ♦ Encourage use of carpools, busses and bicycles by establish incentives for energy and space -efficient city employees subdivuon design, zone for mixed -use neighborhoods) ♦ Use Corporate Average Fuel Economy standard nuleage ratings in selecting new vehicles (currently 40 mpg) ♦ Improve maintenance of existing vehicles • Consider purchase of alternate fuel vehicles or conversion to alternate fuels ♦ Reduce use of city vehicles (e g , by changing routes, employing police bicycle patrols) ♦ Acquire more bicycles for city employees (e g , for meter readers, travel to meetings, personal errands) ♦ Incorporate energy efficiency and renewable energy tech mologies in constructing or retrofitting city - owned facilities or operations • Evaluate potential for reducing or capturing methane emissions from sewage treatment plant ♦ Expand purchases of recycled products ♦ Use building and automobile air conditioners that do not use CFCs ♦ Recycle automobile and building air conditioner CFC mots ♦ Reduce or ehmmate purchases of products using CFC as a blowing agent ♦ Expand in-house waste reduction and mgdmng imam ♦ Invest city funds in environmentally sound securities RASulatton ♦Consider global warning umphatuons in implementing growth management legislation ♦ in updates of zoning code and development standards, consider revisions to reduce vehicle use and increase tree cover (e g , revise street standards to encourage bike paths, street trees, slow streets, and bicycle/pedestrian paths, rev ss+e parking requrreaments, require open space in all new SMWC oly®p- W—N-gt— cdlaba+ wacmtas lam tvice THE PLANNER'S ROLE IN PROMOTING SUSTAINABILITY The planning profession has been slow to pick up on the theory, tools, and examples of sustainable develop- ment Numerous professional societies, including architecture, landscape architecture, and civil engineer- ing, have issued declarations on sustamnabdity and a ♦ Consider changes in transportation plans and polices to encourage public transportation and other alternatives to private auwmmobdes ♦ Consider changes in the budding code to increase energy efficiency of new commercial buildings ♦ Explore city authority for regulating use of CFCs in Olympia, such as requiring use of capture -and -recycle equipment for automobile air conditioner repairs. prohi�ttmg sale of air conditioner refrigerant for do-it- yourself repairs, and requiring reclamation of CFCs upon disposal ♦ Consider including impact on greenhouse and ozone - depleting gas emissions in the city's environmental review process Educabonflnecietwes ♦ Assist in developing Intercity Trariwt six -year plan to mclude more mcentives to bus use (e.g, downtown free zoew- mole frequent peak -hour nuns, bicycle tamers) ♦ Offer momtrns for city employees who walls, bike, carpool, or bus to work ♦ Convene a regional forum to explore mformaton, education, and other mmoentives for energy conservation ♦ Offer recognition/awards for private businesses and ocganmtions that promote energy efficiency and reduce air polhition • Lobby for state lepush bon anowmi; mcenaves for such pnogramus as alternative energy aid reduced vehicle use ♦ Lobby in support of dean air and global warming legislation ♦ Study state packaging task force recommenndations and support revisions to allow local authority to regulate CFC and other o zone-depletmmg products ♦ Encourage state government to adopt staggered work hours and provide umtentives for employees to reduce auto use development. The Amencan Planning Association, on the other hard, has largely remained silent on the issue While each of the case studies showcased in Chapter 5 involved planners in one way or another, none of the five originated in community planning. departments There are countless examples of community "best practice" case study material that remain unused in r Identify Unsustauuble Actions Current planning in most communities has developed a momentum for deasions—a momentum taking us away from sustainable planning A first step in changing that momentum requires identifying instances where sustainable practices could be better and more thoroughly addressed. Planners must become better at pointing out the unsustatnabtltty of conventional planning and development policy (Beatley 1995) and offer remedial measures to improve such actions For example, planners could • assemble a -punch list' of currently pending unsustainable projects (e g , automobile -dependent land -use patterns, development in hazard -prone areas, decreases in the share of affordable housing stock) and offer remedies that would help to aim these projects in a more sustainable direction, • identify and question the criteria used to make decisions on development projects and offer to clarify the criteria using principles of sus ainability, and • identify instances in which the communication between various agencies (or between agencies and the public) has broken down, thereby decreasing the effectiveness of collaborative planning and review, and offer remedial measures to department heads Promote and Clarify an Alternative Vision As much as anything else, sustainable development is limited by the negative expectations people have about what a sustainable society will look like and the complications it will involve. The Image that many have is of a spamian, materially backward life or a life that means great sacrifice and living with less (Beatley 1995) Citizens, professionals, and even elected officials alike may be quick to ask, How is sustatnability better7, What does it mean for me?, and What additional work will I have to do? Developers may fear stifling bureaucratic procedures and longer delays for permit processm & Buelness owners may fear stricter regulations and higher overhead costs. Private land owners may fear mcreasing encroachment on private property nghts. planners can help each of these groups understand why the vision of a sustainable future is a desirable and compelling one. They can describe this sustainable future in ways that inspire people to envision and anticipate this future, not simply fear the changes it will bring about The above -mentioned concerns may have some validity in the short term because changing the way of doing business requires time and flexibility However, planners need to be equipped to demonstrate the long-term benefits of such actions and help a community choose the future it would prefer at the cost it is willing to pay Long- term visions (and benefits) of sustainable planning may involve • sc;appmg unclear regulations and development expectations for flexible design requirements with precise performance measures, 24 r • trading stifling and drawn -out multi -agency review procedures for quicker and easier review, and • turning in a scattered and undecided future for the community for a clear vision accompanied by objective criteria to guide decisions for arriving at that viston. Promoting Integrated Planning and Policies often, goals, objectives, and policies are considered and administered within the confines of their specific functional areas. For example, goals specific to land use are usually addressed through traditional land -use - related measures (zoning, public facilities, etc.) while affordable housing objectives are often addressed through nonngovernment organuzahons. The provision and maintenance of sidewalks is adaun>stered by department of engmeerin& Generally speaking, these departments, each of which is fulfilling its own lughly specialized niche, have relatively little contact with one another A key role for planners in the development of integrated policy is to make the complexity of the interactions intelligible to decision makers and their constituents so that decisions are better unformed. Terry Moore a" Pant Thmsnes The Tmmpw taho W1.md Use Cmnwtm This separation of tasks fails to recognize the mterrelabonslups of many strategies and fails to take full advantage of how a particular strategy in one area could help to advance the objectives of another area In many cases, a creative solution to one planning problem can actually help address several others. For example, the illof automobile use on the environment (air pollution, fossil fuel consumption, noise) are well documented and understood by citizens, planning commissioners, and elected officuds. And the goal of reducing automobile dependence has made its way into the transportation plan for many communities. Attention to the connections between decreased automobile use and other elements of a sustainable community, however, are not as well understood and, as a result, are often- times left undtsscovered. (See Figure 3-0 Using these selling points in a condensed and easily understood manner, the rase for reducing automobile use becomes increasingly convincing Without the above selling points, however, the benefits may go unrealized_ Similarly integrated arguments could be nude for a host of sustainable ideas. By habitually pointing out these connections in staff reports, hearings, and other public and private forums, planners can help both elected officials and the public to better understand the importance of dunlang about planning and community development in a holistic mariner Serve as the Guinea Pig One of the most valuable roles a planning department can assume is that of reeducating the community through example As part of the Santa Monica Sustainable City Program, city operations served as a role model for the community by developing its own environmentally and socially responsible procurement policy As part of that policy, the city plans to develop purchasing policies for almost 50 categories of goods and services As it turns out, volunteering the city as a "guinea pig' was a particularly successful strategy In a similar vein, planning departments can serve as a guinea pig to gain the support of sustainable city operations. For example, planners could sell their office environment as one pursuing "every day" sustainable actions such as: • ordering and using only 100 percent recycled and 100 percent post -consumer paper, • photocopying all documents double sided, • purchasing an office bicycle for department staff to use as transportation means when inspecting various job sights, etc., and • encouraging a "brmg-your-owndrsh' program for use in departmental events to minimize the use of disposable materials. These kends of actions will have minimal effect on the overall sustamabilnty of a community The overall ment, however, in terms of helping reorient the community toward susbunability is immeasurable_ Its greatest ment is to demonstrate a commitment toward sustainable development practice from the planning department —a commitment to be replicated by other departments and ultimately, the entire community Listening To and Working with the Community If a community is going to work toward a vision and respond to changes that will help them make sustainable actions, it is imperative that the end they are working toward is indeed their end It is easy for planners, being relatively familiar with the subject material, to substitute their own vision for that of the community's More important than presenting the answer, however, is helping the communuty arrive at its own answers Therefore, in order to allow the community to take ownership of its future, the best role for the practicing planner is generally that of a facilitating listener CONCLUSION This report urges planners to assume a stronger role in plannmg the future of commurutiem In many people's nunds, the role of the planner has ahugs been about securing a more sustainable future (i a allocating resources wisely, reducing waste, making transport cheaper, easier, and better) In this respect, sustamabu7nty may require planners to emphasize what people thought they should have been doing all along — helping people arrive at the future they desire. What may be new (or rediscovered) is the commitment to extend the time horizon beyond a reasonably predictable future and clarifying possible outcomes and opportunities that are available. As members of a profession dedicated to making communities, states, nations (and for that matter, the world) more livable and humane, it is the planning profession's responsibility to ensure that our vision includes not just the current generation but future generations as well. 26 Chapter 4. Bringing It All Together. Sustainability at the Local Level The previous chapters (a) establish the need for a new paradigm, (b) describe some of the key characteristics of such a paradigm, (c) outline dimensions for government involvement, and (d) posit a role for the planning professional The next steps involve putting these ideas to work within the context of a community program to promote sustainable development. The last two chapters of this report describe elements of a model sustannabilnty program and profile five US cities with sustannabilnty initiatives. Each community has unique characteristics that influence its progress on sustamability_ It almost goes without saying that the same strategy that will receive rave reviews in Olympia, Washington, will run up against a brick wall in Chattanooga, Tennessee There is no magic wand or special recipe for a successful sustainable development agenda Determining and coordinating the specific tenets of a local sustamability program is an endeavor that must be left to the individual community to work through. Some initiatives are driven by community citizens, while others are driven by city council members, some may be geared around specific issues such as global warming, while others are oriented more generally at improving the overall quality of life. If approached with the right underlying philosophies, a range of approaches can move a community toward long-term sustainabihty There are, nevertheless, common elements of programs or processes that have been used by communities pursuing such an agenda_ For example, each of the five community programs highlighted in Chapter 5 uses some variation of a mission statement to describe its community initiative This chapter outlines critical elements that make up an ideal sustainable development program. It is important to keep in mind that, given financial constraints and political realities, not every community will be able to u nplement every tenet of the ideal sustainable community This does not make a program unsuccessful, nor does it mean that doing what you can to promote sustainabdity is a fruitless exercise The most important thing is to initiate the critical process of reorienting the community toward a sustainable mundset. A dozen elements are described here and are broken mto three categories The categones—in the beginning, creating the mfiastructure, and implemientatwn and monitoring—pmvide a rough time line for when in the process the elements are likely to come together The Institute of Portland Metropolitan Studies has published a workbook, A Patkway to SustoraiNity (1995), that outlines issues and processes to consider when developing a community's sustainable development strategy_ While this chapter reinforces many of the general processes in that workbook, it also describes in greater detail various elements of a susta•_nability Program - The rdernhfrratwe of various elements is intended to be comprehensive. The desarptwe of each element is not In other words, the intent is to provide enough information to establish a foundation for sWtmg a local sustamabilnty program Specific details regarding the structure and mnplemneritation of any local program will, of course, vary from community to community depending upon the structure of local government, political circumstances. and the lewd of public mmautment The subject matter for each eleawnt discussed below could constitute a PAS technical report in and of itself There is considerable literature on marry of these topics (as some of them have constituted good plarmmg for years) IN THE BEGINNING The Steering Committee Most often, the first task any community striving for sustainable development must address is the formation of a group of individuals who will be responsible for the overall development, adaun>,stratan, and monitoring of the program. A "steering committee" is a generic term used for this group, which may also commonly be referred to as a task force, community forum, blue ribbon panel, round table, working group, etc Whatever its name, its membership needs to connect to a broad base of support from community leaders, and its support must demonstrate an initial commitment from leadership This initial leadership is what will provide the inanpetus to get the program up and running Committees typically should not be limited to elected officials but should include leaders from a variety of backgrounds, including business 27 a Knowing the answers to these questions in part determines how aggressive the program can be and which of the described program elements are even possible 'cell me, I forget Show me, I remember Involve me, I understand Chinese proverb Vision While general visions of a sustainable planet are helpful (President's Council for Sustainable Develop- ment, State of Minnesota Vision), they can leave an individual community hungry for something specific to work on. A vision is the overall image a commiuity wants for its future —manifested through a unique set Of dnaractenstics In order to steer a sustainable devel- opment program, a clear vision is imperative To an extent, visioning takes self -assessment the next step by further reaching into the community and understanding what it values Most often, it is a facilitated process that may require community meetings, focus groups, surveys, radio talk shows, newspaper articles, television shows, or other forms of outreach In a sense, a vmon represents a political compact between the government and the citizens about what they want their community to becomie (Lawrence 19%) The following questions provide examples of the land of issues any community must resolve as part of its vmonmg process • What community characteristics are valued most? • What characteristics has the community expressed an interest in preservmg7 • What processes or programs are important enough to be granted a higher level of priority* • What characteristics are important enough to be mnproveP If you don't know where you are going, you might end up someplace else Casey stemgel As part of the vision, a community may wish to develop a definition of sustainable development that is specific to the local context and explicitly addresses context (needs and issues of the community) as well as the temporal and spatial scales Many definitions (and many sustai*nability programs for that matter) are biased toward one of the three attributes of a sustainable community (environment, economy, and society) This is because certain interests are pushing particular concerns onto the agenda or possibly because we do not think all "three legs of the stool" can be supported simultaneously This is all right if the bias reflects the goals and aspirations of the community at large It is important, however, to remember that achieving a balance among social, economic, and environmental considerations is imperative in improving community sustamability Cnteria for Decision Malang Sustairnability requires a new and holistic noble system for the community —a value system that decision makers will stand behind This value system is reflected through specific criteria, usually in the form of principles, that serve as a checklist to ensure that future activities are consistent with the vision and definition the community has established_ While existing principles from a present comprehensive plan may already be closely aligned with the mission of sustainable development, having the specific criteria couched within the context of sustainable developmuent reconfmans the commitment to a new value system. The criteria need to be specific, clear, and concise in order to provide a useful picture of what is expected and where the community is heading CREATING THE INFRASTRUCTURE Partnerships If sustai*abihty is about multiple agencies and institutions cooperatively pursuing projects, the ground- work that encourages such interactions is essential. Three general -circles" must be convened goveinmient, businesses, and the community (citizens, NGOs, etc.) Often, the seed for a program will germinate and bloom in one of these circles with the ultimate intention to spread to other circles, but never really does. As a result, a single faction may busily work away, continually wondering why other interests don't share in its vision. To prevent this pitfall, equal representation of all ardes is necessary in the initial visioning process as well as the deve1oQaietit of specific programs. The use of specific mnovative part slops can be employed to more aggressively and effectively operate programis. tees use transportation as an example. A sustainable transportation (and subsequently, transit) program creates links with a number of agencies to help create demand for the transit system and help administer it. In this example, the following partnerships (and potential roles they may serve) may be valuable. • Local school district to schiedule bus routing assignments that complement one another • A large employer or local university to create parking pricing programs that encourage transit patronage • A clamber of commerce to help implement parking pricing strategies and to facilitate attractive downtown transit stops • The artist community to encourage tasteful and attractive art in transit stop locations. Reading into all domairm of a community's operations cannot be accomplished without public 29 l the workload of many people s jobs and the issues of successful programs, there simply is not enough time to devote to maintaining sustainable development programs ,on the side ' Granted, a program will typically need to mature a bit before the community will see fit to assign a staff person (that is why there are champions in the interim) Time and time again the organizers of sustainability initiatives claim "if they had only outlined a yearly budget as part of the yearly budget process, they would be much better off " just as bicycle and pedestrian coordinators are maeasmgly common in city government, sustainable development coordinator positions are also springing up Additional funds may be needed for facilitating meetings, traveling, newsletter publications, indicator pro", etc Technical Analysis Whereas the action plan provides a blueprint for who will do what, a comprehensive sustainable development program requires technical analysis for decision making —,a method for "how it will be done " Technical analysis may be as simple as calculating pro)ected buddout under current zoning regulations and associated impacts (or carrying capacity) on various public services (e g , water, wastewater treatment, solid waste, etc) These impacts, however, are relatively elastic and their capacities can, for the most part, be expanded with little effort. A more complex example is calculating the natural carrying capacity of regional - level ecosystems It is important to identify the various limits to developmental pressures and then seek to live, to develop, and to operate within them (Beatley 1995) As discussed in Chapter Z the US Department of Energy's Center of Excellence for Sustainable Development has developed a rather specific methodology for analyzing the effects of alternative development sceranos on community sustauiability This methodology, which is geared around energy consumption, may prove a useful tool for helping communities begin to analyze local circumstances. If issues other than energy (unique biological resources, for example) are considered antical, a community may instead wish to develop its own methodologies Indicators and Data Collection Effectively designing strategies and policies for a sustainable community requires a clear understanding of the community's successes, problems, and future challenges Information about kev trends affecting a community reveal whether the communitv is headed toward or away from sustamability in various areas and the velocity of change By tracking trends via indicators, a community can examine the unpacts of existing policies and anticipate how likely they are to satisfy the aspirations of future and current citizens Indicators must not simply measure things but, instead, desabe the direction of the community in a way which aught compel individuals or institutions to action Indicator protects that collect data and tell people what the data mean are not likely to lead to more sustainable communities. Indicator pro)ects that provide information and let people within the community decide what it means for them and how they want to change things in response seem to work better (Lawrence 1996) Of course, one of the primary advantages of using sustamability indicators is that these measures an Help a community better focus its efforts on specific areas in need of attention A number of communities throughout the country (mcludmg four of the five highlighted in Chapter 5) have used indicators as the foal point of their programs in an effort at self - assessment and consequent reeducation. Commonly used indicators include environmental data (e.g., air pollution levels, solid waste diversion levels, lass of wetlands), social data (eg , low-income housing data, literacy rates, come rates), and economic data (e.g., unemployment rates, poverty rates, percentage of locally owned businesses) These lands of data may be good starting points Communities, however, should also consider issues that are important in their local context For example, communities in the Pacific Northwest may be particularly concerned about their effect on wild salmon runs, whereas Midwestern agricultural communities may be especially concerned about the loss of farmhand to suburban sprawl. It is important that the indicators reflect the concerns of the community they are intended to characterize. (Far a more detailed discussion and analysis of mdreaWm see Lawrence 1996c, Community Environmental Council 1995, Sustainable Seattle 1995; and Maclaran 1996) A listing of onterm that various agencies and communities have used, or suggest usmg, to develop indicators ss included in Appendix B 31 (.I Chapter 5. Communities Making a Difference: Case Studies of Successful Sustainable Development Programs Based on a broad survey of sustainable development initiatives, Chapter 4 identified and described elements that should be included as part of the "idear program. This chapter profiles the efforts of five communities to provide a more detailed account of how some of the elements of an ideal sustainable development initiative are played out. Dozens of communities throughout the country have meta able development programs. Some programs have been initiated by city departments or leaders, others have been initiated by community groups, still others are proactive public/pnvate partnerships. This chapter showcases efforts in five communities that are ahead of the game and diverse in their political, geographic, and demographic climates. They are: 1 Seattle, Washington 2. Santa Monica, California 3 Chattanooga, Tennessee 4. Cambridge, Massachusetts 5. Olympia, Washington This group includes one large metropolitan area (Seattle), two large suburbs on opposite ends of the continent (Santa Monica and Cambridge), a medium -size city (Chattanooga), and a relatively small city (Olympia) These eonimumbes offer a range of ideas and approaches for planners from all lands of communities. A descnp- bon of each community's efforts follows. A summary chart that compares elements of the processes of each program appears in Appendix C. SEAT ME, WASHINGTON- A GRASSROOTS APPROACH It is not surprising that Seattle, a leader in flunking on a variety of planning and environmental issues, is also at the vanguard of thought on sustainable development. Home to such American icons as Microsoft, Boeing, AT&T Cellular Communicabonns, and Starbucks, this city of just more than 500,000 people is widely considered one of America's most livable, in no small part due to of the city's beautiful natural setting, with clean air, sparkling waterways, and majestic mountain views. The desirability of the city is, however, also largely due to an attitude toward civic affairs that fosters a real sense of aommumty Long a place with a strong environmental ethic, Seattle is an innovator on many environmental fronts The city's recycling program, for example, is tied with Orakland's for best in the country, with a 500 percent increase in total recycled products river the past two decades. Even so, all is not as well as it may appear on the surface. The city's traffic congestion n ranked among worst in the nation. Drinking -water quality and park acreage in the city compare poorly with that of many other large cities. Outlying open lands are bemg gobbled up at an unprecedented rate as development a+Peps into the Cascade Mountains, A 1994 World Resources Institute enviionaimtal quality survey of 75 metropolitan cities ranked Seattle 65th. Mayor Norm Rice has declared that "the lifestyles we (Seattleites) are leading are simply not n stainer >a " Fortunately, many people in Seattle recognize these problems and appear to be wiEbmg to tackle diem head on. Both the local citizenry and the city government have taken a series of positive steps to move the city down a path of sustamaWity by initiating a number of aaricrete actions and, perhaps more unportandy, by beginning to reeducate Seattlertes to adopt a sustaukable mi ndset. Sustainable Seattle —Leading the Way Through Community Activism Seattle's initial efforts to achieve sustainability were spearheaded not by any city departaenrt, but rather by a local nonprofit group called Susta= k Seattle- With a current raster of 75 active participants and more than 300 members, the group has developed and tracked a set of "indicators" of sustannability that local policy makers use to gauge their progress toward the long- term viability of the community The idea for the indicators project originated at a November 1990 conference sponsored by the Global Tomorrow Coalition, a now -defunct think tank that had been based in Washington, D.C. The Sustainable Seattle r L 33 )4"1f irt�w sustainability, indicating the tough road ahead for the city to achieve long-term sustainability Results like these, however, should be read with caution —two years can provide data but not necessarily statistical validity or long-term trend viability And that is an important issue when dealing with public perception The public that buys into a sustamability effort might be discouraged when confronted with such results When using indicators, take into account which may be vulnerable and how they are vulnerable to economic cycles Also ask whether there is a lag time in song the results of policy change For example, some actions to reverse a problem like groundwater pollution aught not show measurable results for many years Mother Nature may act very slowly in terms of human perception_ 'lice areas in which improvements in sustainability have been found in Seattle are largely those that reflect personal lifestyle changes, such as solid waste recycim& pollution prevention, voter participation, and hbrary use. This seems to indicate the presence of a highly educated local citizenry that is able to make responsible personal choices when there is a perception of some level of control. On the other hand, many of the "big picture- issues (wild salmon populations, wetland acreage, biodiversity, personal income distribution, and poverty) have exhibited signs of declining sustamability in only a two-year period Such issues are closely related to a host of regional, national, and global forces that are beyond the control of any individual The short- term indication appears to be that reversing trends in these issues may require government intervention at the city, state, or possibly even national level. Sustainable Seattle plans to continue publishing its indicators report every two years. But, because reporting sustainability is not the same thing as achieving it, the group is now attempting to turn its efforts toward implementing long-term changes that will lead the community to a more sustainable future. For example, a Sustainable Seattle policy group advises local governments on developing policies that encourage sustainable practices. A separate group is also being formed to provide similar advice to leaders in the local business community Also in process is a guide to sustainable living that will give practical advice on how individuals, families and neighborhoods can practice sustainability in their day -today lives Table 5-1 Susfainabilitr Trends in Seattle, Washington Dediolft No Discernible Trend la wen Sedabaillift Treed (14) or Unchanged (18) 3101nalnftTheo (8) Wild Salmon pedestrian Fneridiy Streets Eevnroome d Wetlands Impervious Surfaces Air Quality Biodiversity Open Space to Urban Visages Soil Erosion Residential Water Consumption Population PoRtm Pnwenbon and PgmIafim and Farm Acreage Vehicle Miles Traveled RenEwable PAsource Use Resoerces Renewable and Nonrenewable Fuel Consumption Sold Waste Generated and Energy Use Re*W Distitebon of Personal Income Hea4h Care Egwidti res Real Unemploynwd Economy Housrrq Affordability Ratio Work Required for Basic Needs Employmerit Concenbabon Children Living in poverty Community Capital Emergency Room Use Adult Uterary High School Graduation Ethnic Diversity of Teachers yaws andInstructm JuvenileCrime ya Eduatie■ nteer Involvement uh Schools Youth Involvement in Community Serve Public participation in the Arts Equity in Justice Voter Paroerpabon Health sod Childhood Asthma Low Birthweight Infants Library and Community Center Commeeily Gardening Act" Usage Neghborriness perceived puppy of Life swn,v SusUwabk eaftle, ins 4 35 Figure 5-1. Seattle, Washington, Neighborhood Planning Process • Comprehensive Plan Elements set goals for the aly and for neighborhoods • Neighborhood Planning Element and accompanying resolution describe a neighborhood planning program that results in comprehensive and collaborative neighborhood plans • Neighborhood Planning Guidelines • Generic Scope • Toolbox Comprehensive Flan Amendment sMU, cAY of sau1.. ro.or • SNAMEW svwea"K • Comprehensive • Issue -specific • Mayoral and City Department Review • City Council Review and Adoption Zoning Capes Facilities Needs • Residents • Businesses • Institutions • Special Interests • City Government Other 37 s t Figure 5-3 Santa Monica, California, Goals for Sustailabillty Resource Commmation Policy Goals • Promote the use of conservation technologies and practices to reduce the use of nonrenewable resources Develop local, nonpolluting, renewable energy, water, and material resources, and expand recycling technology m these areas Transportation • Maximize the use of alternative forms of transportation, including walling, bicycling, public transit, and car pools/ndeshare • Develop innovative traffic policies that reduce negative impacts from vehicles and limit pavement area to the • implement work schedules that reduce the number of employee commuter days • Advocate the regional development of public transportation systems city Because all of the indicators are based upon current programs, data is readily available This simplified the data collection process and allowed the city to spend more of its resources on implementing projects The indicators were selected for two primary reasons they are measurable, and they represent areas over which the city ttself an exert some control through city policy What is also different about the Santa Monica program is that, since the project was city -sponsored from the start, the city was able to take the next logical steps m the program development. They were: (1) setting numeric targets for improving conditions in areas represented by each indicator and (2) developing and implementing specific projects than can snake identified goals a reality This emphasizes that the city is striving to achieve real results, not just pie-rn-the-sky pokibazuhg and makes it easier for decision makers and the public to see real progress The year 1990 was set as a base year against which all future progress will be measured. Real, achievable targets to implement each of the primary goals by the year 2000 were established The base year condibons and 2000 targets for each indicator are presented in Table 5-2 Targets were developed m a variety of ways. Some were dictated by state or other legislation For example, the targets for reducing landitlled solid waste were taken directly from the Cahforna Integrated Waste Management Act (AB 939), a statewide law requiring all communities m the state to develop plans to reduce landfilled solid waste by 25 percent by 1995 and 50 percent by 2000 Others (energy and water usage, for example) were developed in consultation with service providers to determine what kinds of Pollution Prevention and Publw Health Protection ♦ Protect and enhance environmental health and public health by reducing or eliminating the use of hazardous and toxic materials by residents and busmesse minimizing the levels of pollutants entering the air, soil, and water, and lessenmg the risks that environmental problems pose to public health Ensure that no one geographic or soaoeaonoauc group in the city is bung unfairly affected by environmental pollution Community and Exonamw Development ♦ Encourage the development of compact, mixed -use, pedestrian-orierited projects Promote the growth of local businesses that provide employment opportunities to Santa Monica res dents ♦ Facilitate education programs that enrich the fives of all members of the community reductions were technically feasible. Still others (a 15 percent reduction in the use of hazardous materials, for example) had no real scientific basis but lust seemed like reasonable goals_ In contrast to the findings of the 1995 Sustainable Seattle indicators update, a 1995 progress report on the Santa Monica Sustainable Cores Program found the city moving toward sustainabilfty on most fronts, including energy and water efficiency, solid waste generation, and the development of affordable housing (see Figure 5.4 on page 41) Only bus ridership has shown a dear trend away from sustainability, aHhhough the decrease in ridership can be attributed at least in part to the recession of the early to mud-1990s. Such progress can be attributed both to the fad that the indicators bang studied are based on city programs that were already underway and the fad that the city selected indicators over which the city itself has some control. Nevertheless, the program provides the commnituty with a comprehensive look at how such programs are doing and, perhaps more importantly, how they are H nked to one another Moreover, the fad that real, measurable progress is being demonstrated should help provide the political will to aggressively pursue the program in the future Program Implementation The city's Environmental Programs Division was rnsponsible for tracking mmdicators and overseeing the implementation of projects to achieve the overall objectives. Environmental Services staff have already developed and implemented a number of programs sumee the adoption of the program Among the frost was ,o Designed to illustrate the potential effectiveness of making responsible purchasing decisions, it involved replacing 17 categories of cleaning products used by city custodial services with less toxic or nontoxic cleaners for a 10-month trial period Over the course of the trial period, custodial staff tried a number of alternatives After 10 months of experimenting, staff were asked to recommend the most effective products The city considered these recommendations as it developed a new set of purchasing specifications for clearing products and ultimately awarded a contrail for the purchase of less toxic alternative products in 15 of the 17 product categories The benefits of the program have been many and vaned As one aught expect, the city has reduced its use of hazardous materials substantially (by more than 3,200 pounds per year) and has achieved an overall cost savmgs of 5 percent. An unexpected benefit has been a reduction in the amount of sick time taken Finally, by mvolvmg the custodial staff in the decision - making process, city tanitors were empowered to improve the sustamability of day -today activities at the city Other current and future protects include: 1 the development of purchasing specifications to promote the purchase of environmentally preferable products and services, 2. a vehicle replacement program designed to achieve a year 2000 target of 75 percent of city velucles using reduced emission fuels, and 3 the creation of guidelines for sustainable construction and development techniques This program is anticipated to include a mix of performance standards and incentives for reducing resource consumption, waste generation, and pollution, and safeguarding the local environment and public health Planning Department Involvement The Santa Monica Planning and Community Development Department was not heavily involved in the program's genesis. Because the program was initiated by the Environmental Task Force and is being implemented primarily by the Environmental Programs Division, planning department staff were largely unaware of the program during its formative stages, Since the reeducabim process began during the formation of the city's interdepartmental working group, however, the planning department has embraced the concept and now intends to incorporate sustainable concepts into future planning efforts, including future updates to all General Plan elements. In fact, the updates currently underway for the Circulation and Open Space Element of the General Figure 5-4. City of San Monica, California, Progress in Achieving Saslainability Sustainabildy Indicator Decreasing Sostainabililly Water usage Lanfdled solid waste Wastewater flows Ridership on Santa Monica bus Ones 50% reduction Dry weather storm drain discharges to ocean Known underground storage tank sites requiring cleanup Deed-reshmW affordable housing units Community gardens Creation and implementation of a sustainable schools program Public open space Base Year (11 Increasing Sustainabilily 15% reduction 21% reduction 18% reduction 30% reduc on 28% reduction 26% increase No change In progress <1 % increase F 01 N 1 v r r r The opportunity for real input into the public process that Vision 2000 offered created a groundswell of enthusiasm and civic pride that changed the way the community saw itself By 1992, a renewed interest in making the community a better place had resulted in the initiation of more than 200 individual projects to see these goals through to fruition All told, these projects represented a $790 milhon investment in the community In total, 37 of the 40 original goals were partially or fully completed in only eight years. Since 1984, the visioning process has been ongoing as the community continually reevaluates its progress and sets new goals Chattanooga Venture hosted conferences on the environment in 1990 and 1991 attended by a number of leading national experts, which were important to the community educationally and as a means by which community leaders established relationships with national leaders. In 1993, the community held another visioning process, ReVision 20M, to assess the community's progress and establish new goals_ The public meetings, in which more than ZW people participated, resulted in 27 new goals and a central community goal of becoming a nationally recognized center for environmental improvement (see Figure 5-5 on page 44) By 1994, that theme was further refined to becoming a -sustainable community in which people choose to live, work, and raise their families' (City of Chattanooga 1994) In its Information Book presented to the President's Council on Sustainable Development in 1994, the city outlined valuable lessons that it learned as part of its community visioning process These includes Commundywuk putuYpation Creating a culture receptive to sustainable development requires a process that involves and educates the public in community planning and decision making InterrdaW systems Chattanooga made a conscious decision not to select a few items as pnonbes but rather to seek opportunities in its entire social fabric Integral to that decision is a fundamiental undestanding of the interrelatedness of economic, ecological, and social systems. Balance of vision and actwrL Long-term goals must be balanced with projects that can involve people immediately and produce visible results_ Pubtrc/primte collaboration. Bold ideas with broad - based community support lay the best foundation to attract the public and private support and build the mechanisms necessary to make these initiatives a reality Asset -based development_ Sustainable development must be based on the strengths of a community Chattanooga has identified and built on its two greatest strengths. the area's natural beauty and the generosity of its people_ Posrtrae working solutions Solutions already exist A positive attitude toward change can be harnessed by finding and building on positive working solutions here and in other places Sustainable Development Elements Although integrating ideas into a vision of the city's future is the real cornerstone of the success of Chattanooga's approach to sustainable development, the community is implementing a number of programs that involve planners Some of the keynote projects that have been implemented in several areas that the community considers vital to the attainment of long- term sustainabihty are described in the following paragraphs - Energy and transportation. Chattanooga is pursuing a number of ideas to improve energy efficiency and promote the use of alternative transportation modes. For example, the Chattanooga Trade Center soon to be under construction downtown will be a model for sustainable design, incorporating- (1) a grass roof that absorbs ultraviolet rays, provides insulation, and collects storm water, (2) a solar aquatics system that will treat sewage on -site and reuse grey water, and 0) the use of natural ventilation and solar power The ultimate goal is zero discharge of waste. The building will include ongoing educational exhibits of environmentally sound construction technique and practices - Chattanooga has also emerged as a leader in the development and use of electric transit vehicles through an mnovative pubhc-private partiraslup that may be the single best example of the aty's cooperative, proactive approach to achieving sustainability The local transportation authority received grants from a number of federal and local sources. The grants were used to fund procurement contracts to promote electric transit vehicle manufacturing and market expansions_ The contracts helped to motivate entrepreneurial investors to provide the initial capital for the manufacture of electric buses. Sucre the programs inception in 1991,10 electric buses have been put into service in a downtown shuttle route~, a company that manufactures eiectnc buses has been formed, and a nonprofit group to promote electric vehicles has been started In September 1991, the Chattanooga Area Regional Transportation Authority (CARTA) created a prorate, not -for -profit corporation, the Electric Transit Vehicle Institute (E M, to research and promote ETV technology By the summer of 1992, CARTA and Elul, working in tandem, had put the aty's first two electric buses into operation on a downtown shuttle loop That fall, CARTA awarded a contract to a local start-up company called Advanced Vehicle Systems (AVS) to manufacture and deliver an addrtronal 12 electric buses. Key to motivating AVS to provide the mutual capital to launch the electric bus -experiment' was CARTA's commitment to buy electric buses and willingness to accept evolvmg, less -than -perfect products during the early stages of the program. These concessions provided AVS's investors the comfort level necessary to make the initial investment in the program as well as the freedom necessary to make design improvements in a 'learn as you go- environment. The electric bus program, in combination with the Chattanooga's downtown shuttle system, has benefits that are both environmental (reduced air enussions, 43 F reduced traffic in the downtown area) and economic (the creation of a new local industry with a now national customer base, $12 million in shuttle system - related development) The city's experience demonstrates not only that public -private partnerships can work, but also that environmental stewardship and econonuc development can go hand-m-hand Natural resources Located in the heart of the 41,000- square-mile watershed of the Tennessee River, Chattanooga is implementing a number of programs for protecting the resources of the Tennessee River and its tributaries. The North Chickamauga Creek Gorge Watershed Protection Project, for example, brought together such diverse interests as the city of Chattanooga, Hamilton County, the National Park Service, the American Wh itewater Affibabort, the Bowater Corporation, and the Tennessee Valley Authonty to develop a plain for the preservation of biotic, historic, and cultural resources in the gorge. As part of this cooperative effort, the Bowatef Corporation designated 1,095 acres of its property in the gorge as a 'Pocket Wilderness' In 1989, the city opened the first phase of the Tennessee Riverpark and Greenway System, a multiuse facility designed to both provide recreational opportunities and protect the natural resources of the Tennessee River A remarkable achievement of public/ private cooperation, the Rnverpark has been pmtly designed, financed, coned, and managed by local businesses and chantable orgaruzations, private mdividuals, city and county governments, and various agencies at the state and national levels. In 1993, the Walnut Street Bridge, dosed to vehicular traffic since the 1970s, was reopened as a pedestrian "linear park Trails are ultimately planned to form a continuous greenway system that links neighborhoods, businesses, schools, and other local destinations. Sustsfirable coaamnuisea Recognizing that a community is not truly sustainable until the basic needs 01 of all its citizens are met, the city is implementing a series of programs to promote social and economic justice Foremost among these is a neighborhood revitalization program being ranged out by the Chattanooga Neighborhood Enterprise, Inc. (CNE) A nonprofit organization created in 1986 to develop, finance, renovate, and manage affordable housing for low- and moderate-mcomne cozens, CNE is dedicated to providing the opportunity for all Chattanooga to live in decent and affordable housing. Since 1987, CNE has completed improvements on more than 4,000 units at a cost of more than $65 milhon- Thne program, furnded from a collaboration of public and private sources, was recognized in 1984 as a national model for its contribution to making Chattanooga one of "the most livable cities in America " Eco-Efficwncy In order to accommodate the continued production of high -quality goods and services while protecting the environment, the community is strongly encouraging the redevelopment of older industrial districts, or brownfields Possibly the best example of this commitment to the recycling of land is the city's effort to reeneigize the city's South Central Business District. Historically characterized by a mix of industry and housmg, the district had experienced a slow decline over recent decades as much of its industrial base closed down or moved away The planning process for the South Central Business District began in September 1994 when the city held a stakeholder meeting with local residents, business representatives, and community leaders to identify issues that the plan should address. This was followed by an October 1994 one -day workshop in which more than 100 people developed seven rough concept plans, all of which demonstrated a surprising level of consensus on the vision of the area's future Common themes that came out of the public process included • a desire for more pedestrian -oriented, mixed -use commercial areas and neighborhoods, • enthusiasm for innovative eeo-mdustrial technologies and industries, • providing a mix of pb jenerating, ressdential, and commercial uses within an urban fabric and • creating a pedestrian/bicycle greenway throughout the area that links the area with the rest of the city The result of this public process and the subsequent staff work is a plan that will accommodate a mix of uses, including a special site designated for -eco- mdustnar uses that provide well -paying manufact>aing jobs with a commitment to environmental quality The intent is to create a 'zero - zone where one business's waste become the fuel for a neighboring business. Other planned projects include transforming the Ross Meehan Foundry, an abandoned industrial site, into an ecology center that will serve as a living laboratory and model of environmerntal education and restoration. PopriLtfoe and a msraniptwit. The city has undertaken a number of efforts to minimize per capita resource consumption and unplanned population growth The Orange Grove Materials Recovery Facility (lei, for example, allows the aommuaity to recover and reuse materials from its waste strum, thereby reducing strain on local landfills. However, it does much more than that. The MRF is a partnership between the city of Chattanooga and Orange Grove, a nonprofit shelter workshop for people with dnabA ties, that employs and trams Orange Grove clients. The facility has proved to be ideal for job training and the rehabihtatxm of people with diabiffibm By reducing resource consumption, creating more than 70 local jobs, and providing on-the-job trarnmg, this program links the environment, economy, and society To address the issue of teen pregnancy, the Harriet Tubman Express was created Under this programs, mentors within the Harriet Tubman housing development in Fast Chattanooga work with small groups of teenage women The program ninapproacchessocial, the pregancy issue a holistic way, addressing the psychological, spiritual, and physical makeup of each woman- The program provides educational opportunities, job skill training, sel-teems building, and the exploration of creative talents for each woman The traditional approach to the problem (education 1,45 Figure 5-7. Cambridge, Massachusetts, Sustainable Community Characteristics Economic Sec unty A more sustainable community indudes a variety of businesses industries and institutions that are environmentally sound (in all respects), financially viable, provide training, education. and other forms of assistance to adjust to future needs, provide jobs and spend money within the community; and enable employees to have a voice in decisions that affect them. A more sustainable community also is one in which residents money remains in the community / Ecological Itegrity A more sustainable community is in harmony with natural systems by reducing and converting waste into ranharmful and beneficial products, and by using environmental resources for human needs without undermining their ability to function over timhe. Outlay of Lfe A more sustainable community recognizes and supports peopWs evolving seise of weR4x=g, which mrh des a sense of bdongmg, a sense of place; a sense of self-worth, a sense of safety, and a sense of connection with nature, and provides goods and services that meet people s needs both as they define them and as on be accommodated within the ecologhal integrity of natural systems Empowerment with Respow&lItty A more sustamable community enables people to fed empowered and take regme sMity bused on a shared vision, equal opportunity, ability to access expertise and knowledge for their own needs, and a capacity to contribute to decisions that affect them The CCF posts a daily calendar of activities in Cambridge that includes public service announcements, and it also publishes a quarterly newsletter These activities expand the community's eorimunication and networking resources, which, in turn, provide greater publiaty for community events and encourage civic Plion. erhaps the mast effective mechanism employed by the CCF, however, is its strategy referred to as "reaching m'—ensurmg Participation by various sectors and interest groups by going to them to include than m the forum, rather than waking for various groups to come to forums. 'Readung in' broadens the base of participants and enables diverse viewpoints to be heard through various ways. Specifically, 'reaching m' mechanisms include appointing representatives of the city council to serve as 'bridges' to their constituencies, which allows groups to discuss concerns within then own local context and enables the Forum to hear from individuals who are not comfortable speaking out in large group meetings or in unfanuffiar environments; selecting forum topics that already resonate with some concerned people in Cambridge (e g , youth employment and education), which generates involvement through topics that people already want and need to talk about; grounding each forum in seeking a solution for a corhmanrty problem and assigning responsibility to a particular group (e g , neighborhood community watch), which ensures that various groups are given their "tmrer and provides an overall structure for the meetings, and • including local artists in events (e-&, high school gospel choir), which helps ensure that as many groups as possible feel part of the program. Consortan for Regrond Srrsttia rtl/ The CCF is fortunate in that the Consortium for Regional Sustain - ability (CRS), based at nearby Tufts University in Med- ford, Massachusetts, is conducting applied stistamable development policy research concurrently with CCF activities. In fall 199Z the CPS was awarded a one-year grant from the US. Environmental Protection Agency to conduit a policy research project armed at defining a sustainable community pity Based on experiences pined from working with the Cambridge mutative, the CPS described four characteristics of a sustainable eamaumttT economic seamty, ecological integrity, quality of life, and empowemhetht with respouisibibty. Gee Figure 5-7 ) After defining the four basic components of a sustainable community, CPS's fortis switched to understanding what rdicatars can be used to measure progress towards then:. While the indicators were developed and identified through an academic rather than a community -driven process, they provide a foundation for identifying the critical dements of susta_mabdity in Cambridge and how these elements should be measured - Progress beyond the CCF The CCF continues to be the primary vehide for civic dialogue, however it does so under the guise of the s 4- 11DitI better integrated with other programs. The core group looked to the concept of sustainable development to provide an umbrella under which the city could also address other issues. Olympia has always had an extremely strong environmental ethic but lacked an organizing framework. Around the same time, the Washington State Department of Ecology was looking for pilot demonstration projects as part of their Washington Environment 2010 `Action Agenda," a comprehensive, long-term approach to addressing the environmental unpacts of growth and planning for natural resource protection. In October 1990, the Olympia City Council accepted an invitation from the state's Department of Ecology to develop a pilot project as an Enviromunent 2010 Sustainable City Olympia was awarded the grant because of its track record of innovation and envm+onmental concern, and undertook the challenge with little precedent and without a final work product in mind The city used Earth Day 1991 to launch a comnmunntywide process for developing a vmon of a sustainable future. They initiated two concurrent and collaborative pi uses --one centered around global warning and the other around city operations. Global Warming Task Force The city council thought it would be best to tackle mdividual elemments of a sustainable community (eg , as quality, water quality, social issues, etc.) on an annual basis_ The 1991 topic, global warming, was chosen as the target issue Subsequently, the city council appointed a Global Warming Task Force to identify city actions that could mmun ze global warming_ The Task Force consisted of two citizens and representatives hum the city manages office, park's department- planning department, health departm eriL and transportation dr4mon. This group met five tines over a five -month period to review work products prepared by the public works department The work of the task force resulted in a final report to the city that outlines the steps that were followed, documents the results, and recommends future actions The recommendations are a six -year plan for three action strategies: (1) reducing greenhouse gas emissions; (2) increasing tree cover, and (3) preparing for climate change Each year, priority actions will be proposed for funding in operating and capital budgets Sustainable City Task Force In the second and concurrent process, the Department of Public Works spearheaded a staff initiative to improve government operations so that they would more squarely address issues of sistaumbi hty Specifically, the Department of Public Works was interested in integrating the dension- malang process for the provision of public works services and developing a framework with which they could combine limited budgets and rank the provision Of uhlitaes_ This initiative created a Sustainable City Task Force of representatives from almost all city departments, including public works, current planning, advanced Plaiining, parks, sewers, administrative services, the city manager's office, and the fire and police departments While this group has had arguably the greatest effect on implementing sustainable development actions within the city, its mception was not easy Leading the charge was the Olympia Department of Public Works -tea department known locally for aligning itself with relatively short-term projects and other new and "glitzy" program When other departments were approached to participate as part of the task force, they were apprehensive and reluctant to commit staff time and resources to another seemingly -new- and 'unproven program. Therefore, the assistant city manager and the director of the pohcy and program division of public works held a series of meetings to outline the long-term benefits of such a program and the expectations of participating departmental representatives, and to ensure specific milts and efficiently run nxvbng& As it turns out, the time spent up -front convincing city departments of sustainable development benefits was some of the most valuable time spent on the project because it served as a springboard to generate buy-m from each of the department heads. As a result, departmental representatives were more laikely to participate, and the department heads placed a greater value on what emerged from the task foi ce. Working group members act as the Sustainable City liaisons for their respective departments. Thar responsibilities include: • communicating relevant Sustamnable City information to department staff, • assisting in the formulation, implementation, and overall evaluation of internal policies and programs; and • reporting to the working group about new and existing sustainable programs or policies in their respective departments or divisions. In the early stages of the effort this task force held monthly half -day meetings. Meeting agendas were prepared by the department of public works, their structure was rigid, and they addressed only issues pertinent for the work of the Sustainabiility Task Force. Their first assignment was to prepare a sustainable city philosophy and cater= for evaluating administrative and policy decisions Meetings are now held approximately twice each year to share information and to explore issues where an integrated approach would be valuable - Sustainable Community Roundtable In late 1991, a thud dimension to the Sustamiability City effort was created —the Sustainable Community Roundtable_ The Roundtable was initially meant to represent citizen groups with diverse neighborhood, business, and environmental interests. It soon became incorporated as an independent nonprofit organization with a mission to 'facilitate a process of dialogue, vision, action, and celebration to help create sustainable communities in the South Puget Sound Region' At its 4° Figure 5-10 Sustainable City Cntena Used in the Review of the Olympia, Washington, Comprehensive Plan Environmental Criteria Economic Criteria Dots the goal or policy Does the goal or policy ♦ conserve nonrenewable resources through efficient use ♦ support a transition to full -cost pricing (prices reflect environmental and human costs of producbonP and careful pianrung7 ♦ encourage sustauuble economic development that ♦ conserve earthly and aquabc ecosystems (land, water, air, wildhfe)7 ♦ restore ecosystems that have been degraded and/or fragmented? ♦ encourage use of renewable resources (water, soils, forest)7 Social Crrterta Does the goal or policy ♦ work towards meeting everyone's basic human needs (e g , warm, dean, safe place to live with enough food, dean water, and health are)? ♦ foster strong relationships within families, neighborhoods, school, and comnmunity7 ♦ foster a culture of planning (history, traditions, rituals, sacred spaces)' ♦ encourage diversity (ethnic, age, gender, income) and respect for all? ♦ provide opportunities for productive work and creative self.exp r Summary Olympia, Washington, is a prime example of a relatively small community that successfully uses sustainability as a theme for internal policy making and employee education After being awarded a modest grant, the community launched an ambitious program centered on three fronts the Global Warmmg Task Force, the Sustainable City Task Force, and the Sustamability Roundtable Through pursuing additional Washington State resources, employing services of nearby Evergreen State College students for data analysis, report wasting, and other duties, and drawing upon and unifying a commuuutywide recognizes the limits of growth? ♦ move towards reline on natures income' (eg , solar energy) without depietmg its-nprtaC (e g., fosstl fuels)? ♦ reduce waste and maeaw useful We of goods by conserving, reusing, and recycling materials? ♦ increase energy efficiency and rehanee on renewable energy r+esources7 PoldwAl Criteria Does the goof or policy ♦ encourage risk taking and creativity to generate new ideas, fresh discoveries, unexpected connections and untried solutions to move beyond the status quo? ♦ support the teaching of skills needed for participation in local government (e.g, hstenmg, evaluating, Mauer problem sol`nng)' • encourage active participation by many people at all levels of public life' ♦ create opportunities for citizens and public officials to discuss policy issues without polanzation? ♦ promote collective decision makmg through cooperation, consensus, and mediation environmental ethic, the community has been able to sustain a dynamic program for more than a half - dozen years Strong leadership withm the city manager's office and the department of public works drive change within the Sustainable City Task Force The tireless efforts of the Sustainable Roundtable continue to support the city's mission by coordinating regionwide educational processes and publishing communitywrde indicator reports It is through such work that decisions and actions in Olympia are now pursued in a truly holistic sense, serving as a role model community for the State of Washington and the rest of the nation. 51 CRA ITEM () SUBJECT STAFF REPORT COUNCIL ITEM (7) MEETING DATE November 10, 1999 REVIEW AND REASSIGN REPRESENTATIVES/ALTERNATES TO VARIOUS GOVERNMENT ORGANIZATIONS Due to the recent resignation of Council Member Singley and the appointment of Council Member Larkin, it is necessary to reassign representative and alternate positions to various government organizations Below is a list of the organisations with the current representatives Omnitrans Representative Herman Hilkey Alternate Dan Buchanan SCAG Representative Lee Ann Garcia Alternate Tom Schwab San Bernardino Valley Water Representative Dan Buchanan District Advisory Committee Alternate Tim Singley League of California Cities Representative Lee Ann Garcia Inland Empire Division Alternate Dan Buchanan City Selection Committee Representative Byron Matteson SANBAG Representative Dan Buchanan Alternate Lee Ann Garcia Solid Waste Task Force Representative Herman K&ey Alternate Tom Schwab Ommtrans Tec Advisory Representative John Donlevy Alternate Tom Schwab California Joint Powers Representative Tim Singley Insurance Authority (Board Alternate Tom Schwab of Directors) Alternate John Donlevy San Bernardino County Gang Representative Jim Singley & Drug Task Force Partnership Strategy Review Representative Herman Hdkey Committee COUNCIL AGENDA ITEM NO.8�!