The following sections provide a summary of the results for the 2018 GHG emission inventory, GHG emission forecasts, and GHG reduction target options to be included in the Healdsburg CMS.
GHG Emissions Sectors and Sources
The GHG emissions forecasts presented herein are based on the 2018 GHG emissions inventory calculated for Healdsburg by RCPA as well as population and economic growth projections for Healdsburg. The GHG emissions sources included in the 2025, 2030, 2035, 2040, and 2045 forecasts analysis align with those in the 2018 GHG inventory. The GHG emissions sectors and associated sources included in the inventory and forecasts are provided in Table 1.
Table 1 Healdsburg GHG Emissions Sectors and Sources
GHG Emissions Sector GHG Emissions Source
Transportation On-Road Transportation
Off Road - Diesel
Off Road - Gasoline
Off Road - Natural Gas (LPG)
Electricity1 Residential Electricity Consumption
Non-Residential Electricity Consumption
Natural Gas Residential Natural Gas Consumption
Non-Residential Natural Gas Consumption
Stationary Sources Emissions from Other Stationary Sources in Buildings Water Indirect Electricity Consumption from Water Delivery Wastewater Direct Wastewater Treatment Emissions2
Solid Waste Solid Waste Generated by Community
1. Electricity Consumption includes electricity provided by Healdsburg Electric and Pacific Gas and Electric (PG&E).
2. Direct wastewater treatment emissions are from the following sources: digester gas from anaerobic digesters at wastewater treatment plants.
Healdsburg GHG Emissions Inventory Summary
The GHG emissions forecast analysis presented here is based upon the calculated GHG emissions from each source included in the 2018 GHG emissions inventory developed by RCPA. A detailed summary of the 2018 GHG emissions inventory is provided in Table 2.
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Table 2 Healdsburg 2018 GHG Emissions Inventory Summary GHG Emissions Sector/Source1 Emissions (MT CO2e) Activity Data Activity Data Units Transportation
On-Road Transportation1 51,033 121,325,224 VMT
Off Road - Diesel 1,240 120,418 Gallons
Off Road - Gasoline 1,299 146,795 Gallons
Off Road - Natural Gas (LPG) 198 33,729 Gallons
Electricity
Residential Electricity 4,657 26,186,905 kWh
Non-Residential Electricity 8,427 47,404,624 kWh
Natural Gas
Residential Natural Gas 10,976 2,041,137 Therms
Non-Residential Natural Gas 7,525 1,399,284 Therms
Stationary Sources
Other Stationary Sources 119 N/A N/A
Water
Indirect Electricity from Water Delivery2 274 1,513,826 kWh Wastewater
Direct Emissions from Wastewater Treatment 101 N/A N/A
Solid Waste
Solid Waste Generated/Disposal 7,898 13,754 Tons Landfilled Total2 93,473 N/A N/A
Notes: MT CO2e = metric tons carbon dioxide equivalents; kWh = kilowatt hours; VMT = vehicle miles traveled; N/A = not applicable
1. Activity data and calculated emissions are the values utilized by RCPA in the 2018 GHG Inventory
2. The City utilities include Healdsburg Electric and water utilities, therefore indirect electricity from water conveyance is already included in the electricity sector. Emissions are shown in this table for informational purposes but to avoid double counting are not added in the overall total.
Healdsburg GHG Emissions Forecasts
Healdsburg’s 2018 inventory establishes a reference point for communitywide emissions in a specific year. However, annual GHG emissions change over time and GHG emissions forecasts provide a way to estimate future emission levels based on both the continuation of current activities and external factors such as population and job growth. Forecasts also account for California legislative actions that are anticipated to reduce GHG emissions. Thus, the emissions forecast provides detail on the level of GHG reductions needed to achieve the GHG emissions reduction targets in a future year. Calculating the difference between the forecasted GHG emissions and the reduction target determines the gap to be closed through local actions and policies. This section includes an estimate of the future emissions for Healdsburg in the years 2025, 2030, 2035, 2040, and 2045 in a baseline scenario (baseline) forecast and an adjusted scenario (adjusted) forecast, which are defined as follows:
Baseline scenario- Provides a forecast of how future GHG emissions would change if future activities continued as they did in 2018 and no changes in local or state policies or legislation that would reduce local emissions take place. Emission factors in a baseline forecast remain constant over time.
The baseline forecast is based on growth trends projected in population, housing, employment, and transportation activity over time, consistent with regional projections.
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Adjusted scenario- Provides a forecast of how future GHG emissions would change if future activities continued as they did in 2018 and accounts for the future effects of currently adopted State legislation that would reduce GHG emissions compared from the baseline scenario. The adjusted scenario represents the State’s contribution to reducing local GHG emissions to meet State goals without any additional contribution from local policies or actions.
Baseline GHG Emissions Forecast
The baseline forecast provides an estimate of what the communities GHG emissions would look like in forecast years if current activities continued as in 2018 and emission factors remained constant over time. The baseline forecast does not include new activities or policies since 2018, already planned activities, or state mandates. (State mandates are included in the adjusted forecast.) The purpose of the baseline forecast is to demonstrate the GHG reductions achieved through State legislation over time when compared to the adjusted forecast. The baseline forecast is based on projected trends in population and employment over time and is consistent with local and regional projections. The baseline GHG emissions projections were calculated based on the guidance of the Association of Environmental Professionals 2012 whitepaper, Forecasting Communitywide GHG Emissions and Setting Reduction Targets. The result is a baseline forecast in which GHG emissions change over time in relation to demographics, with the assumption that GHG emissions rates and activity data will continue in the future as they did in the year of the 2018 GHG emissions inventory. This methodology is used for all GHG emissions sectors and sources included in the 2018 GHG emissions inventory except for on-road and offroad transportation. On-road vehicle GHG emissions and off-road equipment GHG emissions were alternatively projected using modeled activity data and emission factors as detailed below. A description of the demographic metrics used to project activity data and associated growth factors for each forecasted GHG emission source are provided in Table 3 and were developed based on the 2018 community GHG emissions inventory. Detailed calculations for the baseline forecast are included in Attachment A.
Table 3 Growth Metrics and Associated GHG Emissions Sectors GHG Emissions Sector GHG Emission Source Associated Growth Metric Growth Metric Data Source Electricity Residential GHG Emissions
Sources
Households CA Dept of Finance;
RCPA Climate Action Plan 2020;
Healdsburg Housing Element
Update Revised Draft
Non-Residential GHG
Emissions Sources
Employment
Natural Gas Residential GHG Emissions
Sources
Households
Non-Residential GHG
Emissions Sources
Employment
Stationary Sources All GHG Emissions Sources Service Population Water All GHG Emissions Sources Service Population
Wastewater All GHG Emissions Sources Service Population Solid Waste All GHG Emissions Sources Service Population The baseline forecast for the Healdsburg planning area relies on the growth and demographic projections used in the RCPA Climate Action Plan 20202
, and the CA Dept of Finance projections on
2 RCPA Climate Action Plan accessed here: https://rcpa.ca.gov/what-we-do/climate-action-2020/
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population growth3. These growth projections were developed prior to the approval of the most recent Regional Housing Needs Allocation (RHNA) for the 2023-2031 housing cycle. As such, the household projections obtained from the RCPA CAP were adjusted to account for Healdsburg’s 2023-2031 RHNA of 476 additional households. Population projections were similarly adjusted to account for the increase in housing in Healdsburg by multiplying the adjusted household numbers by the average persons per household obtained from the RCPA CAP by projection year. Additionally, the Healdsburg Housing Element currently being drafted states that in 2018 the jobs to household ratio in Healdsburg was 1.53.
Jobs in Healdsburg were projected assuming the jobs to household ratio remained consistent over time and by applying the ratio to the housing projections. Table 4 provides an overview of the growth metrics used to project GHG emissions for the forecast calculations.
Table 4 Growth Metrics for Healdsburg GHG Emissions Forecasts Growth Metric1 2018 2025 2030 2035 2040 2045
Population2 11,976 12,025 12,746 12,882 13,018 13,127
Housing3 4,511 4,807 5,085 5,128 5,171 5,215
Jobs4 6,902 7,355 7,779 7,846 7,912 7,978
Service Population 18,878 19,380 20,525 20,727 20,930 21,105 Notes: Service Population = Population + Employment
1. Forecasted demographic data for Healdsburg is based on the RCPA Climate Action Plan 2020. Population data was provided for 2018, 2020, , 2040, and 2050. The City of Healdsburg provided 2021-2022 numbers sourced from the Department of Finance. Housing data was provided for 2015, 2020, 2040, and 2050.
2. Population has been adjusted from RCPA CAP projections to account for Healdsburg 2023-2031 RHNA by multiplying the adjusted households by the average persons per household. The average persons per household values were obtained from the RCPA CAP projections.
3. Healdsburg 2023-2031 RHNA of 476 households was added to the 2030 housing stock projections obtained from the RCPA CAP.
Household numbers after 2031 were projected based on the 2020-2040 compound annual growth rate in housing stock in Healdsburg obtained from RCPA CAP.
4. Job projections are based on the household projections and the jobs to household ratio in 2018 of 1.53 obtained from the Healdsburg Housing Element currently being drafted. Jobs are counted by the place of work occurring within the jurisdiction.
The growth indicators for Healdsburg are provided in Table 5 for each GHG emissions source, excluding on-road vehicles miles traveled (VMT) and off-road fuel consumption which were modeled separately, described in more detail below.
3 Department of Finance Demographic Estimates accessed here: https://dof.ca.gov/forecasting/demographics/estimates-e1/
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Table 5 Growth Indicators for Baseline GHG Emissions Forecast GHG Emissions Source Activity Data Units
Transportation
On-Road VMT N/A SCTM Travel Demand Model
Off Road – Diesel N/A OFFROAD Model
Off Road – Gasoline N/A OFFROAD Model
Off Road – Natural Gas (LPG) N/A OFFROAD Model
Electricity
Residential Electricity 5,804.86 kWh/Household
Non-Residential Electricity 6,868.11 kWh/Employment
Natural Gas
Residential Natural Gas 452.46 Therms/Household
Non-Residential Natural Gas 202.73 Therms/Employment
Stationary Sources
Other Stationary Sources 0.0063 MT CO2e/Service Population Water
Indirect Electricity from Water Delivery 80.19 kWh/Service Population Wastewater
Direct Emissions from Wastewater Treatment 0.005 MT CO2e/Service Population Solid Waste
Solid Waste Generation 0.73 Tons Landfilled/Service Population Notes: SCTM = Sonoma County Travel Model; N/A = not applicable; MT CO2e = metric ton carbon dioxide equivalent; kWh = kilowatt-hour; MG = million gallons
On-Road Activity Data
The Sonoma County Transportation Authority (SCTA) provided the City with VMT data obtained from SCTA’s transportation demand model (SCTM). The current transportation demand model uses 2019 as a baseline year and 2040 as a horizon year. The SCTA attributes all VMT from trips beginning and ending within city boundaries to the city, as well as apportions one-half of the trip distance for any trip with an origin or destination within the community. Trips that begin and end outside of the city boundary are not attributed to the community and are considered pass-through trips. On-road VMT data is not differentiated by vehicle class and is provided as daily VMT which is converted to annual VMT using the annualization factor of 347 days per year, as described in EMFAC2021 documentation. SCTA scales the VMT data to better represent real-world conditions. This is done by adjusting the VMT data using a Caltrans Highway Performance Monitoring System (HPMS) correction factor developed from HPMS data obtained for a given year. The adjusted VMT data is further adjusted to account for any Sphere-ofinfluence (SOI) and/or City limit shifts that occurred in a given year by multiplying the HPMS adjusted VMT by the SOI scaling factors for the year. Because the HPMS correction factor and SOI scaling factor rely on actual roadway and City limit data collected during a given inventory year, the HPMS correction factor and SOI scaling factor cannot be forecasted. As such, for the purposes of forecasting VMT that is representative of the inventory VMT data used, it was assumed that the 2018 HPMS correction factor of
1.22 and the SOI scaling factor of 0.93 will remain constant over time and the raw SCTM VMT data for 2040 was adjusted following SCTA methodology described above.
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SCTA develops weighted emission factors for each speedbin using EMFAC2021 web-based model that was run in emission rate model mode for Sonoma County for each inventory year. The settings were annual average, aggregated model years, all speeds, and all fuels. To ensure that the forecasted on-road emissions data is representative of the methodology used for the inventory, the vehicle categories identified by SCTA as light duty (LDV) or heavy duty (HD) were similarly applied to allocate the total VMT to the passenger or LDV VMT and commercial or HD VMT. Further, the same approach used by SCTA to develop weighted emissions factors from EMFAC2021 data was utilized for the forecast years.
Rincon utilized EMFAC2021 to determine electric vehicle (EV) penetration percent for LDVs and HDs and the quantity of electricity anticipated. For the baseline forecast, EV penetration of 0 percent and the vehicle emission factors remained the same as in 2018. The total VMT and VMT differentiated as passenger or commercial VMT used to calculated baseline emissions is presented in Table 6.
Table 6 Healdsburg Baseline GHG Emissions Forecast On-Road Transportation Data 20181 20253 20303 20353 20402 20454
Total VMT2 121,325,224 134,170,813 143,346,234 152,521,655 161,697,077 177,948,622 Passenger VMT5 116,981,432 129,509,112 138,181,316 146,748,605 155,227,390 170,353,381 Commercial VMT5 4,343,791 4,661,701 5,164,918 5,773,051 6,469,687 7,595,241 Notes: VMT = vehicle miles traveled; MTCO2e = metric tons carbon dioxide equivalents; LDV = light-duty vehicle; HD = heavy-duty vehicles kWh = kilowatt hour; EV = electric vehicle;
1. VMT data was provided by SCTA for 2018 as used in the 2018 inventory with the HPMS correction factor and SOI scaling factor already applied to the raw VMT data.
2. SCTA provided raw SCTM VMT data for 2040 horizon model year. The 2018 HPMS correction factor and SOI scaling factor were applied to the raw SCTM 2040 VMT to forecast the VMT in alignment with the inventory data.
3. VMT for 2025, 2030, and 2040 were linearly interpolated between the 2018 VMT data and adjusted 2040 VMT data.
4. Annual growth between the SCTM baseline year of 2019 and horizon year of 2040 was used to estimate that VMT data for 2045.
5. Total VMT was allocated to passenger and commercial vehicles using the County-wide distribution of VMT obtained from EMFAC2021.
Passenger VMT included the EMFAC vehicles classes LDA, LDT1, LDT2, MDV, MH, MCY, LHD1, LHD2, T6TS, UBUS, and OBUS. Commercial VMT included all other MHDT and HHDT vehicle classes, and SBUS, Motor Coach, and All Other Buses. The classification as LDV or HV was determined by SCTA.
Off-Road Activity Data
Activity data for off-road GHG emissions forecast was modeled separately from the above growth metrics and growth indicators, using the outputs from the CARB web-based OFFROAD2021 model. The OFFROAD2021 database was queried for Sonoma County for the forecast years to obtain fuel consumption for gasoline, diesel, and natural gas. The inclusion of specific equipment sectors from the database query was determined based on their relevance to activities occurring within Healdsburg and remained consistent with previous Healdsburg inventories developed by RCPA. The following equipment sectors are included in the 2018 baseline year inventory and the GHG emissions forecast:
Agricultural
Airport Ground Support
Commercial Harbor craft
Construction and Mining
Industrial
Lawn and Garden
Light Commercial
Oil Drilling
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Pleasure Craft
Recreational Vehicles
Transportation Refrigeration Units
The fuel consumption results of the database query were summarized for all equipment sectors in Sonoma County. Healdsburg was allocated a percentage of county fuel consumption for each sector relative to Healdsburg’s proportion of jobs, population or specific activity (i.e., agriculture or airport) in the county. Specific apportionment factors used to calculate Healdsburg fuel consumption by off-road equipment from countywide fuel consumption were obtained from the 2018 Healdsburg inventory prepared by RCPA and are based on RCPA demographic data presented in the RCPA CAP. For the purposes of forecasting, the same apportionment factors from the 2018 inventory were used for the forecasts and are provided in Table 7. GHG emissions by off-road equipment fuel type are summarized in Table 8.
Table 7 Healdsburg Off-Road Transportation Attribution Metrics Off-road Equipment Category Attribution (% of countywide) Attribution Metric Agriculture 0.36% Agriculture Activity
Airport Ground Support 13.79% Airport Operations
Commercial Harbor Craft 2.39% Population
Construction and Mining 2.32% Employment
Industrial 2.32% Employment
Lawn and Garden 2.42% Households
Light Commercial 2.32% Employment
Oil Drilling 2.32% Employment
Pleasure Craft 2.39% Population
Recreational Vehicles 2.39% Population
Transportation Refrigeration
units
2.32% Employment
Table 8 Healdsburg Baseline GHG Emissions Forecast Off-Road Fuel Consumption Off-road Fuel Category 2018 2025 2030 2035 2040 2045
Diesel 120,418 141,313 150,994 156,109 161,410 166,506
Gasoline 146,795 163,183 171,905 180,306 188,831 195,626 Natural Gas 33,729 37,007 39,535 42,144 45,026 45,026
Notes: All values are of the unit gallons of fuel
Data Source: California Air Resources Board. 2021. OFFROAD2021 v1.0.3 Emissions Inventory. Available:
https://arb.ca.gov/emfac/emissions-inventory/b3e3139ff7a2304c48acb2a0684ab41b38c5c26e. Accessed February 1, 2023.
Emissions Factors
The baseline GHG emissions forecast is representative of a scenario where community activities are generally similar to that of the most recent GHG emissions inventory. As previously described, the activity data for the most recent GHG inventory year of 2020 was impacted both by a wildfire at the geothermal plant impacting energy emissions and by COVID-19 which significantly changed community behaviors including energy use and transportation. As such, the 2018 GHG emission inventory was
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selected to serve as the baseline for the forecast as it is considered the most recent emission inventory representative of typical conditions in the community. Baseline activity data growth is multiplied by the emissions factors used to calculate GHG emissions from the 2018 GHG emissions inventory to generate an estimate of future GHG emissions without influence from GHG reduction policies at the State or local level. The baseline GHG emissions factors for the relevant GHG emissions sources and sectors are provided in Table 9, reported in MT CO2e.
Table 9 Baseline GHG Emissions Factors
GHG Emissions Source GHG Emissions Factor Units
Transportation
On-Road1 0.0004206 MT CO2e/VMT
Off Road - Diesel 0.0103 MT CO2e/Gallons
Off Road - Gasoline 0.0089 MT CO2e/Gallons
Off Road - Natural Gas (LPG) 0.0059 MT CO2e/Gallons
Electricity2
Weighted Residential Electricity 0.00017782 MT CO2e/kWh Weighted Non-Residential Electricity 0.00017776 MT CO2e/kWh Natural Gas
Residential Natural Gas 0.00538 MT CO2e/Therm
Non-Residential Natural Gas 0.00538 MT CO2e/Therm
Stationary Sources
Other Stationary Sources 0.00629 MT CO2e/service person Water
Indirect Electricity from Water Delivery 0.0001807 MT CO2e/kWh Wastewater
Direct Emissions from Wastewater Treatment 0.00536 MT CO2e/service person Solid Waste
Solid Waste Generation 0.574 MT CO2e/Tons Landfilled
Notes: NA = not applicable; VMT = vehicle miles traveled; MT CO2e = metric ton carbon dioxide equivalent; kWh = kilowatt-hour; ADC = alternative daily cover
1. VMT data used in the 2018 inventory does not differentiate between vehicle classification so a single weighted emission factor was developed for all VMT.
2. Electricity emission factors for residential and non-residential are weighted based on the quantity of electricity consumed by each category by provider and the associated emission factor. It is assumed for the baseline forecast that the emission factors for all providers will not change from the 2018 year.
Baseline GHG Emissions Forecast Results
The following provides a summary of the results of the baseline GHG emissions forecast for each source in Healdsburg. The results have been reported in MT CO2e. The baseline forecast projects a gradual increase in GHG emissions above the baseline 2018 GHG emissions inventory from the energy sector, water and wastewater sector, and from solid waste due to projected population growth. Emissions associated with transportation show a significant increase over time attributed to an anticipated increase in VMT for the city. Table 10 and Figure 1 provide a summary of the Healdsburg baseline GHG emissions forecast.
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Table 10 Healdsburg Baseline GHG Emissions Forecast Summary GHG Emissions Source 2018 2025 2030 2035 2040 2045
Transportation
On-Road Transportation 51,033 56,436 60,295 64,155 68,014 74,850 Off Road – Transportation and
Equipment
2,738 3,117 3,309 3,451 3,598 3,711
Electricity1
Residential Electricity 4,657 4,962 5,248 5,293 5,338 5,383 Non-Residential Electricity 8,153 8,699 9,200 9,278 9,356 9,435 Natural Gas
Residential Natural Gas 10,976 11,697 12,371 12,477 12,582 12,688 Non-Residential Natural Gas 7,525 8,018 8,481 8,553 8,626 8,698 Stationary Sources
Other Stationary Sources 119 122 129 130 132 133
Water1
Indirect Electricity from Water
Delivery
274 281 297 300 303 306
Wastewater
Direct Emissions from
Wastewater Treatment
101 104 110 111 112 113
Solid Waste
Solid Waste Generation 7,898 8,108 8,587 8,672 8,757 8,830 TOTAL 93,473 101,544 108,029 112,421 116,818 124,145
Notes: Values in this table may not add up to totals due to rounding. All values are of the unit metric tons of carbon dioxide equivalent (MT CO2e)
1. The City utilities include Healdsburg Electric and water utilities, therefore indirect electricity from water conveyance is already included in the electricity sector. Emissions are shown in this table for informational purposes but to avoid double counting are not added in the overall total.
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Figure 1 Healdsburg Baseline GHG Emissions Forecast (MT CO2e) through 2045 Adjusted GHG Emissions Forecast
Several federal and State regulations have been enacted that would reduce Healdsburg’s GHG emissions in 2025, 2030, 2035, 2040, and 2045. The impact of these regulations was quantified and incorporated into the adjusted forecast to project future emissions growth and the responsibility of the City and community once established State regulations have been implemented. The State legislation included in the adjusted forecast result in GHG emission reductions related to transportation, building efficiency and renewable electricity. A brief description of each regulation and the methodology used to calculate associated reductions is provided in the following, as well as a description of why specific legislation was excluded from the analysis. The following State legislation were applied to the Adjusted Forecasts based on the unique sectors within Healdsburg:
Title 24 Building Energy Efficiency Standards: The California Code of Regulations Title 24, Part 6:
California’s Energy Efficiency Standards for Residential and Nonresidential Buildings, was first adopted in 1978 in response to a legislative mandate to reduce California’s energy consumption, which in turn reduces fossil fuel consumption and associated GHG emissions. The standards are updated triennially to allow consideration and possible incorporation of new energy-efficient technologies and methods. The 2019 Title 24 Energy Efficiency Standards have come into effect, creating significantly more efficient new building stock. The California Energy Commission (CEC) estimates that non-residential buildings will use 30 percent less energy and that residential homes would use 7 percent less energy compared with 2016 standards, which would increase to 53 percent when new residential developments must include on-site solar generation and near-zero net energy use starting in 2020. While the 2022 Title 24 Energy Efficiency Standards became effective in January 2023, the CEC has not provided specific levels of anticipated reduction in energy use associated with the recent 2022 standards. To remain conservative, the adjusted forecast only accounts for the -
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2018 2025 2030 2035 2040 2045
Emissions (MT CO2e)
Transportation Solid Waste Water/Wastewater Natural Gas Electricity Other Stationary Sources
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estimated energy savings related to 2019 Title 24 Standards. The impact of electrification will be addressed through measure development and quantification. Renewable Portfolio Standard, Senate Bill 100, and Senate Bill 1020: Established in 2002 under Senate Bill 1078, enhanced in 2015 by Senate Bill 350, and accelerated in 2018 and 2022 under Senate Bill 100 and Senate Bill 1020, respectively, California's Renewables Portfolio Standard (RPS) is one of the most ambitious renewable energy standards in the country. The RPS program requires investor-owned utilities, publicly owned utilities, electric service providers, and community choice aggregators to increase procurement from eligible renewable energy resources to 50 percent of total procurement by 2026 and 60 percent of total procurement by 2030. The RPS program further requires these entities to increase procurement from eligible renewables and GHG-free sources to 90 percent by 2035, 95 percent by 2040, and 100 percent of total procurement by 2045. Transportation Legislation: Major regulations incorporated into CARB’s 2021 transportation model (EMFAC2021) include Advanced Clean Car Standards (LEV III, ZEV program, etc.), Senate Bill 1, and Phase 2 Federal GHG Standards. Additional reductions were calculated for the newly promulgated Innovative Clean Transit (ICT) regulations from CARB. Signed into law in 2002, AB 1493 (Pavley Standards) required vehicle manufacturers to reduce GHG emissions from new passenger vehicles and light trucks from 2009 through 2016. Regulations were adopted by CARB in 2004 and took effect in 2009 when the United States Environmental Protection Agency (USEPA) issued a waiver confirming California’s right to implement the bill. The CARB anticipates that the Pavley I standard will reduce GHG emissions from new California passenger vehicles by about 30 percent in 2016, while simultaneously improving fuel efficiency and reducing motorists’ costs.4 Prior to 2012, mobile emissions regulations were implemented on a case-by-case basis for GHG and criteria pollutant emissions separately. In January 2012, CARB approved a new emissions-control program combining the control of smog, soot-causing pollutants, and GHG emissions into a single coordinated package of requirements for passenger cars and light trucks for model years 2017 through 2025. The Advanced Clean Cars program coordinates the goals of the Low Emissions Vehicles, Zero Emissions Vehicles, and Clean Fuels Outlet programs into a single coordinated package of requirements for model years 2017 to 2025. The new standards are anticipated to reduce GHG emissions by 34 percent in 2025.5 Public transit GHG emissions will also be reduced in the future through the Innovative Clean Transit (ICT) regulation, which was adopted in December 2018. It requires all public transit agencies to gradually transition to a 100-percent zero-emission bus fleet by 2040. Under ICT, large transit agencies are expected to adopt Zero-Emission Bus Rollout Plans to establish a roadmap towards zero emission public transit buses.6
Table 11 summarizes the legislation that was applied to each sector in the adjusted forecast. 4 CARB. Clean Car Standards – Pavley, Assembly Bill 1493. May 2013. http://www.arb.ca.gov/cc/ccms/ccms.htm 5 CARB. Facts About the Advanced Clean Cars Program. December 2011. http://www.arb.ca.gov/msprog/zevprog/factsheets/advanced_clean_cars_eng.pdf 6 Innovative Clean Transit. Approved August 13, 2019. https://ww2.arb.ca.gov/sites/default/files/2019-10/ictfro-CleanFinal_0.pdf?utm_medium=email&utm_source=govdelivery
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Table 11 Healdsburg Adjusted GHG Emissions Forecast Sectors and Applicable Legislation GHG Emissions Sector GHG Emissions Source
Transportation On-Road Transportation Transportation Legislation (Advanced Clean Cars Standards, Pavley Standards, Phase 2
Federal GHG Standards)
Off Road - Diesel None
Off Road - Gasoline None
Off Road - Natural Gas (LPG) None
Electricity1 Residential Electricity Consumption Title 24 – applied to new buildings SB 100 – all electricity use
Non-Residential Electricity Consumption Title 24 – applied to new buildings SB 100 – all electricity use
Natural Gas Residential Natural Gas Consumption Title 24 – applied to new buildings Non-Residential Natural Gas Consumption Title 24 – applied to new buildings1 Stationary Sources Other Stationary Sources in Buildings None Water Indirect Electricity Consumption from Water
Delivery
SB 100
Wastewater Direct Wastewater Treatment Emissions None
Solid Waste Methane Commitment of Solid Waste
Generated by Community
None
1. As detailed below, though Title 24 impacts new building it is not anticipated to have a natural gas reduction impact on non-residential buildings under the 2019 Energy Efficiency Standards.
The following State legislation was not included in the emissions forecast calculations:
Assembly Bill 939 and 341: In 2011, AB 341 set the target of 75 percent recycling, composting, or source reduction of solid waste by 2020 calling for the California Department of Resources Recycling and Recovery (CalRecycle) to take a Statewide approach to decreasing California’s reliance on landfills. This target was an update to the former target of 50 percent waste diversion set by AB 939.
As actions under AB 341 are not assigned to specific local jurisdictions, AB 939 has not been included as part of the adjusted forecast and instead measures addressing compliance with AB 939 will be included in the CMS.
Senate Bill 1383: In 2016, SB 1383 established a methane emission reduction target for short-lived climate pollutants (SLCP) in various sectors of the economy. Specifically, SB 1383 establishes targets to achieve a 50 percent reduction in the level of the Statewide disposal of organic waste from the 2014 level by 2020 and a 75 percent reduction by 2025 (CalRecycle 2019). Additionally, SB 1383 requires a 20 percent reduction in “current” edible food disposal by 2025. Although SB 1383 has been signed into law, compliance at the jurisdiction-level is un-proven. For example, Santa Clara County, in their SB 1383 Rulemaking Overview presentation (June 20, 2018),7 suggest that the 75 percent reduction in organics is not likely achievable under the current structure; standardized bin colors are impractical; and the general requirement is too prescriptive. As such, SB 1383 has not been included as part of the adjusted forecast. Instead measures addressing compliance with SB 1383 will be included and quantified through GHG reduction measures included in the CMS. 7 Santa Clara County. June 20, 2018. SB 1383 Rulemaking Overview. https://www.sccgov.org/sites/rwr/rwrc/Documents/SB%201383%20PowerPoint.pdf
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GHG Reduction Legislation Calculations
The following methodology was used to calculate energy related GHG emissions reduction related to Title 24 and SB 100.
Title 24: It is assumed that all growth in building energy consumption is from new construction.
Accordingly, Title 24 GHG emissions reduction for natural gas and electricity are calculated as a percentage of the projected increase in energy consumption beyond the baseline 2019 GHG emissions inventory, under the baseline forecast. For projects implemented after January 1, 2020, the California Energy Commission (CEC) estimates that the 2019 standards will have the following energy consumption reduction impact:
▫ 53 percent reduction beyond the 2019 baseline for residential electricity; ▫ 30 percent reduction beyond the 2019 baseline for commercial electricity; and ▫ 7 percent reduction beyond the 2019 baseline for residential natural gas.8 SB 100 and SB 1020: PG&E, Direct Access9
, and Healdsburg Electric that currently provide electricity in Healdsburg are subject to SB 100 and SB 1020 requirements. GHG emissions from electricity consumption are largely determined by the emissions factor associated with the supplied electricity.
Legislative GHG emissions reductions from SB 100 and SB 1020 are calculated as the difference between GHG emissions under the baseline forecast electricity and GHG emissions calculated using a SB 100/ SB 1020-adjusted GHG emissions factor for a given forecast year. An adjusted GHG emission factor is calculated for PG&E and Healdsburg Electric Standard tier by scaling the current electricity GHG emissions factor with the RPS percentage for renewable and zero-carbon electricity required for compliance with SB 100 and SB 1020. Healdsburg Electric anticipates continuing to provide approximately 30 percent of electricity from a geothermal source10 for the Standard Rate.
Therefore, for forecasting the Healdsburg Electric Standard Rate emission factor, geothermal was considered to make up 30 percent of the electricity mix for all future years, while the remaining 70 percent of electricity was scaled to meet the SB 100 and SB 1020 requirements. Because there is a small amount of emissions associated with geothermal power, Healdsburg Electric electricity will have an emission factor even as the electricity mix eliminates the fossil-fuel power sources in compliance with SB 100 and SB 1020. PG&E and Healdsburg Electric have different electricity emissions factors due to differences in their electricity delivery mix. The RPS percentages and associated GHG emissions factors used to determine the adjusted forecast electricity emissions are provided in Table 12. The RPS percentage for Healdsburg Electric’s Green tier of service is 100% with geothermal serving 100% of that power.11 As such, Healdsburg Electric Green tier emission factor is based on the most recent power content label available (i.e., 2021) and is assumed to stay constant through 2045. Note that while both Title 24 and SB 100/SB 1020 influence GHG emissions reductions in the electricity sector, double counting of these reductions is avoided by accounting for Title 24 reductions first and then accounting for reductions from SB 100 and SB 1020. 8 California Energy Commission. 2018. 2019 Building Energy Efficiency Standards Frequently Asked Questions. Available:
<https://www.energy.ca.gov/sites/default/files/2020-03/Title_24_2019_Building_Standards_FAQ_ada.pdf>. Accessed June 21, 2021. 9 Direct Access is a retail electric service option whereby customers may purchase electricity form a competitive non-utility entity called a Energy Service Provider (ESP). Electricity service providers are required to comply with SB100. 10 Geothermal meets the requirements of the RPS as an eligible renewable source of electricity. 11 Due to impacts from a wildfire in 2019, the power in 2020 was primarily served by geothermal sources and supplemented with other renewable sources.
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Table 12 Electricity Provider Forecasted RPS and Electricity GHG Emissions Factors Energy Provider 2025 2030 2035 2040 2045
PG&E
Adjusted Electricity Emission Factor
(MT CO2e/kWh)
0.0000398 0.0000340 0.0000085 0.0000042 0.05
Direct Access1
Electricity Emission Factor (MT CO2e/kWh) 0.0001856 0.0001392 0.0000928 0.0000464 0.05 Green Rate – Healdsburg Electric
Adjusted Electricity Emission Factor
(MT CO2e/kWh)
0.0000449 0.0000449 0.0000449 0.0000449 0.0000449
Standard Rate – Healdsburg Electric
Adjusted Electricity Emission Factor
(MT CO2e/kWh)
0.00015 0.000102 0.000054 0.000034 0.000013
Weighted Community Electricity Emissions Factor2,3,4
Residential Adjusted Electricity Emission
Factor (MT CO2e/kWh)1
0.000150 0.000102 0.000054 0.000034 0.000014
Non-residential Adjusted Electricity
Emission Factor (MT CO2e/kWh)2
0.000149 0.000102 0.000054 0.000034 0.000014
Notes: MT CO2e = metric tons of carbon dioxide equivalent; kWh = kilowatt hour
1. PG&E provides a small amount direct access electricity to non-residential customers. Direct access electricity emission factor based on the 2018 emission factor from the inventory and assumed to go to carbon free by 2045.
2. The Residential Weighted Electricity Emission Factor is developed based on the percent of residential electricity provided by each provider in 2018. It is assumed that the percent of residential electricity provided by each provider remains consistent over time. Based on the 2018 inventory, residential electricity was provided by the providers as follows: ~99.3% by Healdsburg Electric Standard Rate, ~
0.7% by Healdsburg Electric Green Rate.
3. The Non-residential Weighted Electricity Emission Factor is developed based on the percent of non-residential electricity provided by each provider in 2018. It is assumed that the percent of non-residential electricity provided by each provider remains consistent over time. Based on the 2018 inventory, non-residential electricity was provided by the providers as follows:~0.1% by PG&E, <0.01% by Direct Access, ~99.3% by Healdsburg Electric Standard Rate, ~ 0.7% by Healdsburg Electric Green Rate.
4. Green Rate participation increased after 2018 when all City accounts were switched to the Green rate. The weighted factor for the overall community incorporates SB 100 and SB 1020 mandates requiring that renewable energy and zero-carbon sources supply 100 percent of retail electric sales by 2045.
5. PG&E’s power content in 2021 had a large amount of electricity supply from nuclear power and relatively small amount from geothermal and biomass/biowaste. For the purposes of this forecast, the emissions factor is assumed to go to zero by 2045. It is likely that PG&E will need to incorporate eligible renewables that have a small amount of emissions associated with them to achieve RPS requirements. PG&E and Direct Access account for <1% of electricity supply in Healdsburg.
The following methodology was used to calculate transportation related GHG emissions reduction related to various State legislation.
Transportation Legislation: Activity data for the adjusted forecasted on-road transportation VMT was similarly forecasted as the baseline forecast where the growth metrics were applied to the baseline growth indicators for VMT to forecast on-road VMT. Reductions in GHG emissions from the above referenced transportation standards were calculated using CARB’s EMFAC2021 model for Sonoma County. The EMFAC2021 model integrates the estimated reductions into the mobile source emissions portion of the model.12 The degree to which GHG emissions from on-road transportation 12 Additional details are provided in CARB’s EMFAC2021 Technical Documentation, March 2021. (https://ww2.arb.ca.gov/sites/default/files/2021-03/emfac2021_volume_3_technical_document.pdf). Note that the Low Carbon Fuel Standard (LCFS) regulation is excluded from EMFAC2021 because most of the emissions benefits due to the LCFS come from the production cycle (upstream emissions) of the fuel rather than the combustion cycle (tailpipe). As a result, LCFS is assumed to not have a significant impact on CO2 emissions from EMFAC’s tailpipe emission estimates.
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will be reduced can be quantified as the difference between transportation emissions calculated using the 2018 provided emission factors and calculated using the reduced emission factors for the target years. In addition, passenger and commercial electric vehicle (EV) electricity consumption was calculated per forecast year based on EV penetration rates obtained from EMFAC 2021.
Passenger and commercial EV emissions from electricity consumption are subtracted from residential and commercial electricity emissions respectively in the adjusted forecast as emissions from EV charging in the forecast years are captured under the transportation sector. This emissions reallocation is labeled as an “EV adjustment” in the forecasts. The forecasted annual VMT and associated GHG emissions factors used to determine the adjusted forecast on-road emissions are provided in Table 13.
Table 13 Healdsburg Passenger On-Road Transportation Forecast 2018 2025 2030 2035 2040 2045
Total VMT 121,325,224 134,170,813 143,346,234 152,521,655 161,697,077 177,948,622 Weighted Emission
Factor (MT CO2e/mile)
0.0004206 0.0003741 0.0003275 0.0002923 0.0002698 0.0002579 Passenger (LDV) VMT1 116,981,432 129,509,112 138,181,316 146,748,605 155,227,390 170,353,381 Commercial (HD) VMT1 4,343,791 4,661,701 5,164,918 5,773,051 6,469,687 7,595,241 % Passenger EV
Penetration2
0.0% 5.2% 7.8% 9.9% 11.3% 12.0%
% Commercial EV
Penetration2
0.0% 0.7% 7.1% 19.2% 29.5% 36.5%
Passenger EV (LDV) VMT - 6,722,271 10,767,549 14,566,431 17,484,834 20,413,171 Commercial EV (HD)
VMT
- 31,898 366,938 1,107,024 1,905,541 2,770,827
Passenger (LDV) Fuel
Efficiency (kWh/mile)
0.343639 0.355876 0.369772 0.387224 0.401541 0.411350
Commercial (HD) Fuel
Efficiency (kWh/mile)
- 1.410620 1.374296 1.355894 1.351219 1.348309
Passenger (LDV) kWh - 2,392,298 3,981,534 5,640,468 7,020,872 8,396,950 Commercial (HD) kWh - 44,996 504,282 1,501,008 2,574,802 3,735,932 Notes: VMT = vehicle miles traveled; MTCO2e = metric tons carbon dioxide equivalents; LDV = light-duty vehicle; HD = heavy-duty vehicles kWh = kilowatt hour; EV = electric vehicle;
1. Passenger and commercial VMT are calculated based on how SCTA assigned vehicle categories to a LDV or HD classification in emissions calculations where LDV included LDA, LDT1, LDT2, MDV, MH, MCY, LHD1, LHD2, T6IS, UBUS, and OBUS; all other vehicle classes of the EMFAC202x categorization were considered HD. This breakdown was used to estimate increased electricity usage by residential or non-residential buildings.
2. SCTA did not identify EVs as part of the VMT in the 2018 inventory, therefore it is assumed 0% penetration. EMFAC2021 was used to estimate % EV penetration for forecast years based on the vehicle classifications defined by SCTA.
Adjusted GHG Emissions Forecast Results
Compliance with State legislation is expected to result in GHG emissions reduction from the baseline GHG Emissions Forecast in the transportation and energy sectors for residential and non-residential activities. Compliance with the Pavley regulation, which requires automakers to control GHG emission from new passenger vehicles for the 2009 through 2016 model years, and the Advanced Clean Car Program, which combines the control of smog-causing (criteria) pollutants and GHG emissions into a
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single package of regulations including the LEV regulations13, are expected to reduce GHG emissions from transportation. Emissions associated with heavy-duty trucks and transit buses are also anticipated to be reduced through the Advanced Clean Trucks Regulation and Innovative Clean Transit, respectively.
Compliance with Title 24 requirements are expected to reduce GHG emissions from reduced electricity and natural gas consumption in new buildings. Compliance with SB 100 requirements are expected to further reduce GHG emissions associated with the electricity sector by driving GHG emissions associated with electricity to zero by 2045. SB 100 is also anticipated to reduced indirect electricity emissions associated with water and wastewater conveyance and treatment. A detailed summary of the projected GHG emissions under the adjusted forecast by sector and year through 2045 can be found in Table 14 .
Table 14 Healdsburg Adjusted GHG Emissions Forecast Detail GHG Emissions Source 2018 2025 2030 2035 2040 2045
Transportation
On-Road Transportation 51,033 50,194 46,951 44,583 43,631 45,897 Off Road – Transportation
and Equipment 2,738 3,117 3,309 3,451 3,598 3,711
Electricity1
Residential Electricity 4,657 4,394 3,233 1,817 1,189 499 Non-Residential Electricity 8,153 7,346 5,234 2,822 1,785 694 Natural Gas
Residential Natural Gas 10,976 11,646 12,274 12,372 12,470 12,568 Non-Residential Natural
Gas 7,525 8,018 8,481 8,553 8,626 8,698
Stationary Sources
Stationary Sources 119 122 129 130 132 133
Water2,3
Indirect Electricity from
Water Delivery 274 70 74 75 75 76
Wastewater
Direct Emissions from
Wastewater Treatment 101 104 110 111 112 113
Solid Waste
Solid Waste Generation 7,898 8,108 8,587 8,672 8,757 8,830 TOTAL 93,473 93,120 88,381 82,586 80,374 81,219
Notes: Values in this table may not add up to totals due to rounding. All values are of the unit metric tons of carbon dioxide equivalent (MT CO2e)
1. Electricity associated with EV charging due to EV penetration over the 2018 inventory year is added to the building energy sector in the adjusted forecast.
2. The City utilities include Healdsburg Electric and water utilities, therefore indirect electricity from water conveyance is already included in the electricity sector. Emissions are shown in this table for informational purposes but to avoid double counting are not added in the overall total.
3. The City indicated that starting in late 2018, the City switched all accounts to use all Green Rate electricity including water conveyance. 13 The LEV III regulations adopted in 2012 increase emissions standards on GHG for new passenger vehicles through 2025 model year.
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Figure 2 presents the GHG emissions trends in terms of MT CO2e for the Adjusted forecast. Adjusted forecast emissions trend downward over time through 2045 with the decrease becoming more gradual between 2035 and 2045.
Figure 2 Healdsburg Adjusted GHG Emissions Forecast (MT CO2e) through 2045 Table 15 provides the results summary of the GHG emissions forecast for Healdsburg, including the Baseline GHG Emissions Forecast, the Adjusted GHG Forecast, and the expected percentage GHG emissions reduction based on compliance with State GHG legislation.
Table 15 Healdsburg GHG Emissions Forecast Results Summary 2018 2025 2030 2035 2040 2045
Baseline Forecast 93,473 101,544 108,029 112,421 116,818 124,145 Transportation Reductions 0 6,242 13,345 19,572 24,383 28,953 Title 24 Reductions 0 378 733 788 843 899
SB 100/SB 1020 Reductions 0 1,804 5,571 9,475 11,217 13,075 Legislative Adjusted Forecast 93,473 93,120 88,381 82,586 80,374 81,219 Percent Reduction in GHG
Emissions from Legislation
0.0% 8.3% 18.2% 26.5% 31.2% 34.6%
SB = Senate Bill; GHG = greenhouse gas
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Transportation Solid Waste Water/Wastewater Natural Gas Electricity Other Stationary Sources
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Healdsburg GHG Emissions Targets
GHG reduction targets are used to establish measurable metrics intended to guide the community’s commitment to achieve GHG emissions reduction and help gauge progress with reducing emissions over time. GHG targets are developed relative to a baseline emissions level. California has established Statewide GHG reduction goals for 2030 and 2045. The State has encouraged communities to adopt their own plans consistent with these goals in the CARB 2022 Scoping Plan. Thus, local agencies are recommended to establish at a minimum, equivalent reduction targets at the local level by establishing community wide GHG reduction goals for climate action that will help California achieve its 2030 and 2045 GHG emissions goals.
GHG reduction targets can be set as either an efficiency target (MT CO2e per capita) or as a communitywide mass emissions target (total MT CO2e). In CARB’s 2017 Scoping Plan Update, efficiency metrics were identified as potential local targets to normalize population changes and not penalize cities which are growing at significant rates.14 Within this section, targets are discussed in terms of absolute or mass emissions (MT CO2e) and per capita emissions (MT CO2e per person).
Healdsburg GHG Emissions Targets for 2030 and 2045
As the State is continuously setting new GHG emission targets, this allows Healdsburg to choose a variety of GHG emission targets to include in their CMS. These targets include:
State-mandated target for a CEQA qualified Climate Action Plan (SB 32 Minimum Target) ▫ Senate Bill (SB) 32/Assembly Bill (AB) 1279 – 40% below 1990 emissions level by 2030, carbon neutrality by 2045. The State-mandated target (or SB 32 minimum) requires a clear plan to reach the 2030 target of 40% below 1990 levels, and a pathway toward carbon neutrality by 2045. AB 1279 requires the reduction in GHG emissions by 85% below 1990 levels by 2045. The remaining 15% of emissions would be removed via carbon removal technology or natural working lands.
Regional Aspirational targets
▫ Carbon-neutrality by 2030. This target represents the most ambitious target that the RCPA has set for Sonoma County. This target also exceeds Governor Newsom’s recent direction to CARB to explore feasibility of carbon neutrality by 2035. Achieving this target entails an 80% reduction in emissions from 1990 levels coupled with carbon sequestration to meet the remaining 20% of emissions removal to achieve carbon neutrality by 2030.
With GHG emission reduction targets in place, the reduction gap that Healdsburg will be responsible for through local action can be calculated. The CMS will assess the GHG emissions reduction gap based on the difference between the legislative adjusted GHG emissions forecast and the State and Regional GHG reduction targets.
There are two methodologies for calculating the minimum GHG emissions reductions the city will have to monitor to stay on track for supporting these goals. The City could choose to adopt mass emission or per capita targets. Mass emission targets describe emissions in terms of total MT CO2e without any adjustment for population growth. The 2017 California Climate Change Scoping Plan Update includes guidance that details the methodology and benefits of developing per capita targets. The key benefit of a per capita target is that it corrects for population growth, as the target does not become more difficult 14 California Air Resources Board. 2017. California’s Climate Change Scoping Plan, p. 99-102.
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to reach if the City grows faster than projected. Per capita emissions targets are developed by dividing the emissions in each target year by the forecasted population. Mass and per capita emissions targets for each of the potential targets listed above (i.e., state-mandated SB 32/AB 1279 target and RCPA target) are summarized below in Table 16.
Table 16 Summary of Healdsburg GHG Emission Reduction Targets and Gap Analysis Metric 2025 20302 2035 2040 20452
Population1 12,025 12,746 12,882 13,018 13,127
Mass Emissions Adjusted Forecast
(MT CO2e)
93,120 88,381 82,586 80,374 81,219
Per Capita Adjusted Forecast
(MT CO2e per capita)
7.7 6.9 6.4 6.2 6.2
State Emissions Target and Gap
State Mass Emissions Target
(Pathway) (MT CO2e) 71,339 55,530 37,020 18,510 0.0
Remaining Emissions Gap from
State targets (MT CO2e)
21,781 32,851 45,566 61,865 81,219
Per Capita State Targets
(MT CO2e per capita) 6.7 5.9 3.9 2.0 0.0
State Efficiency Emissions Target
(Pathway) (MT CO2e) 80,240 74,746 50,362 25,447 -
Remaining Emissions Gap from
State targets (MT CO2e)
12,881 13,636 32,224 54,927 81,219
RCPA Emissions Target and Gap2
RCPA Mass Emissions Target
(Pathway) (MT CO2e) 49,744 0.0 0.0 0.0 0.0
Remaining Emissions Gap from
RCPA targets (MT CO2e)
43,376 88,381 82,586 80,374 81,219
Per Capita RCPA Targets
(MT CO2e per capita) 4.4 0.0 0.0 0.0 0.0
RCPA Efficiency Emissions Target
(Pathway) (MT CO2e) 52,816 0.0 0.0 0.0 0.0
Remaining Emissions Gap from
RCPA targets (MT CO2e)
40,304 88,381 82,586 80,374 81,219
Notes: MT CO2e = Metric tons of carbon dioxide equivalent; N/A = not applicable Emissions have been rounded to the nearest whole number and therefore sums may not match.
1. Population projections for the GHG inventories (1990,2010, 2015, 2018) and forecasted population projections obtained from CA Dept of Finance, RCPA Climate Action Plan 2020.
2. The RCPA has set a target to exceed the states target by reaching carbon neutrality by 2030 and urges cities within Sonoma County to adopt a similar target.
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Table 17 provides further detail on the portion of the total emissions gap that would need to come from direct emission reductions that the city would achieve through local actions to align with the emission reduction targets. The difference between the total emissions gap and the direct emission reductions is the emission removals that would need to be achieved through carbon sequestration or other carbon removal technologies to reach carbon neutrality.
Table 17 GHG Emission Reduction versus Emission Removal Targets Metric 2025 20302 2035 2040 20452
State Emissions Target and Gap – Mass Emissions Target Pathway Emissions Gap from State targets
(MT CO2e)1
21,781 32,851 45,566 61,865 81,219
Direct Emission Reductions (MT
CO2e)2
21,781 32,851 40,939 52,610 67,336
Emission Removals (MT CO2e)2 0.0 0.0 4,627 9,255 13,882 State Emissions Target and Gap – Efficiency Emissions Target Pathway Emissions Gap from State targets
(MT CO2e)1
12,881 13,636 32,224 54,927 81,219
Direct Emission Reductions (MT
CO2e)2
12,881 13,636 25,928 42,204 61,974
Emission Removals (MT CO2e)2 0.0 0.0 6,295 12,724 19,245 RCPA Emissions Target and Gap - Mass Emissions Target Pathway Emissions Gap from RCPA targets
(MT CO2e)1
43,376 88,381 82,586 80,374 81,219
Direct Emission Reductions (MT
CO2e)2
43,376 69,871 65,619 64,950 67,336
Emission Removals (MT CO2e)2 0.0 18,510 16,967 15,425 13,882 RCPA Emissions Target and Gap – Efficiency Emissions Target Pathway Emissions Gap from RCPA targets
(MT CO2e)1
40,304 88,381 82,586 80,374 81,219
Direct Emission Reductions (MT
CO2e)2
40,304 63,466 59,503 59,168 61,974
Emission Removals (MT CO2e)2 0.0 24,915 23,083 21,206 19,245 Notes: MT CO2e = Metric tons of carbon dioxide equivalent; N/A = not applicable Emissions have been rounded to the nearest whole number and therefore sums may not match.
1. Obtained from Table 16.
2. The targets specify the percent of the carbon neutrality goal that would be achieved through direct emission reductions versus carbon removals via carbon sequestration or other carbon removal technology.
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Figure 3 presents the gap the city will be responsible for to meet the State’s SB 32/AB 1279 emissions reduction targets of 60% and 85% emission reductions from 1990 levels in 2030 and 2045, respectively.
The graph also shows the anticipated level of carbon removals that would be needed to achieve carbon neutrality by 2045 in alignment with AB 1279. Figure 4 presents the gap the city would need to meet to achieve the RCPA target of carbon neutrality by 2030 through an 80% reduction in emissions from 1990 levels coupled with 20% of carbon removals. The targets are shown as mass emissions and as efficiency targets converted to mass emissions.
Figure 3 GHG Emissions Gap Analysis for State Targets
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Figure 4 GHG Emissions Gap Analysis for RCPA Targets
Plan to Meet the Targets
The 2030 and 2045 targets identified above would be achieved through a combination of existing California measures and implementation of local measures identified in the Healdsburg CMS. Local measures will be identified through a comprehensive assessment of existing local and regional policies, programs, actions, and community ideas and by assessing any gaps and identifying additional opportunities. Additional measures will be developed from best practices of other similar and neighboring jurisdictions, as well as those recommended by organizations and agencies, such as the California Air Pollution Control Officers Association (CAPCOA), the Office of Planning and Research, CARB’s 2022 Scoping Plan, and Association of Environmental Professionals (AEP). Measures will be vetted by City staff, interested parties, and the community and the top measures will be quantified to identify their overall contribution to the City’s 2030 and 2045 GHG reduction targets in the Healdsburg CMS.
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B
Cost of Implementation
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Healdsburg Climate Mobilization Strategy B-1
Cost of Implementation
In coordination with Rincon Consultants, Inc. (Rincon) and the community of Healdsburg, the City of Healdsburg is developing a Climate Mobilization Strategy (CMS) that identifies specific Measures and Actions designed to help reduce greenhouse gas (GHG) emissions within the City. Making progress towards GHG reduction goals will require strategic investments into many City and community elements including infrastructure and technology systems and policies and programs to influence behavior change on the part of the community. To develop transparency around the prioritization of these investments, Rincon has assembled this cost of implementation assessment.
This document includes a preliminary estimate of implementation cost for 15 specific Actions as well as qualitatively details the costs associated with each action and the implementation of each of the 18 Measures as a whole. City staff also provided rough cost estimates for moderate and high-cost actions.
Climate action and sustainability plans exhibit variability in implementation costs depending on the specific Measures identified, their level of effort, time of replacement, alternative costs, and the accompanying funding and financing strategies. For example, costs may vary from capital-intensive investments like the installation of bike infrastructure to encourage alternative means of transportation to less capital-intensive, but more staff-intensive investments related to outreach and education campaigns for increased organic waste diversion. The intent of this assessment is to distill these variable considerations into a document that provides a description of the potential costs on an order of magnitude, where they will be born, and the primary variables that affect each Measure and Action to help the City prioritize Measure implementation and best work towards GHG reductions. It is important to note that lifespan and accuracy of all cost estimates are limited by external changes or differences related to variables such as market pressures, inflation, fee structure, technological innovation, etc. Thus, the cost estimates presented herein are limited to the information available and reviewed at the time of this document’s preparation and all interpretation and decisions made with this information must be constrained by these and other limitations.
Cost Considerations
Variability in implementation costs depends on the goals identified within Measures, their level of specificity, and the accompanying funding and financing strategies. This assessment considers several types of cost when assessing each Measure and Action. First, this assessment considers internal and external costs. Internal costs are those felt by the City (aka. municipal costs) while external costs are those felt by the residents and businesses (aka. community costs). Second, the assessment considers upfront and lifecycle costs. Upfront costs include the costs associated with purchasing and installing an item. Lifecycle costs include the costs associated with purchasing and installing the item along with operating, maintaining, and disposing of that item. Lastly, the assessment considers comparative costs. This cost represents the difference in cost between an item and a similar item. Costs can include monetary costs, such as purchases and investments, and less tangible costs such as staff and community time.
These costs have been broken down into four categories presented in Table 1.
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Table 1 Cost Categories
Cost Category City Community
No-Cost Goals associated with operational changes that
do not include new upfront costs or result in zero
lifecycle costs.
Continuing existing programs
Goals associated with changes that do not
include new upfront costs or result in zero
lifecycle costs.
Switching transportation modes from single
occupancy vehicles to active transportation.
Low-Cost Goals associated with low upfront costs and will only require staff time to implement, such as:
Developing partnerships
Policy Updates
Community Outreach
Goals associated with low upfront costs
compared to existing alternatives, such as:
Additional energy bill costs for renewable
energy compared to fossil fuel-based energy
Moderate-Cost Goals associated with moderate upfront costs to the City and require moderate capital costs or
consultant time along with staff time, such as:
Feasibility Studies
Incentive and Compliance Programs
Pilot Projects
Goals associated with moderate upfront costs
that are not comparable to existing costs nor are
offset over lifetime, such as:
New fees from utilities or city taxes
Upfront costs partially offset by rebate
opportunities
High-Cost Goals associated with high upfront costs and
require substantial investments into
infrastructure and technology system upgrades,
such as:
Bike Lanes
Energy Storage Systems
EV Charging Networks
Goals associated with high upfront costs that are
not comparable to existing cost nor are offset
over lifetime, such as:
New electric vehicle purchase prior to existing
vehicle replacement
As part of this assessment, Rincon provided an in depth analysis of cost for 15 specific Actions selected by the City. To provide a more complete estimate of implementation of these specific actions, Rincon collected and analyzed cost data for each of the designated Actions using the following expenditure categories: capital cost, municipal staffing, consultants, and supply and materials. Capital expenditures for a municipality include upfront costs, like installation or infrastructure development, and lifecycle costs, such as operation and maintenance. Capital cost estimates presented herein were obtained from various sources including technical studies, analysis of current markets, information on expenditures provided by the City, as well as information regarding expenditures obtained from other similar cities or projects. Staffing represents the personnel costs by City staff to implement the action and are calculated using the current City of Healdsburg Master Fee Schedule and based on the estimated hours a given staff position would be required to implement the action.1 The city has a limited staff to implement the CMS so there will likely be a need to rely on vendors and consultants to complete some of the actions. The consultant expenditure category captures the cost to hire a consultant to implement various actions, such as developing an ordinance and conducting a feasibility study. Costs for consultants and vendors were developed based on Rincon’s experience conducting these activities and the fee schedule as well as consultant and vendor fees documented by both the City of Healdsburg and other similar California cities. Finally, many actions require materials and supplies to support implementation such as brochures or meeting materials for outreach activities which are estimated based on the City of Healdsburg Master Fee Schedule and our experience of the level of materials and supplies required.
It is important to note that determining cost for infrastructure relies heavily on specifics that are 1 https://healdsburg.gov/DocumentCenter/View/15274/Master-Fee-Schedule-FY-2022-2023
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often determined during a feasibility study and during the planning phase. When possible, ranges or annual budgets related to infrastructure changes have been included, however in many cases it is not yet possible to provide a quantitative evaluation of future infrastructure that has not yet been determined. Additionally, it should be noted that while there are a number of grants, rebates, loans, and financing opportunities available to fund or partially fund many of the actions listed, the funds available is also variable and therefore cost estimates related to amounts available by grants or other financing options have not been included in this assessment.
Table 2 presents the municipal cost analysis for each action in the CMS. It includes a preliminary cost estimate (i.e., quantitative estimates) for the 15 actions selected by the City, as well as, a qualitative cost evaluation and categorization for all other actions, denoted by grey shading in the table below.2 Additional rough cost estimates for City costs were estimated by City staff and are include in italics. Table 3 presents the community cost analysis for each measure in the CMS. It includes a qualitative cost evaluation and categorization for each measure and a quantitative cost estimate when data was available. Unless otherwise noted, all cost estimates are for a one-time expenditure. If a cost is anticipated to be ongoing, the estimated cost and time frame (i.e., annually) are included in the cost estimate.
2 Actions that were not analyzed quantitatively and only received a qualitative cost analysis are denoted in Table 2 with grey shading.
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Table 2 Cost to City for GHG Emissions Reduction Measures and Actions Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
Measure BE-1 Procure 85% of electricity from renewable and zero-carbon sources by 2030 and 100% renewable and carbon-free no later than 2045. (2,171 MT CO2e reduction)
BE-1.1 Conduct electrification infrastructure and capacity feasibility studies. This would include:
Develop a long-range community-wide electric energy and demand forecast to estimate future usage and peak demands due to adoption rates of building and transportation
electrification. Use the forecast to help inform the amount of new energy sources and system capacity improvements required. Formalize the City’s electric department long-range (ten-year) electric capital improvement plan with consideration for necessary infrastructure improvements to meet future demands. Using the developed long-range energy and demand forecast, formalize a pathway (resource-plan) to meet the City’s energy needs and list of potential resources through 2045. Generation Resources may include a combination of local and remote generation sites as well as energy storage.
Prioritize and schedule projects for implementation.
The energy forecast study and formalized plans should identify barriers for implementation of priority projects, as well as identify funding sources, impacts on rates, and partnerships needed for successful implementation.
Moderate Consultant time to conduct
electrification feasibility and
capacity study (moderate)
Staff time [estimated 400 hrs] to
support feasibility and capacity
study research (moderate)
Consultant [$180,000 -
$400,000]
Staff [$70,000 -
$100,000]
Total [$250,000 -
$500,000]
BE-1.2 Develop a resolution that Healdsburg Electric will exceed the requirements of SB 100 and SB 1020 by 2030 where 85% of the electricity mix is sourced from a combination of eligible renewable sources and/or carbon-free sources. As part of this resolution include actions of:
1. In setting the target establish valuation rankings for various generation types and projects.
2. Consider the reliability and cost benefits of energy storage and/or demand response by 2030
3. Continue to offer 100% renewable Green Rate with consideration that both the Standard and Green rates will reach the SB 100 goal of 100% renewable and carbon-free energy by 2045.
Low Staff time [estimated 240 hrs] to
conduct research, collect data to
develop resolution, gain
community input, and develop
staff reports and presentations for
resolution adoption (low)
Staff [$38,000]
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
4. Indicate that geothermal and other low-carbon eligible renewables will continue to be included in the overall electricity mix.
BE-1.3 Work with Lodi Energy Center (LEC) project participants to continue to advocate for and support the Department of Energy grant application to fund the LEC hydrogen-electrolyzer project. Identify and pursue other possible incentives or funding to transition facility to green hydrogen.
This will reduce emissions of Healdsburg Electric electricity and increase reliability of the electricity source.
Low Staff time to support the grant
application preparation (low)
Not quantified
BE-1.4 Work with community groups, local organizations, and NCPA to:
Engage with community to advertise/highlight the adoption of the resolution establishing the goal of achieving 85% renewable and/or carbon-free electricity by 2030 and 100% renewable and/or carbon-free no later than 2045. Provide information on the process for providing reliable electricity 24/7 year around and the importance of power sources to ensure the reliability of the electricity provided.
Provide information to the community on the importance of achieving this goal and how to meet this goal through city and community actions and involvement. This may include
information on the benefits of local generation of renewable energy versus purchasing of Renewable Energy Certificates (RECs) to promote community installation and use of solar and battery storage to better achieve local carbon-free electricity community wide.
Implement a software solution for residents and businesses to view electric consumption data in near real time.
Include information on time of energy use as it factors into carbon intensity and how community members can capitalize on using electricity when it has the lowest carbon intensity (e.g., when to charge electric vehicles and when to run space heating and cooling). Work with industry experts to help with demand response planning, developing strategies to increase flexibility of the grid, and for informing consumers of carbon intensity of the electricity they are using to promote behavior change.
Low Staff time to develop partnerships
and perform outreach,
engagement, and education (low)
Materials and supplies for
outreach, engagement and
education events (low)
Not quantified
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-1.5 Partner with community organizations to ensure low/moderate income households are aware of the CARE and State’s HEAP program to receive decreased electricity rates and provide technical assistance.
Low Staff time to develop partnerships
and perform outreach and
education (low)
Not quantified
Measure BE-2 Continue to adopt an Electrification Reach Code for all new residential and commercial buildings with each triannual code cycle. Update electrification ordinance to eliminate natural gas consumption in new construction for the 2025 California Building Standards Code and moving forward. (929 MT CO2e reduction) BE-2.1 Continue to enforce the Electrification Reach Code for the 2022 California Building Standards Code requiring electric space and water heating in new construction.
No-cost Continue staff time to enforce code
(no new cost)
Not quantified
BE-2.2 In 2025 and every 3-years thereafter if not included within State building codes, revisit the building electrification ordinance to update the scope and reduce exemptions to align with industry technology advancements.
As part of ordinance update, include the following scope changes:
1. Minimize the exemptions associated with the ordinance, while allowing for health and safety exemptions as necessary and exploring potential exemptions for specific use cases determined to have substantial economic development or business impacts.
2. Continue to require the submittal of an infeasibility waiver to review specific end uses where electrification is technologically infeasible.
3. Require that any end-use deemed infeasible for electrification exceed existing Title 24 energy efficiency standards and be electric ready for future electrification.
4. Establish a zero NOx threshold.
5. Specify that affordable housing developments will be all-electric to ensure no stranded assets.
6. Revisit substantial remodel and improvement definitions to be included in the ordinance.
Low Staff time to update ordinance
(low)
Not quantified
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-2.3 Engage with the community, key stakeholders, and local-based community organization representing vulnerable communities to raise awareness about building electrification before revising the electrification ordinance. Emphasize the economic and environmental advantages of electrification and address concerns related to emergency response to minimize exceptions. Publicize the cost savings, environmental benefits, and flexibility of electrification through the City website and permit counters, targeting builders, property owners, and contractors.
Low Staff time to conduct outreach and
education (low)
Materials and supplies for outreach
and engagement (low)
Not quantified
BE-2.4 Engage with interested parties, both internal interested parties, such as City staff and officials, and external interested parties, such as local developers and community groups regarding the purpose and impact of the Healdsburg Electrification Reach Code and to identify and address equity concerns in policy implementation.
Low Staff time to conduct outreach and
education (low)
Materials and supplies for outreach
and engagement (low)
Not quantified
BE-2.5 Engage with affordable housing developers to leverage incentives for new all-electric and efficient low-income residential buildings through the California Energy Commission Building Initiative for Low-Emissions Development (BUILD) Program and the Affordable Housing and Sustainable Communities (AHSC) Program. Regularly investigate and leverage other incentive programs available for electrification of new buildings.
Low Staff time to conduct outreach and
education, and research existing
incentive programs to promote
(low)
Materials and supplies for outreach
and engagement (low)
Not quantified
Measure BE-3 Decarbonize residential building stock by 10% by 2030. (947 MT CO2e reduction) BE-3.1 Assess the feasibility and cost for electrification retrofitting as well as identify potential equity concerns/impacts. Identify the appropriate project threshold to require electric upgrades in order to electrify 10% of existing residential buildings by 2030. Establish the funding and financing requirements necessary to support the community in this transition.
Moderate Consultant time to conduct
feasibility, cost, capacity and equity
analysis (moderate)
Staff time [estimated 100 hrs] to
work with consultant in analysis,
develop partnerships and working
groups, and perform engagement
(moderate)
Materials for community
engagement activities (low)
Consultant [$50,000 -
$100,000]
Staff [$20,000 -
$30,000]
Materials & Supplies
[$1,000 - $10,000]
Total [$71,000 -
$140,000]
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-3.2 Continue to monitor the 9th circuit court of appeals of the CRA vs City of Berkeley ruling. Once electrification costs and funding/financing options are identified, develop an-electric-preferred reach code for existing residential buildings during the next building code cycle to be implemented through the building code for projects that are valued at $250,000 or greater. Include the following aspects in the code development:
1. If necessary, modify the reach code such that it satisfies the federal Energy Policy and Conservation Act’s (EPCA) seven criteria for an exemption from preemption.
2. Establish a zero-NOx standards for replacement appliances.
3. Establish a time of renovation energy efficiency performance requirement and electrification requirement that includes a checklist of cost-effective efficiency and electrification options for renovations to be completed based on scale of project.
Low Staff and/or consultant time
required to monitor the ruling and
develop the mandatory
requirements within the building
code (low)
Staff time required for adoption of
requirement (low)
Consultant [$25,000 -
$60,000]
Staff [$10,000 -
$20,000]
Total [$35,000 -
$80,000]
BE-3.3 Align with SB 379 to implement an online, automated permitting platform. As part of a comprehensive permitting compliance program, include routine training of City staff, dedicating City staff time to building inspections, charging fees for noncompliance, providing easy-tounderstand compliance checklists online and with permit applications, and facilitating expedited permitting online, including solar and battery storage.
Low Ongoing staff time to review
projects and implement
compliance program (low)
Grant received and in progress for
online permitting
Staff [$12,000 -
$15,000 annually]
BE-3.4 As allowed by the law, continue to provide incentives available for community members installing solar and battery storage to their homes such as a Net Metering Program with high-compensation NEM rates, and continue to provide incentives for energy efficiency and efficient electrification upgrades, as well as promote other funding and incentive opportunities available through the State and Federal government.
Provide resource information to the community through websites, workshops, and partnerships. Include outreach to newly sold homes, when homeowners are more likely to make upgrades.
Moderate Staff time [estimated 200 hrs] for
program expansion to include
outreach to newly sold homes
(low)
Consultant time for outreach
activities, develop outreach toolkit, and website upkeep (low) Materials and supplies to provide
to community (e.g., brochures)
(low)
Incentives and rebates to offset
home or property owner costs
(moderate)
Staff time [$20,000 -
$35,000]
Consultant [$30,000 -
$50,000]
Materials and Supplies
[$2,000 - $5,000]
Incentives and Rebates
[$200,000 - $300,000
annually]
NEM Compensation
[$0.0888 per kWh netgeneration]
Total [$252,000 -
$390,000]
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
Net Energy Metering compensation
for excess electricity generation
(moderate)
BE-3.5 Review incentives, rebates, and financing options for procedural equity and ensure that existing and updated incentive programs are being equitably distributed to the community. Develop a suite of Equity Guardrails with input from the community to ensure existing building electrification improves equity in the community.
Low Staff and/or consultant time to
conduct outreach and engagement
and develop equity metrics (low)
Staff and/or consultant time to
regularly review and update
existing incentives (low)
Not quantified
BE-3.6 Develop an appliance direct install program for Multi-Family incomerestricted properties. Consider implementing a Neighborhood Retrofit Program to improve resiliency in residential buildings (i.e., on-site power generation and storage, weatherization, cooling, etc.), with an emphasis on connecting incentives and resources with rental property owners and low-income residents. Partner with community organizations to utilize existing resources.
Moderate to
High
Staff or consultant time to develop
and launch program, conduct
outreach, develop partnerships,
and coordinate implementation
(moderate)
Vendor cost to provide appliances
and direct install services
(moderate to high)
Materials and supplies for outreach
activities (low)
Other incentives and rebates
included in BE-3.5
Staff/consultant
[$100,000 – $200,000
annually]3
Vendor [up to
$2,500,000]3
Materials and Supplies
[$2,000 - $10,000
annually]
Total [$2,600,000 –
2,710,000]
Proposed Budget
[$500,000 annually]4
3 Estimates on program obtained from March 2023 Staff Report regarding program implementation. 4 The City receives about $500k annually from the Cap & Trade program for GHG reduction programs such as energy rebates, EV charging, etc. Using the funds on this specific Action would limit funds for other programs. The budget is included herein to provide context for potential funds reduced from other programs if this Action is implemented.
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-3.7 Once feasibility studies and cost analysis are completed, dedicate staff time or funding of consultants to pursue funds through CARB, the Investment Reduction Act, and the Infrastructure Investment and Jobs Act including, but not limited to:
1. DOE block grants
2. Green bonds
3. Grant Anticipation Notes or Short-Term Loans
4. Tax exempt lease purchases
5. Energy as a service
6. Energy Performance Contracting from Energy Service Companies (ESCOs)
Low Staff time to determine program
needs (low)
Staff time to prepare funding
applications (low)
Not quantified
BE-3.8 Continue to conduct periodic energy efficiency rebates reviews. Promote existing available rebates and incentives for energy efficiency and electrification from Healdsburg Electric, the State, and the Federal government through partnership with community groups to educate the community on ways to finance electrification.
Low Staff time to review rebates and
conduct community outreach (low)
Not quantified
Measure BE-4 Decarbonize non-residential building stock by 10% by 2030. (706 MT CO2e reduction) BE-4.1 Identify non-residential building electrification barriers and analysis supporting future adoption of a non-residential building electricpreferred reach code. Assess the cost range for electrification retrofitting for different industries. Identify the appropriate project threshold to require electric upgrade in order to electrify 10% of existing nonresidential buildings by 2030.
Moderate Staff and consultant time to
conduct feasibility strategy
(moderate)
Not quantified (to be
completed with
Action BE-3.1)
BE-4.2 Continue to monitor the 9th circuit court of appeals of the CRA vs City of Berkeley ruling. As part of the next building code cycle, develop an electric-preferred reach code for existing non-residential buildings to be adopted by 2026 to be implemented through the building code for projects that are valued at $500,000 or greater. As part of this reach code include the following steps:
1. If necessary, modify the reach code such that it satisfies the federal EPCA’s seven criteria for an exemption from preemption.
2. Encourage commercial buildings to comply with the Commercial Energy Performance Assessment and Disclosure Program (AB 1103).
3. Establish a zero-NOx standards for replacement appliances.
Low Staff and/or consultant time
required to develop the mandatory
requirements within the building
code (low)
Staff time required for adoption of
requirement (low)
One full-time staff member hired
to implement compliance program
(moderate)
Consultant [$25,000 -
$50,000]
Staff [$10,000 -
$20,000]
Staff [$120,000 -
$150,000 annually]
* If this Action is
developed in concert with
Action BE-3.2 and
Action BE-3.3 there would
not be a cost associated
with this Action
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
4. Allow for health and safety exemptions as necessary.
5. Explore potential exemptions for specific use cases determined to have substantial economic development or business impacts.
6. Enforce the permitting of replacement appliances through the same permitting compliance program as for residential building electric-preferred reach code.
BE-4.3 Develop an education campaign to promote electrification and include items in the program such as:
1. Conduct engagement efforts for the commercial sector to identify ways the City can support commercial energy storage installations and neighborhood scale microgrid opportunities.
2. Facilitate funding opportunities for commercial business electrification by identifying and supporting grant opportunities available to the community, prioritizing small and community owned.
3. Implement feedback provided during the community outreach process for small businesses and community-owned businesses to address potential equity impacts of the building performance program.
4. Utility bill inserts to advertise the incentive programs or grants available and the cost benefits of electric appliances
5. Targeted outreach to builders, developers, local contractors, and property managers with an informational brochure describing the financial benefits of replacing natural gas appliances with all electric appliance when they apply for permits
6. Provide informational webinars and an updated website to advertise and promote All-Electric Building Initiative rebates and incentives
7. Promote the use of the Energy Star Portfolio Manager program and benchmarking training programs for nonresidential building owners.
Low Staff and/or consultant time to
develop and implement an
education campaign (low)
Staff time to conduct outreach and
education (low)
Materials and supplies for outreach
and engagement, including bill
inserts (low)
Not quantified
BE-4.4 Continue to partner with electrification/efficiency experts to provide guidance to commercial buildings covered by the new code(s) and/or ordinance(s).
Low Continue partnerships to provide
technical assistance (low)
City staff estimate current
costs at less than $10,000
per year, depending on
technical support needed.
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-4.5 Partner with the Healdsburg businesses and the Chamber of Commerce to inform and facilitate electrification for commercial business owners.
Low Staff time to develop partnerships
and conduct outreach (low)
Not quantified
Measure BE-4A Decarbonize 50% municipal buildings and facilities by 2030.
BE-4A.1 Develop a resolution to decarbonize 50% of municipal buildings and facilities by 2030 and 100% by 2045, by retrofitting natural gas appliances with electric alternatives. Include in the resolution an “electric first” purchasing policy for any equipment or appliances in need of replacement.
High Staff time [60 hrs] to develop
resolution and develop
replacement schedule (low)
Consultant to conduct natural gas
appliance audit (moderate)
Capital/comparative cost for
appliance and lighting
replacements and building retrofits
as needed (high)
Long-term energy bill savings (nocost)5
Staff [$8,000 - $12,000]
Consultant [$40,000 –
$60,000]
Capital/comparative
investment [$35-
$200/square foot]6
Cost savings [~ $2,000
over 15 years]7
Total per 50,000
square feet
[$1,796,000 -
$10,070,000]
BE-4A.2 Conduct a feasibility study to understand current decarbonization and barriers to installing additional distributed energy resources such as solar and battery storage, or other renewable energy generation infrastructure, at municipal facilities. Plan for directing resources through the city for funding, energy storage, and distributed energy resources.
Direct municipal efforts to sourcing space for energy storage projects, microgrid implementation, and future electrification.
Moderate Staff and consultant time to
conduct feasibility study
(moderate)
City staff estimate costs
between BE-3.1 and BE-3.2
[$35,000 - $140,000].
5 A portion of gas distribution costs is covered by the customer’s gas bill payments, by electrifying this incremental cost is saved. Accessed at: https://rmi.org/insight/the-economics-of-electrifyingbuildings/ 6 The cost to retrofit commercial buildings is highly variable depending on the retrofit, existing conditions, type of building, equipment available, etc., Furthermore, electric retrofits often show cost savings overtime. Recent studies found that for a typical office building electric retrofits would cost on average $25 - $150 per square foot. Accessed at: https://rmi.org/wpcontent/uploads/2017/04/Pathways-to-Zero_Bldg-Case-for-Deep-Retrofits_Report_2012.pdf 7 https://rmi.org/insight/the-economics-of-electrifying-buildings/
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
BE-4A.3 Complete a Wastewater treatment plant energy efficiency study and implement the highest impact recommendations. Utilize grant funding opportunities as much as possible.
High Staff time to acquire funding (low)
Staff and consultant time to
conduct an energy efficiency study
(moderate)
Capital costs to implement study
recommendations (high)
City staff estimate:
Staff time to acquire
funding [$5,000]
Staff/consultant time to
conduct study [$45,000
- $85,000]
Capital costs may vary
widely depending on
recommendations
[$10,000 - $1,000,000+]
Total [$60,000 -
$1,090,000+ depending
on grant funding
opportunities]
Measure T-1 Implement programs that increase access to safe active transportation, such as walking and biking, that achieve 15% of active transportation mode share by 2030. (353 MT CO2e reduction)
T-1.1 Work with Sonoma County Transportation Authority (SCTA) to update the 2013 Existing and Planned Bicycle and Pedestrian Facilities for City of Healdsburg with new planned and completed projects by 2025. As part of the update consider including:
1. Identified projects from the 2013 plan not yet implemented and include a progress update and/or reasons that identified projects were determined infeasible in updated Master Plan
2. Safe Routes to School plan
3. Increased biking infrastructure off the main street to enhance connectivity throughout the City and/or in communities where there is currently no or limited infrastructure
4. In partnership with surrounding communities, identify opportunities for infrastructure improvements or expansions to enhance cross-community active transportation
5. Explore streets for permanent through traffic closures to promote walking, biking, and other forms of active transportation with a focus on closing off downtown
6. Explore areas of the City to remove parking and/or additional traffic lanes to prioritize walking and biking
High Consultant time to develop Safe
Routes to School Plan (SRSP)
(moderate)
Staff [estimated 300 hrs] time to
work with SCTA to update Bicycle
and Pedestrian Plan (moderate)
Consultant or staff time to conduct
analysis (e.g., identification of
areas for through traffic closure,
equity analysis) for update
(moderate)
Materials and supplies needed for
outreach and engagement events
throughout process of updating
document (low)
Capital cost for increasing and
improving biking infrastructure
(high)
Capital cost for street closures
(moderate)
Initial Planning Cost
Consultant - SRSP
[$100,000 - $210,000]
Consultant – analysis
[$150,000 - $300,000]
Staff [$45,000 -
$60,000]
Materials and Supplies
[$5,000 - $10,000]
Total [$300,000 –
$580,000] (some costs
potentially supported
by grant for plan
update)
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Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
7. Determine equity barriers to safe bike and pedestrian infrastructure.
Infrastructure Cost
Bike Infrastructure
[$325,000 - $650,000
per mile]8
Street Closures
[$50,000 – $150,000
per short -term closure
location]8
T-1.2 Continue to utilize discretionary funds to implement the bicycle and pedestrian infrastructure improvements and updates such as the protected bike lanes along Healdsburg Avenue and reduction of through lanes on Healdsburg Avenue (e.g., Healdsburg Avenue Improvement Project). Select consultant to finalize designs for Healdsburg Avenue Improvement Project by end of 2023 to aim for project completion end of 2028. Improvement projects underway include:
1. Healdsburg Avenue Complete Streets improvements
2. Grove Street improves including ADA compliance
3. Foss Creek & Front Street connections
4. Saggio Hills Foss Creek Pathways Extension
High Staff and consultant time to finalize
designs (low)
Infrastructure investment (high)9
Capital costs to implement bicycle
and pedestrian infrastructure
improvements (high)
City staff estimate for
current projects underway:
Healdsburg Ave [$15M]
Grove Street [$3-4M]
Foss & Front [<$1M]
T-1.3 Support the Sonoma County Bicycle Coalition and local community groups to facilitate community outreach and education on transportation alternatives and promote infrastructure improvements and expansion, such as Foss Creek Trail. Continually improve methods for engaging the community, gathering input, and utilizing it to prioritize projects from the Bicycle and Pedestrian Master Plan. Promote and distribute regionally available tools, such as bike maps, bus routes and schedules, etc. to the community and to hotels and tourism centers to increase visitor use of active transportation.
Low Staff time to develop partnerships
and conduct outreach and
education (low)
Materials and supplies for outreach
and engagement (low)
Not quantified
8 Capital costs for infrastructure obtained from following study and include 30% inflation since time of study. Accessed at:
https://www.pedbikeinfo.org/cms/downloads/Countermeasure%20Costs_Report_Nov2013.pdf 9 Rough estimates provided by City of Healdsburg Public Works Department
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Healdsburg Climate Mobilization Strategy B-15
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-1.4 Develop the Pilot Bike Share Program into a permanent and dependable bike share network that provides access to key destinations throughout the City, and work with regional partners including SMART and others, to assess potential for a regional bike share system. Include educational outreach and campaigns promoting use of the re-inspired program.
Moderate Staff time to develop regional
partnerships and conduct outreach
and education (low)
Staff time and capital costs to
develop program (moderate)
Current 3-year pilot costs
approximately $100,000
per year. Staff estimate
future costs of $100,000-
$150,000 annually, and
would encourage bike
share vendor to seek local
business sponsorship.
T-1.5 Coordinate regionally through Sonoma County leveraging the regional active transportation plan to facilitate cross-community active transportation improvements, such as SMART multi-use path and Great Redwood Trail. As part of this action include community outreach and education on active transportation improvements to affected areas as well as the community.
Low Staff time to conduct education
and outreach and coordinate
infrastructure improvements with
regional partners (low)
Not quantified
T-1.6 Evaluate existing bike parking facilities and evaluate what improvements can be made to increase supply, reduce theft, and increase rider attraction. Based on existing surveys and evaluation findings, improve and expand existing bike parking facilities throughout the city. Improve bike parking facilities near public transit stops and expand access to safe transit (i.e., first and last-mile access), as well as consider car parking spaces that could be converted to bicycle parking. Include analysis of last mile limitations and hurdles. Explore ways to require safe, secure bike parking and/or bike lockers as part of large commercial and multi-family projects.
Moderate Staff and consultant time to
conduct evaluation and identify
opportunity improvements
(moderate)
City staff estimate costs to
be similar to BE-3.1 and
BE-3.2 [$35,000 -
$140,000]. Initial budget of
$10,000
T-1.7 Support the tourism and business sectors of the greater Healdsburg County region to increase active transportation from tourists and employees.
Low Staff time to develop partnerships
and identify opportunities (low)
Not quantified
T-1.8 Partner with local bike shops to provide subsidies to low-income residents for e-bikes, helmets, locks, and other bicycle equipment.
Continue to offer e-bike rebates with increased rebate opportunities for low-income customers. Implement an income-qualified coupon for the ebike share program, in addition to the available 50% discounted e-bike share rate.
Moderate Staff time to develop partnerships
(low)
Capital costs to increase and
provide new rebates (moderate)
City staff estimate $50,000
annually.
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Packet Pg. 195 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-16
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
Measure T-2 Implement programs for public transportation that achieve 10% of public transit mode share by 2030. (2,022 MT CO2e reduction) T-2.1 Partner with SCT to conduct a feasibility study to inform the development of a tourism-based mobility plan aimed at decreasing tourism-based single passenger vehicle use. In this study:
1. Identify community boundary locations for tourism designated parking and optimal route connectivity.
2. Identify opportunities for town shuttle services and park-and-ride locations for residents and tourists.
3. Pilot study on private funded transportation to wineries.
4. Gauge potential of private partnerships with big tourism destinations such as wineries and local businesses to implement direct public transit routes between park and ride and the relevant tourist destinations.
Moderate Consultant time to conduct
feasibility study (moderate)
Staff [200 hrs] time to work with
SCT or consultant on feasibility
study and develop/implement pilot
project (low)
Capital cost to develop and
implement pilot study (moderate)
Consultant [$60,000 -
$100,000]
Staff [$25,000 -
$40,000]
Pilot Study [$200,000 -
$300,000]10, 11
Total [$285,000 -
$440,000]
T-2.2 Partner with regional organizations or community groups to conduct local transportation surveys to better understand the community’s needs and motivation for traveling by car versus other alternatives such as the bus. Use survey results to inform policy development and education/outreach campaigns that are transit focused.
Low Staff time to develop regional
partnerships and conduct
community surveys (low)
Not quantified
T-2.3 In the identification of access improvements to transportation include design improvements of seating and shading at bus stops and along active transportation routes. Partner with SCT to incorporate design changes throughout infrastructure modifications.
Moderate Staff and consultant time to design
bus stop improvements (moderate)
Staff time to work with STC to
incorporate design improvements
(low)
Capital cost for bust stop
infrastructure improvements (e.g.,
street furniture, shade) (moderate)
City staff estimate costs
similar to T-1.6 [$35,000 -
$140,000], plus the
infrastructure costs which
may vary depending on the
modifications.
10 Assumed a one-year pilot study costing ~$100/hr based on average rates for shuttles locally, operations 7 days a week from 10 am to 6 pm (hours of winery operations). 11 Based on conversations between Public Works Director and SMART on the on-demand e-shuttle. Assumed that pilot study for transportation to wineries would be a year long, though is anticipated to be a lower cost as hours of operation would be less.
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Packet Pg. 196 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-17
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-2.4 Work with public transit partners and rider groups to improve ridership through improved routes and modifying schedules to increase efficiency and align with rider needs. Ensure public transportation access and improvements are prioritized in low-income areas, active aging neighborhoods, schools and at major destinations. This could include surveying existing transportation services, routes, schedules, and facilities throughout the city and developing a plan to improve these for implementation with preference given to improving public transportation facilities and expand access to transit (i.e., first and lastmile access).
Moderate Staff and/or consultant time to
conduct survey, develop a plan,
and coordinate with partners and
stakeholders (moderate)
City staff estimate costs
similar to T-1.6 [$35,000 -
$140,000].
T-2.5 Promote free or subsidized regional public transit programs for vulnerable communities in Healdsburg that makes it free or discounted for participants to travel regionally via SCT.
Low Staff time for promotion and
outreach (low)
Not quantified
Measure T-2A Explore the development of a micro-mobility and/or car-share program to support mode shift from single occupancy fossil fuel vehicles to Zero Emission Vehicles.
T-2A.1 Conduct a background review of options for purchasing, operating, and maintaining an on-demand door-to-door e-shuttle. This may include the development of a new on-demand e-shuttle, the expansion of DASH (Drivers Assisting Seniors in Healdsburg) for all residents of Healdsburg, or the development of a program to subsidize the cost for electric carshare programs such as Uber or Lyft. The analysis should include identification of potential funding sources (e.g., grants, local taxes, local business sponsorship, discretionary funds, etc.) and identification of barriers and opportunities for how such a micro-mobility program may enhance active transportation or public transit use. Present the findings to City Council and the public to determine next steps.
Moderate Staff and consultant time to
conduct feasibility study
(moderate)
City staff estimate costs
similar to T-1.6 [$35,000 -
$140,000].
T-2A.2 Based on the findings of the feasibility study and the response from City Council and the public, develop and implement a micro-mobility policy that establishes a deployment protocol and permitting process, identifies any restrictions for use for safety reasons, and promotes equitable access through requirements for consistent placement of micro-mobility devices (e-scooters, e-bikes, etc.) in underserved areas or reductions in usage fees for lower-income users.
Moderate/H
igh
Staff time [300 hrs] to develop and
implement micro-mobility policy
(moderate)
One part-time employee for staff
management of program and
permitting process (moderate)
Annual cost to fund micro transit
service operated by City (high)
Staff [$35,000 -
$60,000]
Permitting Staff
[$50,000 - $70,000]
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Packet Pg. 197 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-18
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
Funding potential through
Strengthening Mobility and
Revolutionizing Transportation
(SMART) Grants Program
Micro transit annual
budget if City funded
[$500,000 - $2M]12,13
T-2A.3 Facilitate transportation equity through multilingual programs that identify local equity issues and seek to remove barriers for vulnerable communities to use carshare or micro-mobility options.
Low Staff time to conduct outreach and
engagement (low)
Materials and supplies for outreach
and engagement (low)
Not quantified
T-2A.4 Leverage community groups and local organizations to develop outreach and education materials advertising micro-mobility options and the benefits of use for traveling locally and increasing connectivity of public transit. Provide information on available funding opportunities or subsidies offered for low-income residents.
Low Staff time to conduct outreach and
engagement (low)
Materials and supplies for outreach
and engagement (low)
Not quantified
Measure T-3 Develop programs and policies to discourage driving single passenger vehicles and to support the bicycle/pedestrian and public transit mode share goals of Measures T-1 and T-2.
T-3.1 Reduce future VMT of new development through infrastructure requirements modifying the General Plan and/or specific plans (e.g., Central Healdsburg Avenue Plan) such that the plans for different City areas include policies that support the development of a connected pedestrian and cyclist network and maximize infill development.
Infrastructure requirements may include:
1. Small scale version of park and ride for residents and tourists.
2. Interconnected bike lanes and sidewalks throughout the City.
3. Electric Bike stations or other micro-mobility hubs outside of major residences and shop destinations
Low Staff and/or consultant time to
update policies and plans (low)
Not quantified
12 Example projects receiving funding for micro-transit/ on-demand shuttle received ~$1M for demonstration project, it is assumed that if the City funded the micro-transit system, a similar budget would be needed annually. Accessed at: FY22 SMART Project List.pdf (transportation.gov) 13 Cost to fund a micro transit program annually varies drastically depending on the micro-transit services (e.g., on demand shuttle, e-scooters), and whether the service is operated by an outside vendor (e.g., BIRD) or if the City is bearing the cost. The SacRT’s SmaRT Ride on-demand micro transit service in Sacramento, funded by local sales tax, is $1M a year. Accessed at: Creative ways to fund on-demand public transportation and microtransit in California - Via Transportation (ridewithvia.com).
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Packet Pg. 198 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-19
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-3.2 Investigate parking policies to disincentivize single passenger vehicles while enabling alternative options for communities meeting defined equity metrics. Based on City Council and public feedback, implement parking policies to disincentivize single passenger vehicles. This may include options such as, but not limited to:
1. Eliminate or severely limit parking options for single-passenger vehicles in downtown and other commercial areas of the city using best available information on implementation.
a. Implement a parking permit system to reserve available parking for employees of businesses downtown or in
commercial areas.
2. Utilize a static or dynamic parking pricing for all downtown parking locations and use revenue to fund active transportation and public transportation projects.
3. Price all public parking spaces for all areas of the city with fees directed towards active transportation
Moderate Staff and/or consultant time to
evaluate parking policies and
structures (moderate)
Staff time [1 FTE] to develop,
implement and enforce parking
permit system and program
(moderate)
Capital cost in smart parking
meters, equivalent parking price
equipment, and/or enforcement
technology (moderate)
Cost offset associated with revenue
from parking fees and permits (nocost)
Consultant [$60,000 -
$100,000]
Staff [$100,000 -
$200,000 annually]
Capital [$20,000 -
$60,000]14
Total [$180,000 -
$340,000]
T-3.3 Conduct an analysis of the potential community impacts and benefits of charging for parking in downtown. Analysis should include evaluation of different parking fee structures as well as ensure that potential equity concerns are identified.
Moderate Staff and consultant time to
conduct analysis (moderate)
City staff estimate costs
similar to T-1.6 [$35,000 -
$140,000].
T-3.4 City lead by example by encouraging and providing incentives for active transportation and public transit use, such as free access to the e-bike share program, public transit passes, telework options, or other incentives.
Moderate Staff time to conduct outreach and
education on incentives (low)
Materials and supplies for outreach
and education (low)
Capital costs to provide new or
expanded incentives (moderate)
City staff estimate
$75,000-$100,000 a year
based on incentives
selected.
T-3.5 Pursue land use and development policies that promote infill development and/or increased density of residential development in the downtown core, along transit corridors, and within future planned development areas that is compact, mixed use, pedestrian friendly, and transit oriented where applicable.
Moderate Staff time to develop policies
(moderate)
City staff estimate costs of
approximately $140,000.
14 Installation of smart parking meters range between $250 - $500. Assumed 25 to 75 installed as part of this effort as well as additional cost for technology related to enforcement of parking.
Reference accessed at: https://www.itskrs.its.dot.gov/node/209124
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Packet Pg. 199 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-20
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
Measure T-4 Increase passenger zero-emission vehicle use and adoption to 50% by 2030. (14,513 MT CO2e reduction) T-4.1 Develop a reach code requiring electric vehicle capable charging spaces.
By 2024, amend the Healdsburg Development and Municipal Code to promote EV chargers in new development and existing parking spaces, to require at minimum:
Single Family – CalGreen Tier 2 provisions
Multifamily – CalGreen Tier 2 provisions
Non-Residential – CalGreen Tier 2 provisions
Expand the designation of EV charging parking spaces to 15% of existing parking spaces within the City by 2030.
Require larger residential rental building owners (more than 20 tenants) and large commercial building owners (more than 10,000 square feet) to install working electric vehicle chargers in 20% of parking spaces for new and existing buildings at time of renovation if projects are valued at $1,000,000 or greater. Expediate EV charger permits
Low Consultant time to aid in
development of reach code (low)
Staff time [estimated 80 hrs]
required to support reach code
development and for adoption of
requirement (low)
Consultant [$25,000 -
$40,000]
Staff [$12,000 -
$15,000]
Total [$37,000 -
$55,000]
T-4.2 Develop an ordinance requiring Healdsburg vehicles to participate in the States Biennial smog check program and contribute towards clean energy standards. Work with the Northern Sonoma County Air Pollution Control District to require biennial smog checks.
Low Staff and/or consultant time to
develop ordinance (low)
Staff time to coordinate with the
air district (low)
Not quantified
T-4.3 Partner with local organizations and community groups to distribute outreach and education materials to residents and local businesses on the financial, environmental, and health and safety benefits of ZEVs, as well as anti-idling for fossil-fuel vehicles. Provide information on available funding opportunities.
Low Staff time to conduct outreach and
education (low)
Materials and supplies for outreach
and education (low)
Not quantified
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Packet Pg. 200 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-21
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-4.4 Identify private sector partnerships and develop affordable, zeroemission vehicle car share programs to serve affordable housing and/or multifamily developments with a priority to target vulnerable communities.
Moderate Staff time to develop partnerships
(low)
Staff time and capital costs to
develop car share program
(moderate)
City staff estimate public
chargers to cost up to
$200,000 per parking lot (6
connectors), depending on
infrastructure and
accessibility. City staff
estimate other costs to be
similar to T-1.4 [$100,000 -
$150,000 annually],
depending on discounts
provided.
T-4.5 Continue to promote the EV Monthly Bill Discount Program with increased discount opportunities for low-income customers, and develop an updated or replacement program following program sunset in 2025.
Continue to promote affordable EV charging rates at city-owned EV charging stations and adjust rates as necessary to cover program costs.
Explore methods for charging different rates for different user groups or other programs to offset charging costs at public stations for low-income residents.
Moderate Continue staff time to promote
programs and rates (no cost)
Staff time and capital costs to
develop incentive program
(moderate)
City staff estimate
$150,000 - $200,000
annually.
T-4.6 Utilize the CALeVIP rebate to install new electric vehicle chargers at the Senior Center and downtown Maher lot. Applied for Federal Charing and Fueling Infrastructure (CFI) grant to install electric vehicle chargers at the Community Center, Giorgi Park, High School, and West Plaza. These projects would add 34 new public EV charging ports.
Moderate Capital costs to install electric
vehicle chargers, offset by grant
funding (moderate)
City staff estimate
$425,000 from already
approved budget, plus an
additional $680,000 from
grant funding (if awarded).
T-4.7 In addition to the 6 City-owned lots already identified, conduct a survey of existing publicly accessible electric vehicle chargers and their locations and identify a prioritized list of additional locations for new electric vehicle charging stations, or lots for increased chargers, with consideration for equitable distribution of chargers to vulnerable communities. Study should include an evaluation of capacity needs associated with the installation of new EV chargers and identification of the businesses or stakeholders that own the property to coordinate with for installation of chargers.
Moderate Staff and/or consultant time to
conduct survey (moderate)
City staff estimate similar
to BE-3.1 [approx.
$150,000].
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Packet Pg. 201 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-22
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-4.8 Identify and promote incentives and financing options for residential electric vehicle charger installations. Develop programs and policies to add 500 new publicly accessible and private workplace Level 2 and 3 electric vehicle charging stations to the City by 2030 through grants such as the California Energy Commission’s Clean Transportation Program.
Develop programs that incentivize residents and businesses to charge during times of abundant solar resources and avoid charging during peak hours and grid emergencies
Moderate to
High
Staff time to conduct outreach and
education (low)
Staff time to develop programs and
policies (moderate)
City staff estimate
$500,000 - $2,500,000,
depending on public
charger rebate amount
and grant availability.
Proposed budget of
$100,000 annually. Other
action components to
leverage T-4.5.
T-4.9 Collaborate with neighboring jurisdictions and the Sonoma County Transportation Authority to develop a connected network on ZEV car share. Prioritize car share to serve affordable housing and/or multifamily developments.
Low Staff time to develop partnerships
and coordinate ZEV infrastructure
improvements (low)
Not quantified
T-4.10 Partner with the local air district and RCPA to communicate State requirements for off road equipment and identify funding opportunities to support low-income residents to replace gas-powered landscaping equipment and off-road engines with zero emission equipment, such as through rebates or buyback programs.
Low Staff time to develop partnerships
and identify funding opportunities
for low-income residents (low)
Not quantified
Measure T-5 Increase commercial zero-emission vehicle use and adoption to 40% by 2030. (2,000 MT CO2e reduction) T-5.1 Complete white paper for US Postal Service fleet electrification in Healdsburg. Use white paper to inform the overall electrification study (BE-1.1) regarding commercial fleet electrification, peak demands, and on-peak/off-peak energy requirements. This information can be applied to other identified commercial vehicle fleets in Healdsburg.
Low Staff time to complete white paper
and provide for comment (low)
Not quantified
T-5.2 Adopt a ZEV plan for commercial vehicles in line with state targets and in line with the findings of the accompanying feasibility study. Work with stakeholders to develop and implement the plan for City-supported accelerated fleet electrification. As part of the plan, identify opportunities for accelerated fleet electrification and promote zeroemission vehicle (ZEV) adoption within business and municipal fleets.
Low Staff time to conduct outreach and
engagement (low)
Staff time to adopt the plan (low)
Not quantified
T-5.3 Provide information to businesses on state and federal programs to help fund conversion of commercial fleets to zero emissions vehicles.
Low Staff time to conduct outreach and
education (low)
Materials and supplies for outreach
and education (low)
Not quantified
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Packet Pg. 202 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-23
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-5.4 Identify, implement, and connect vehicle fleet owners, particularly those serving vulnerable communities to incentivize vehicle electrification. This could include local tax breaks.
Moderate Staff time to conduct outreach and
education (low)
Staff time and capital costs to
implement incentives (moderate)
City staff estimate approx.
$100,000 annually.
T-5.5 Secure funding from state programs (such as the California Air Resources Board's Clean Vehicle Rebate Project and the Truck and Bus Voucher Incentive Program) and federal sources to increase procurement of EV or ZEV cars, trucks, and other vehicles and installation of EV/ZEV charging/fueling infrastructure.
Low Staff and time to acquire funding
(low)
Not quantified
Measure T-5A Lead by example and electrify or otherwise decarbonize the municipal fleet in compliance with the state’s Advanced Clean Fleet Rule.
T-5A.1 Continue to implement the Zero-emission vehicle first purchasing policy for all light-duty municipal vehicles, and update to also include off road equipment, medium-duty vehicles, and provide a path to comply with the State’s Advanced Clean Fleet rule requiring 50% of medium- and heavy-duty vehicle purchases be zero-emissions beginning in 2024 and 100% beginning in 2027. Also consider operational needs to determine appropriate size of vehicles. Maintain exemptions needed to ensure public safety and delivery of critical services.
Moderate Staff time to update policy (low)
Comparative cost to purchase and
maintain ZEV instead of internal
combustion engine vehicle and offroad vehicle (low-moderate) Lifecycle cost savings for ZEV (nocost)
City staff estimate
incremental light duty
vehicle cost increase of
$10,000-$15,000 per
vehicle, additional
charging infrastructure
costs of $200,000, and
ongoing savings in fuel
costs. Incremental costs for
medium- and heavy-duty
vehicles will vary widely.
City staff estimate
incremental off road
vehicle replacement cost
increase of $20,000-
$30,000 per vehicle,
additional charging
infrastructure costs of
$50,000, and ongoing
savings in fuel costs.
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Packet Pg. 203 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-24
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
T-5A.2 Install additional ZEV chargers in municipal parking lots for fleet, employees, and public use to meet projected demand.
Moderate Capital costs to install ZEV chargers
(moderate)
City staff estimate public
chargers to cost up to
$200,000 per parking lot (6
connectors), depending on
infrastructure and
accessibility. Non-public
charger costs are
substantially lower.
T-5A.3 Develop a resolution to replace City-owned end-of-life small off-road equipment with electric equipment (e.g., lawn equipment and leaf blowers) at time of replacement.
Low Staff time to develop resolution
(low)
Incremental costs for small offroad equipment (low-moderate) Not quantified
Measure SW-1 Achieve Zero Waste by 2030 through 90% diversion of solid waste from the landfill. (7,729 MT CO2e reduction) SW-1.1 Meet the requirements of SB 1383 to reduce organics in the waste stream by 75% below 2014 levels by 2025 and achieve Zero Waste through 90% solid waste diversion by 2030. Include activities such as:
1. Implement enforcement and fee for incorrectly sorted materials with sensitivity to shared collection.
2. Assure adequate bin signage across commercial and residential areas of acceptable landfill, recyclable, and compostable materials.
3. Conduct additional food scrap collection pail giveaways and promote the free curbside organics collection service by Recology
4. Expand existing ban on disposable food ware made of polystyrene foam or products containing PFAS to include additional items without means of recycling or recycling markets, such as produce bags.
Moderate15 Staff time [estimated at 100 hours]
to develop and implement pilot
projects (moderate)
Capital costs to develop and
implement pilot projects (i.e.,
reusable to-go container program)
(moderate)
One-part time employee to
develop and implement
enforcement and fee program
(moderate)
Capital costs for adding bins in
public areas (moderate)
Staff – pilot projects
[$20,000 - $38,000]
Capital – pilot projects
[$125,000 -
$375,000]16
Staff – compliance
monitoring [$60,000 -
$80,000]
Capital/ Staff - signage
[$50,000 - $75,000]17
15 See SB 1383 Local Service Rates Analysis – CalRecycle for more information regarding the variables impact cost on municipalities for implementing programs to meet SB 1383 requirements.
Accessed at: https://www2.calrecycle.ca.gov/Publications/Details/1698 16 Cost of a pilot study is highly variable depending on type of study. Grant awards offered by CalRecycle are up to $1.5M – it is assumed that if a grant for a pilot project was not received and City funded project it would cost a similar amount. Accessed at: https://calrecycle.ca.gov/bevcontainer/grants/bevcontainer/rpp/fy202122/ 17 Cost for signage is variable depending on the type of signs or labels and number of signs the City chooses to install. For this estimate it is assumed that signs and labels range from $3 to $10 and the City would install 2,000 labels/signs and the public works department would be responsible for distribution an installation of signs with the staff’s hourly rate $125 for 400 hrs. Accessed at:
https://healdsburg.gov/DocumentCenter/View/15274/Master-Fee-Schedule-FY-2022-2
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Packet Pg. 204 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-25
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
5. Implement pilot project for reusables for restaurant to-go containers.
6. Identify long-term and alternate solutions for the community’s wastewater bio-solids to avoid long hauling distances and develop local, beneficial reuse.
7. Identify public areas for adding organics collection and recycling bins where needed.
Partner with Recology and Zero Waste Sonoma as applicable for the actions listed above.
Staff time and materials and
supplies to conduct outreach and
education including bin distribution
events (low)
Staff time [estimated at 80 hours]
to amend existing ban on
polystyrene products (low)
Staff and consultant time to
conduct feasibility study for
wastewater bio-solids (moderate)
Cost offset based on revenue from
lid flipping fees (no-cost)
Staff – community
engagement [$25,000 -
$50,000 annually]18
Staff – ordinance
development [$12,000
- $15,000]
Consultant – feasibility
study [$100,000 -
$150,000]
Total [$400,000 -
$700,000]
SW-1.2 Partner with Zero Waste Sonoma to support a Bring your own (BYO) education and outreach training for residents and businesses on reusables and implementing more sustainable packaging into daily use.
Also educate the community on opportunities to use or compost food scraps. Provide resources of education and technical assistance on city website. Partner with libraries and other existing facilities to market campaigns about waste reductions, reuse and repair.
Low Staff time to develop partnerships
and conduct outreach and
education (low)
Materials and supplies for outreach
and education (low)
Not quantified
SW-1.3 Leverage community groups and local organizations to work with multifamily property owners/managers to increase education through signage for their properties and supplies for proper sorting.
Low Staff time to develop partnerships
and conduct outreach and
education (low)
Materials and supplies for outreach
and education (low)
Not quantified
SW-1.4 Leverage Zero Waste Sonoma 2022 Waste Characterization study and visual characterization conducted at the Healdsburg transfer station to understand the waste stream and create a plan to increase diversion and reduce contamination. Continue to work with Zero Waste Sonoma to conduct a waste characterization study every 5 years that includes Healdsburg to inform programs and policies.
Low Staff and/or consultant time to
create a plan (low)
Continue staff time to maintain
relationship with partners (no cost)
Not quantified
18 Based on SB 1383 education/community outreach programs budget for other cities. Accessed at http://www.losbanos.org/wp-content/uploads/2020/03/Los-Banos-Solid-Waste-RFP-PackageFinal.pdf.
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Packet Pg. 205 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-26
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
SW-1.5 Partner with Recology and/or Zero Waste Sonoma to pursue funding, such as the Organics Grant Program from CalRecycle or for projects through California Climate Investment, to reduce generated organic waste from multi-family homes and expand waste diversions programs within the City.
Low Staff time to develop partnerships
and acquire funding (low)
Not quantified
SW-1.6 Develop and implement a Zero Waste Protocol for special events. Low Staff time to create and implement protocol (low)
Not quantified
Measure W-1 Reduce per capita potable water consumption by 25% by 2030. (46 MT CO2e reduction) W-1.1 Update the Urban Water Management Plan every 5 years, as required by the State, and implement the identified demand reduction actions to ensure compliance with the State’s Making Water Conservation a Way of Life regulations. Include new actions in the UWMP as needed to achieve State regulations, which may include:
1. Amend the City’s Water Shortage Contingency Plan to restrict any water waste at any time for households, businesses, industries, and public infrastructure.
2. Work with Community Development, large water users, and other stakeholders to develop an On-Site Water Reuse Plan to maximize utilization of local water supplies decreasing energy intensity of distribution.
3. Revisit and update the Water Efficient Landscape Ordinance as needed. Engage, through regional partnerships, with builders and developers to provide information on the requirements for development projects.
4. Develop an ordinance for installation of dual-plumbing water systems that utilize greywater or recycled water for irrigation at new residential and commercial construction.
5. Increase engagement with the community, specifically low-tomoderate income residents, to understand available incentives or rebates, options, and programs to reduce per capita water use.
Leverage regional programs and resources available through membership in the Sonoma-Marin Saving Water Partnership, and leverage partnerships with local organizations to expand water conservation outreach.
Moderate Staff and/or consultant time to
update plan (moderate)
City staff estimate $15,000
- $20,000 to update
required plan. Cost of
implementation for new
actions will vary widely.
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Packet Pg. 206 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-27
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
6. Implement a software solution for residents and businesses to view water consumption data in near real time.
7. Complete grant funded Municipal Water Pipeline and work to expand the Municipal Recycled Water Pipeline project, as funding is available. Identify additional locations available for recycled water use and establish a schedule for potable water replacement with recycled water in appropriate applications residentially, commercially, and municipally, and determine recycled water user fees.
8. Revise water and wastewater rates as necessary to ensure cost of service is covered.
Measure CS-1 Increase carbon sequestration by preserving existing mature trees and planting 500 new trees and high emissions reduction potential land cover types throughout the community by 2030. (25 MT CO2e reduction) CS-1.1 Develop a Street Tree Master Plan to include goals for promoting street tree health, enhancing resiliency, increasing the environmental benefits and co-benefits resulting from street trees and shading, community engagement around the urban forest. Include activity to promote street tree health and maintaining existing trees through partnerships with the community and local organizations, including organizations with connections to vulnerable communities to assist in the implementation of the Street Tree Master Plan to ensure equity is prioritized as part of the plan.
Low Staff or consultant time to develop
Street Tree Master Plan (low)
Staff time [estimated 100 hrs] for
community outreach activities and
development of partnerships (low)
Funding potential through CAL FIRE
Urban and Community Forestry
grant
Staff/Consultant
[$50,000 - $200,000]
Staff [$10,000 -
$20,000]
Grant Funding
[$150,000 - $ 200,000]
Total [$60,000 -
$220,000]
CS-1.2 Develop a new Tree Protection Ordinance to include protection for native and heritage trees. The ordinance should regulate the removal of not just heritage trees, but native trees that increase the City’s carbon stock and carbon sequestration. Ordinance may include:
1. Development requirements to protect or replace one-for-one existing trees and greenspace.
2. Implementation of a tree removal in-lieu fee that provides funding for the City to plant a new tree equivalent to every tree removed from private property.
3. Identification of native tree species and heritage trees to be protected.
4. Shade tree requirements for new development.
5. Parking lot landscaping requirements.
Low Staff time to develop ordinance
(low)
Capital cost of trees (low)
Lifecycle cost of tree maintenance
(low)
Not quantified
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Packet Pg. 207 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-28
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
6. Increased permeable surfaces and green spaces in new development.
7. Vegetative barrier requirements between busy roadways and developments to reduce exposure to air pollutants from traffic.
8. Protocols for proper tree maintenance and care.
9. Best practices to protect existing carbon stocks against wildfire risk.
CS-1.3 Establish an adopt-a-tree or adopt-a-street program that enables individuals, businesses, and community organizations to plant and care for trees in selected communities. Program should provide formalized information on appropriate trees eligible for planting in Healdsburg (i.e., native, drought tolerant, locations, fire resistant) and their maintenance.
Leverage existing plant lists developed by nearby and partner organizations.
Moderate Staff time and capital costs to
develop program (moderate)
Materials and supplies for
education (low)
City staff estimates
$15,000 per 150 trees, to
potentially be supported by
in-lieu fees, donations, or
other funding.
CS-1.4 Prioritize low-income areas of the city with less existing tree canopy for tree plantings. Increase shading in gathering spaces.
Low Capital cost for planting and
maintaining shade trees (low)
Not quantified
CS-1.5 Explore urban and community forestry grant programs (e.g., CAL FIRE) and other sources of state, federal, and philanthropic funding to fund urban forestry programs. As part of this effort, establish a goal to apply for at least one grant every three years.
Low Staff time to research grants and
establish goal (low)
Not quantified
Measure CS-2 Maintain and expand existing restoration projects to sequester carbon in restored lands.
CS-2.1 Continue maintenance and expansion of Healdsburg Ridge Open Space Preserve (150 acres), and the Fitch Mountain Park and Open Space Preserve (170 acres), including wildfire mitigation. Continue maintenance and restoration projects in existing green spaces within City and urban areas.
Moderate Enhanced staff time to manage
preserves (moderate)
Capital costs to expand preserves
(moderate)
Expansion would depend
on available land and
partners.
CS-2.2 Develop a community-based volunteer program supporting restoration project activity to create a maintained restoration process.
Low Staff time to develop a volunteer
program (low)
Not quantified
CS-2.3 Apply for at least one grant every three years for obtaining grant funding for restoration and preservation activities with a focus on projects that have been unable to be fully completed due to funding constraints.
Low Staff and/or consultant time to
prepare grant applications (low)
Not quantified
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Packet Pg. 208 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-29
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
CS-2.4 Partner with local community organizations to promote and coordinate sequestration opportunities and facilitate volunteer maintenance projects.
Low Staff time to develop partnerships
and support outreach and
engagement (low)
Not quantified
Measure CS-3 Align with SB 1383 and procure products of organic diversion at a rate of 0.08 tons of organic waste per capita per year with a focus on increasing compost application within City limits to increase carbon sequestration. (235 MT CO2e reduction) CS-3.1 Meet the baseline procurement requirement of SB 1383 through direct procurement of applicable products, as feasible, for the City’s use and application. Establish contracts with service providers that use applicable products (e.g., landscape services, transportation services, waste haulers) on the City’s behalf to meet the remaining procurement requirement not met through direct procurement.
Moderate Staff time to evaluate
opportunities and maintain
procurement activities (low)
Staff time to establish and maintain
contracts (moderate)
City staff estimate similar
to part time enforcement
in SW-1.1 [$60,000-
80,000].
CS-3.2 Identify locations within the City to apply compost as applicable/appropriate to help meet the procurement requirements of SB 1383. Leverage Zero Waste Sonoma to collaborate with local schools, City Departments, Ag+Open Space, and the Resource Conservation Districts to identify additional opportunities to apply compost.
Moderate Staff and/or consultant time to
conduct study (moderate)
City staff estimate
approximately $35,000 for
study and collaboration.
CS-3.3 Implement compost application on City-owned properties, according to findings of feasibility study for suitable locations and appropriate application rates.
Low Staff time to apply compost or
coordinate with service providers
(low)
Increases to scope of work with
service providers (low)
Not quantified
CS-3.4 Develop requirements for compost application, tracking, and reporting for developers.
Low Staff time to develop requirements
(low)
Staff time to include requirements
in new construction approvals
(low)
Not quantified
CS-3.5 Work with Recology and ZWS to provide residents, businesses, and developers with educational material on where to get compost and how it can be used (i.e., landscaping), as well as how compost promotes carbon sequestration. Consider increasing free compost giveaways.
Low Staff time to develop partnerships
(low)
Materials and supplies for
education (low)
Bulk compost purchases
(moderate)
Not quantified
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Packet Pg. 209 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-30
Action
ID Action Text
City Cost
Category City Cost Variables
Preliminary Cost Estimate
by Action
CS-3.6 Prioritize providing increased outreach and translated materials on the annual compost giveaway to low-income households, small businesses, and other vulnerable communities.
Low Staff time and outreach materials
(low)
Not quantified
CS-3.7 Apply for at least one grant every three years for obtaining grant funding for SB 1383 compliance, assuming there are such grant opportunities available.
Low Staff and/or consultant time to
prepare grant applications (low)
Not quantified
CS-3.8 Work with Sonoma County to identify opportunities for a regional compost procurement program to help meet the organics procurement provisions of SB 1383 as well as streamline hauler routes through regional collaboration.
Low Staff time to develop partnerships
and identify opportunities (low)
Not quantified
Measure F-1 Identify Administrative Needs for Successful CMS Implementation F-1.2 Consider creating a Climate Program Manager new position who is responsible for implementing CMS measures and actions by drafting ordinances, managing technical studies, leading outreach efforts, updating online information, managing the webpages and social media posts to promote climate programs, networking with partners and stakeholders, and pursuing relevant and impactful grant opportunities.
Moderate Staff time for new position [1 FTE]
(moderate)
City staff estimate up to
$170,000 per year for
salary, benefits, and
operating expenses.
F-1.2 Report progress on CMS implementation annually to the City Council to measure progress and ensure accountability in achieving CMS emissions reduction goals.
Low Staff time to report progress (low) Not quantified F-1.3 Partner with RCPA and other jurisdictions to ensure transparency in GHG emission reporting and make GHG emission data and inputs publicly available.
Low Staff time to develop partnerships
and coordinate (low)
Not quantified
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Healdsburg Climate Mobilization Strategy B-31
Table 3 Cost to Community for GHG Emissions Reduction Measures Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
Building Energy
BE-1 Procure 85% of electricity from renewable and
zero-carbon sources by 2030 and 100%
renewable and carbon-free no later than 2045.
Moderate Electricity costs per rate plan changes and
choosing to opt into Green Rate (low)
Rate increases due to additional procurement of
renewables (moderate)
Green Rate Additional
Energy charge [~$150/
household/year]19
Standard Rate increase [$50
- $100/household/year]20
BE-2 Continue to adopt an Electrification Reach Code
for all new residential and commercial buildings
with each triannual code cycle. Update
electrification ordinance to eliminate natural gas
consumption in new construction for the 2025
California Building Standards Code and moving
forward.
No-cost Upfront cost savings of building all-electric homes and buildings (no-cost)21
Long-term energy bill savings (no-cost)
Avoided cost of not installing natural gas
infrastructure (no-cost)22
No cost
19 Over the next four years the Green Rate will cost an additional ~ $0.02 - $0.03/kWh compared with the standard rate. Based on the 2018 inventory, the average household uses ~6,000 kWh per year. Accessed at: Electric Rates | Healdsburg, CA - Official Website 20 Utilities director of Healdsburg Electric estimates a possible average of $50-$100 annual residential additional cost increase for increased procurement of renewables to 85%, which would be further analyzed in the feasibility study. Income-qualified customers may apply for the CARE program providing a 25% discount on the electric bill. 21 Electrification at time of new construction found to have minimal cost impacts to cost savings for building owner. Accessed at: https://rmi.org/insight/the-economics-of-electrifying-buildings/ 22 https://newbuildings.org/new-study-on-electrification-costs-shows-benefits-to-building-owners-and-society/
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Climate Mobilization Strategy
B-32
Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
BE-3 Decarbonize residential building stock by 10% by
2030.23
Moderate Long-term energy bill savings (no-cost)
Long-term savings from not paying incremental
gas infrastructure costs (no-cost)24
Additional cost from installation of electric
appliance compared to installation of traditional
appliance (moderate)
Additional cost for infrastructure upgrades,
permitting, contractors (moderate)
Cost partially offset from state, federal and local
rebates and incentives (no-cost)
Upfront cost [$5,000-
$30,000/single family
home]25,26,27
Savings [$50 -
$1,000/year/single-family
home]25,
26 Discounts Available [$2,000
- $14,000]28
BE-4 Decarbonize non-residential building stock by
10% by 2030.
Moderate Long-term energy bill savings (no-cost)
Additional cost from installation of electric
appliance compared to installation of traditional
appliance (moderate)
Additional cost for infrastructure upgrades,
permitting, contractors (moderate)
Capital cost [$35-
$200/square foot]29
Cost savings [~ $2,000 over
15 years]30
23 City estimates that the average upfront cost for a residential electrification project could be approximately $25,000, which corresponds to 10% of the threshold requirement ($250,000) for a large renovation project that would trigger electrification requirements as detailed in Action BE-3.2. 24 A portion of gas distribution costs is covered by the customer’s gas bill payments, by electrifying this incremental cost is saved. Accessed at: https://rmi.org/insight/the-economics-of-electrifyingbuildings/ 25 Energy + Environmental Economics. 2019. Residential Building Electrification in California: Consumer economics, greenhouse gases, and grid impacts. Accessed at:
E3_Residential_Building_Electrification_in_California_April_2019.pdf (ethree.com) 26 City of San Jose. 2022. Healthy Homes, Healthy Air: A Framework for Existing Building Electrification Centered on Community Priorities. 27 Upfront cost for electrification of a single-family home can vary widely depending on the existing condition of the home (i.e., level of additional electrical work needed) and the scenario of replacement (i.e., replace “on-burnout” vs replace “before burnout”). A replace “on-burnout” scenario has a marginal cost range of full-home electrification between $5,000 and $15,000, whereas a full home electrification scenario where the existing equipment has not burnout could range between $15,000 to $30,000. The cost range includes product and installation cost, 15% contractor markup, as well as accounts for the range in economy to budget appliance options, simple to complex installation parameters, and zero to additional electrical work required. 28 Cost of electrification can be offset by several incentives and rebates for high efficiency and electric appliance replacement that exist through the state and federal government including incentives under the Inflation Reduction Act (IRA) for High Efficiency Electric Home Rebate Act (HEEHRA) which caps upfront discounts at $14,000 for all electrification projects. Rebate and incentives are broken out by income band with higher rebates available for low to moderate income residents. Accessed at: https://www.rewiringamerica.org/IRAguide 29 The cost to retrofit commercial buildings is highly variable depending on the retrofit, existing conditions, type of building, equipment available, etc., Furthermore, electric retrofits often show cost savings overtime. Recent studies found that for a typical office building electric retrofits would cost on average $25 - $150 per square foot. Accessed at: https://rmi.org/wpcontent/uploads/2017/04/Pathways-to-Zero_Bldg-Case-for-Deep-Retrofits_Report_2012.pdf 30 https://rmi.org/insight/the-economics-of-electrifying-buildings/
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Healdsburg Climate Mobilization Strategy B-33
Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
BE-4A Decarbonize 50% municipal buildings and
facilities by 2030.
N/A N/A N/A
Transportation
T-1 Implement programs that increase access to safe
active transportation, such as walking and biking,
that achieve 15% of active transportation mode
share by 2030.
No-cost Cost savings of reducing single occupancy vehicle use (no-cost)
No cost
T-2 Implement programs for public transportation
that achieve 10% of public transit mode share by
2030.
No-cost Cost savings of reducing single occupancy vehicle use (no-cost)
No cost
T-2A Explore the development of a micro-mobility
and/or car-share program to support mode shift
from single occupancy fossil fuel vehicles to Zero
Emission Vehicles.
Low Cost associated with funding mechanism, e.g.,
city tax to fund program (low)
Cost associated with use (low)
Cost of ride [$1.50 -
$3.50/ride]31
T-3 Develop programs and policies to discourage
driving single passenger vehicles and to support
the bicycle/pedestrian and public transit mode
share goals of Measures T-1 and T-2.
Low Potential costs of disincentive-based policies, e.g., parking fees (low)
Cost savings of reducing single occupancy vehicle
use (no-cost)
Incremental cost on parking
[$3.50/hour to $24/ max
daily]32
31 Some current on-demand shuttles in surrounding areas cost $1 to $4 per ride. Accessed at: Silicon Valley Hopper | Affordable, On-Demand Rideshare in Cupertino (ridewithvia.com) & SMART launches on demand microtransit shuttle connecting the train to the Sonoma County Airport (STS) (ca.gov) 32 Existing paid parking in Healdsburg is managed by AirGarage and is rated as $3.50/hour and $24/ daily Max. Accessed at: Paid Parking Comes to Healdsburg—but Is It Legal? - Healdsburg Tribune
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Climate Mobilization Strategy
B-34
Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
T-4 Increase passenger zero-emission vehicle use
and adoption to 50% by 2030.
Moderate Cost of charging infrastructure (moderate)
Financing of charging infrastructure and vehicle
purchase (no-cost to cost offset)33
Initial investment in ZEV compared with ICE
vehicle (moderate)
Additional cost of zero-emission vehicle
ownership compared to internal combustion
engine ownership (i.e., higher upfront costs but
lower operating costs) (low)
Charging infrastructure
[$700 – $4,000]34
Incremental maintenance
cost savings [$0.05/mile]35
Comparative initial
investment cost [$8,000-
$35,000/vehicle]36
T-5 Increase commercial zero-emission vehicle use
and adoption to 40% by 2030.
Moderate Cost of charging infrastructure (moderate)
Financing of charging infrastructure and vehicle
purchase (no-cost to cost offset)
Initial investment in ZEV compared with ICE
vehicle (moderate)
Additional cost of zero-emission vehicle
ownership compared to internal combustion
engine ownership (i.e., higher upfront costs but
lower operating costs) (low)
Charging infrastructure for
business [$3,000 –
$100,000]34
Incremental maintenance
cost savings [$0.05/mile]35
Comparative initial
investment cost for
business [$35,000 -
$250,000/vehicle]36
T-5A Lead by example and electrify or otherwise
decarbonize the municipal fleet in compliance
with the state’s Advanced Clean Fleet Rule.
N/A N/A N/A
33 There are a number of opportunities through state programs (e.g., CARB’s LCFS) to receive grants, financing, or carbon credits for installing ZEV infrastructure and charging vehicles from it that can aid in offsetting the cost of ZEV infrastructure installation and use. Example program: https://ww2.arb.ca.gov/resources/documents/lcfs-zev-infrastructure-crediting 34 Cost ranges depending on type of parking space and the installation requirements necessary (i.e., conduit and panel or retrofit) and type of charger installed. Accessed at:
https://afdc.energy.gov/fuels/electricity_infrastructure_development.html 35 An internal combustion engine costs on average 1.66 times per mile to maintain compared with an EV. Accessed at: https://publications.anl.gov/anlpubs/2021/05/167399.pdf 36 Initial investment depends on vehicle type, year, etc. General ranges provided by US Department of Energy accessed at: https://www.energy.gov/sites/default/files/2022- 12/2022.12.23%202022%20Incremental%20Purchase%20Cost%20Methodology%20and%20Results%20for%20Clean%20Vehicles.pdf
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Packet Pg. 214 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Cost of Implementation
Healdsburg Climate Mobilization Strategy B-35
Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
Solid Waste
SW-1 Achieve Zero Waste by 2030 through 90%
diversion of solid waste from the landfill.
Low Incremental cost associated with full
implementation of SB 1383, e.g., waste diversion
requirements, lid flipping fees, composting
practices (low)
Non-compliance fees (low)
Implementation Cost
$17/household/annually37
$662/small
businesses/annually37
Non-compliance fee
~$50/bin38
Water
W-1 Reduce per capita potable water consumption by
25% by 2030.
No-cost Water bill savings from conservation (no-cost) No cost Carbon Sequestration
CS-1 Increase carbon sequestration by preserving
existing mature trees and planting 500 new trees
and high emissions reduction potential land
cover types throughout the community by 2030.
Low Potential energy bill savings from tree shade (nocost) Cost of trees, water, and maintenance (low)
<$500
CS-2 Maintain and expand existing restoration
projects to sequester carbon in restored lands.
No-cost Property value appreciation from maintained
open space (no-cost)
No cost
CS-3 Align with SB 1383 and procure products of
organic diversion at a rate of 0.08 tons of organic
waste per capita per year with a focus on
increasing compost application within City limits
to increase carbon sequestration.
N/A N/A N/A
37 CalRecycle. 2016. Proposed Regulation for Short-Lived Climate Pollutants: Organic Waste Methane Emissions. Accessed at https://www.dof.ca.gov/Forecasting/Economics/Major_Regulations/Major_Regulations_Table/documents/Final_Sria_11-16%20.pdf#search=%22SB%201383%20Economic%20Analysis%22. 38 Lid flipping fee for not complying with sorting organic diversion requirements can be placed by the City. Other cities have used a fee of $50 per bin for waste contamination. Accessed at:
https://www.wm.com/location/california/san-joaquin/lodi/index.jsp
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Packet Pg. 215 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate City of Healdsburg
Climate Mobilization Strategy
B-36
Measure
ID Measure Text
Community
Cost Category Community Cost Variables
Preliminary Cost Estimate by
Measure
Funding and Administration
F-1 Identify Administrative Needs for Successful CMS
Implementation
N/A N/A N/A
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Packet Pg. 216 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Appendix C
Climate Mobilization Strategy Public Engagement Activities and Outreach
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Packet Pg. 217 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Public Engagement Activities and Promotion
Final Draft C-1
Public Engagement Activities and Promotion
The following section details the engagement activities and promotion efforts employed during the Climate Mobilization Strategy development process.
Council Engagement
Table 1 provides a timeline of the meetings and presentations taken to City Council during the CMS process.
Table 1 Council Engagement Events
Event Date
Council Kickoff Presentation & GHG Inventory
Summary Presentation
October 17th, 2022
Council Consent Item for Climate Mobilization
Strategy Professional Services Agreement
November 21st, 2022
Council Update Presentation May 1st, 2023
Council Review of Strategies and Actions June 20th, 2023 Council CMS Review Presentation September 5th, 2023
Council CMS Adoption Presentation October 16th, 2023
Interested Party Engagement
Table 2 provides a timeline of the interested parties and small group meetings hosted during the CMS process.
Table 2 Interested Party Engagement Events
Interested Party Date
Climate Action Healdsburg July 25th, 2022 & March 15th & August 28th, 2023 Chamber of Commerce Government Affairs February 9th, 2023 Rotary Club March 27th, 2023
Senior Center March 29th & April 6th, 2023
High School Eco-Art Club April 7th, 2023
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Packet Pg. 218 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) City of Healdsburg
Climate Mobilization Strategy
C-2
Community Engagement
Community Workshops
Community Kickoff Workshop (December 12th)
On December 12th the Community Kickoff Workshop was hosted in person at the Healdsburg Community Center in the Multi-purpose Room from 6:00 – 7:30pm. Approximately 50 community members attended and participated at the workshop. The workshop included a 20 minute presentation to start off the workshop followed by an interactive activity.
The intent of the workshop was to introduce the Climate Mobilization Strategy and provide information on the projects background to the community. The intent of the engagement activity was to gain initial insight into how the community viewed climate change, concerns related to climate change, specific areas the community felt the City should focus on to address climate change, and to understand how the community felt the Climate Mobilization Strategy (CMS) should fit into and support the community. The workshop was followed by a related survey.
PROMOTION
▪ Email blasts
▪ Social media
o Facebook event
▪ Flyer/poster distribution
▪ Chamber/Visitor Center outreach
▪ Spanish Speaker outreach (in partnership with Corazon, including door to door outreach) ▪ Climate Action Healdsburg outreach
▪ City Manager newsletter
▪ Event posted on City calendar
ENGAGEMENT ACTIVITY
For each sector (i.e., Building Energy, Transportation, Solid Waste, Water/Wastewater, Other) the following discussion questions were posed to small groups of community members:
▪ How can the Climate Mobilization Strategy support the community qualities you value most? ▪ What concerns do you have regarding the climate and the future? What concerns do you have regarding the development of the Climate Mobilization Strategy? ▪ What actions do you feel the City should take to address climate impacts? What do you feel are the largest barriers to accomplish these actions?
▪ What actions can community members take to address climate impacts? What are the challenges you face to take such actions?
The attending City staff, and consultants circulated the room and tables to moderate and prompt discussion as needed.
From the workshop, it was identified that the community most values the small-town feel, safety, and natural environment of Healdsburg. Workshop participants were particularly interested in the CMS supporting active transportation infrastructure, preserving the natural environment, providing
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Packet Pg. 219 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Public Engagement Activities and Promotion
Final Draft C-3
opportunities for community members to be more sustainable (e.g., energy efficiency, expanding public transit, composting). Workshop participants were particularly concerned with drought and wildfires associated with climate change. Additionally, participants voiced concerns regarding affordability and equity related to the development of the CMS. Participants felt the City should focus on infrastructure improvements, rebates for individuals and protecting natural resources while there was concern that cost would be a barrier as well as business/ tourism interests may conflict with the community. Workshop participants indicated that community members should be responsible for things like reduced driving, composting or waste diversion and conserving resources (e.g., water and electricity), however education, cost, and changes in individual behavior was indicated as the largest perceived barriers.
Forecast, Targets, and Strategies Workshop (March 1st)
On March 1st a Community Workshop was hosted virtually via Zoom from 6:00 – 7:30pm.
Approximately 40 community members attended the workshop virtually. The workshop started with a 20 minute presentation and status update followed by an engagement activity. Additionally, the workshop included a Spanish Watch Party hosted at the Community Center and facilitated by Corazon. The watch party included approximately 12 community members.
The goal of the workshop was to 1) inform the community of status of the CMS, findings of the previously provided feedback, and explain the challenges and opportunities to climate strategy development and 2) determine the communities priorities for types of strategies to employ in the community.
PROMOTION
▪ Email blasts
▪ Social media
o Facebook event (English/Spanish)
o Video with Mayor (English) and Parks Superintendent (Spanish) ▪ Flyer/poster distribution (English/Spanish)
o Senior Center
o Library
o Community Center
o City Hall & Community Development Center
o Starbucks
o Black Oak Coffee
▪ Chamber/Visitor Center outreach
▪ Spanish Speaker outreach (in partnership with Corazon, including door to door outreach in multiple neighborhoods)
o Facilitated in-person interpretation of workshop activity ▪ Climate Action Healdsburg outreach
▪ City Manager newsletter
▪ Poster in Plaza (English/Spanish)
▪ Newspaper inclusion of event
▪ Event posted on City calendar
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Packet Pg. 220 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) City of Healdsburg
Climate Mobilization Strategy
C-4
ENGAGEMENT ACTIVITY
The engagement activity was hosted using Mural Board, a tool to allow for brainstorming and collaboration on a virtual platform. Multiple breakout rooms of small groups were hosted where participants were encouraged to discuss their ideas for reducing emissions by each sector. The moderator of the room provided examples of strategies and prompted discussion and looked for participants to add their own ideas by sector via posted notes. After ideas were posted, the different ideas were voted on to give an idea of the level of support.
It was noted from participant feedback that the virtual platform was challenging to access and navigate and created frustration. This feedback guided future surveys and engagement activities.
From the mural board feedback, participants indicated a high level of interest in 100% carbon-free electricity, upgrading building codes for all electric, on-demand town shuttle services, increasing active transportation infrastructure, reducing cars in downtown, water conservation, and increasing natural habitat restoration.
Measures and Actions Workshop (July 26th)
On July 26th a Community Workshop was hosted at the Healdsburg Community Center from 6:00 – 7:30pm. Approximately 65 community members attended the workshop. The workshop started with a 20 minute presentation and status update followed by an engagement activity.
The goal of the workshop was to provide a forum for the public to review the drafted GHG reduction measures and actions and provide feedback in terms of support, no-support, or items that should be changed. The measures and actions brought to the workshop had already undergone multiple rounds of review by the City staff and included cost assessment of the actions and measures in terms of relative cost to the City and cost to the community.
PROMOTION
▪ Email blasts
▪ Social media
▪ Flyer distribution (English/Spanish)
▪ Spanish Speaker outreach (in partnership with Corazon, including door to door outreach) ▪ Climate Action Healdsburg outreach (including collaboration with Corazon and other outreach activities)
o Op ed in newspaper
▪ City Manager newsletter
▪ Poster in Plaza (English/Spanish)
▪ Flyers and Pre-Meeting Slide at Council meeting
ENGAGEMENT ACTIVITY
The room was separated into 6 sections to focus on the sectors included in the CMS (e.g., Building Energy, Transportation, Solid Waste, Water, Carbon Sequestration, and Other). Each section contained the sector related measures as well as the actions and associated cost printed out on posters. Participants were provided green and red stickers to vote “support” or “does not support” on actions, respectively. The attending City staff and consultants were stationed around the room to answer questions and engage in discussion on the different actions and measures.
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From the activity, it was noted that generally participants were in support of the proposed actions and measures as written, with more tree planting garnering the most support.
Community Surveys
Initial Climate Mobilization Strategy Survey (December 12th – January 31st) Following the Community Kickoff Workshop the Climate Mobilization Strategy Survey was released.
The survey was published in English and Spanish. The survey contained 10 questions that gauged what the respondent most valued about the Healdsburg community, how the CMS should support the community, concerns related to the development of the CMS, what sectors should be prioritized in the CMS and what they considered potential barriers.
PROMOTION
▪ Offered in both English and Spanish
▪ Email blasts
▪ Social media
o Video with Utility Conservation Analyst (English/Spanish) o Reels of sample survey questions
▪ Flyer/poster distribution (English/Spanish)
o Senior Center
o Library
▪ Posted at computer stations
o Community Center
o City Hall & Community Development Center
▪ Chamber/Visitor Center outreach
▪ Spanish Speaker outreach (in partnership with Corazon, including door to door outreach) ▪ Climate Action Healdsburg outreach
▪ City Manager newsletter
▪ Poster in Plaza (English/Spanish)
▪ Flyers at Council meeting
▪ Attend Senior Center lunch
▪ Senior Center newsletter
▪ Promotion at Rotary Club meeting
▪ January bill insert to all utility customers (English/Spanish) ▪ Added CMS information to template for all rebate check cover letters ▪ Email to all City staff
SURVEY RESULTS
There were 256 English responses and 12 Spanish responses to the survey. Survey respondents indicated that the aspects of the community that were valued most were the small-town feel, community and natural environment. Survey respondents ranked the changes to prioritize in the following order starting with the highest priority and ending with the lowest: water conservation,
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water/wastewater, waste reduction, active transportation/reducing VMT, electrification of vehicles, electrification/decarbonization of buildings, and carbon sequestration. Respondents felt that the CMS should contribute to the community by increasing resiliency, reducing GHG emissions, improve transportation, increase community involvement, modernize buildings, and provide economic opportunities, where the list goes from most selected response to least. Respondents listed the following concerns regarding the development and adoption of the CMS from greatest to least concern: associated costs, regulatory limitations, other (e.g., effectiveness of plan, resource allocation), technology changes, and transportation changes.
Strategy Prioritization Survey (April 22nd – May 21st)
The Strategy Prioritization Survey was released April 22nd for approximately a month. The survey was published in English and Spanish. The survey was prepared using Balancing Act which asked respondents to select one of three options (e.g., low, medium, high) per type of strategy. The low, medium, high strategies related to the level of GHG emission reduction impact and the level of City and community effort that would be necessary to implement the strategy. For each strategy, background and major considerations for implementation was provided on the type of strategy. For each level of strategy implementation (e.g., low, medium, high) information was provided on relative cost of that level of strategy implementation, the GHG reduction impact, and the type of actions that would have to occur. Respondents had to select enough strategies to achieve at a minimum 33,000 MT CO2e of reductions to submit the survey. Respondents were also able to rank and prioritize their selections. The following over arching strategies were included in the survey:
▪ Increase carbon-free electricity
▪ Electrification of new construction
▪ Electrification of existing construction
▪ Shift driving to public transit or car-share
▪ Shift driving to walking or biking
▪ Increase electric vehicle adoption
▪ Reduce organic waste
▪ Reduce water consumption
▪ Increase carbon sequestration
The intent of the survey was to assess what respondents were willing to do to reach GHG reduction goals and which types of strategies they prioritized to get there.
PROMOTION
▪ Offered in both English and Spanish
▪ Email blasts
o Press release
▪ Social media
o Video with Utility Conservation Analyst (English/Spanish) o CMS informational pictures
▪ Flyer and brochure distribution (English/Spanish)
o Senior Center
o Library
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o Community Center
o City Hall & Community Development Center
o Coffee shops, ice cream store, and juice/smoothie store o Book stores
o Healdsburg Center for the Arts
o Safeway
o CVS
▪ Chamber/Visitor Center outreach
▪ Spanish Speaker outreach (in partnership with Corazon, including door to door outreach and pop up tabling)
▪ Climate Action Healdsburg outreach (including collaboration with Corazon and other outreach activities)
▪ City Manager newsletter
▪ Poster in Plaza (English/Spanish)
▪ Flyers and Pre-Meeting Slide at Council meeting
▪ Promotion at Rotary Club meeting
▪ Email to all City staff
▪ City Pop Up tables
o Black Oak Coffee (April 27)
o Library (May 3)
o Senior Center Brunch (May 5)
o Food Pantry (May 10)
o Can Recycling Station (May 17)
o Day Labor Center (May 19)
SURVEY RESULTS
There were 460 English responses and 106 Spanish responses to the survey with an additional 65 survey responses occurring at the Climate Fest Pop-up event. In the energy sector, the results of the balancing act survey prioritized strategies in the following order: 1) increase carbon-free electricity, 2) electrify new construction, and 3) electrify existing construction. From the survey, the goals that received the most votes by strategy were: increase carbon-free electricity to 100% renewable and carbon-free, electrify new construction by 100%, and electricity 25% of existing buildings. In the transportation sector, the results of the balancing act survey prioritized strategies to shift driving to walking and biking with a goal of 15% mode shift being most favorable. English and Spanish responses differed for the other transportation strategies, where English responses indicated a preference for increasing electric vehicle adoption over increasing public transit use and Spanish responses indicated a preference for increasing public transit use over increasing electric vehicle adoption. From the responses, it appeared that a mode shift to 10-25% of public transit use was most favorable. A goal for an increase of electric vehicle adoption to 40-50% received the most votes from all respondents. A majority of respondents selected an organic waste diversion goal of 90% and a water conservation goal of 25%. Based on survey results the top four strategies were prioritized in the following order, where one is the highest priority: 1) increase carbon-free electricity between 85-100%, 2) electrify new construction (100% all-electric buildings), 3) reduce
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organic waste by diverting at least 90% organic waste from landfills, and 4) shift driving to walking and biking (15% mode shift). English respondents also ranked the strategy to increase electric vehicle adoption to 40-50% as a top five priority. Spanish respondents ranked the strategy to electrify existing building by 25% as a top five priority.
Final Strategy Survey (August 22nd – September 10th)
In conjunction with the publishing of the CMS Public Review Draft for public comment, the Final Strategy Survey was released on August 22
nd
. The survey focused on specific aspects of key
measures and actions to better understand community support for some of the actions that will require more changes or cost impacts. The results from this survey will be used to better understand community support for some of the key actions and to focus the implementation.
PROMOTION
Promotional activities were similar to those used for the first two surveys.
SURVEY RESULTS
There were 404 English responses and 72 Spanish responses to the survey. The survey asked respondents about their willingness to pay additional electricity costs that would likely be associated with the CMS goal to obtain 85% renewable and carbon-free electricity by 2030. Overall, 57% of respondents were not willing or somewhat unwilling, 37% willing or somewhat willing, and 7% were neutral. A majority of Spanish respondents (87%) were not willing to take on this cost.
Respondents were asked to what extent they agree with a policy that requires existing gas appliances to be upgraded with electric appliances for existing buildings during large renovation projects (over $250,000 residential, and over $500,000 commercial). A majority of Spanish respondents indicated that this was not applicable as they were not building owners; whereas 58% of English respondents disagreed with the policy and 37% agreed with the policy. The survey asked several questions related to driving including whether respondents were willing to pay a parking fee downtown to reduce individual driving, which alternative transportation method the respondent would most likely use, and what resources would need to be available to encourage purchase and use of an electric vehicle (EV). The majority of survey respondents (74%) opposed the implementation of a downtown parking fee with 73% of Spanish respondents and 45% of English respondents noting that they did not want to reduce their individual driving. However, 40% of English respondents indicated that walking or biking would be a preferred method. 55% of Spanish respondents and 34% of English respondents indicated that they do not want to switch to an EV, while 39% of Spanish respondents and 2% of English respondents found that measures related to EVs are not applicable because they do not own a car. English respondents showed the most support (47%) for discounts, rebates, or incentives to offset initial costs, followed by public charging opportunities (33%), affordable public charging rates (27%), incentives for charging at certain times (17%), and expediate process to install chargers (15%). Support for other resources including multifamily housing charging, workplace charging opportunities, and opportunities to participate in an EV car share program had less than 10% support. A majority of English respondents (83%) are already sorting their organic waste or plan to (6%). Though 32% of Spanish respondents are currently sorting organic waste, 39% are not and do not plan to. When asked whether the respondent supports the implementation plan, a majority of Spanish respondents did not (88%); while there was a split response from English respondents with about half not supporting (48%) the plan and about half supporting (45%) the plan. The survey focused on the more difficult actions and did not ask about other supportive and engagement actions that are also included in the CMS,
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which could have contributed to lower levels of support. Edits were made to some CMS actions to address feedback and comments received.
Community Pop-up Events
In addition to the above detailed community workshops and surveys, there were also several popup events conducted to promote the CMS and engage the public. The Climate Fest Booth is described below and the other pop-up events were intended to promote the Strategy Prioritization Survey described above.
Climate Fest Booth Activity (April 22nd)
The City hosed a booth at Climate Fest in Healdsburg Plaza. At the booth, City staff and consultants engaged with the community and promoted the recently released Strategy Prioritization Survey.
Additionally at the booth, the City hosted an engagement activity which gauged participants interest in implementing different GHG reduction strategies such as waste diversion, electrification of their home and vehicles, and increased active transportation.
PROMOTION
▪ Email blast
▪ City Manager Newsletter
▪ Social media
▪ Overall Climate Fest promotional activities
▪ Opportunity drawing for e-bike for electric customers that participated in activity at booth
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Implementation Plan
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Implementation Plan
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs Measure BE-1: Procure 85% of electricity from renewable and zero-carbon sources by 2030 and 100% renewable and carbon-free no later than 2045. (Mandated) 1 BE-1.1 Conduct electrification infrastructure and capacity feasibility studies. This would include:
Develop a long-range community-wide electric energy and demand forecast to estimate future usage and peak demands due to adoption rates of building and transportation electrification. Use the forecast to help inform the amount of new energy sources and system capacity improvements required.
Formalize the City’s electric department long-range (ten-year) electric capital improvement plan with consideration for necessary infrastructure improvements to meet future demands. Using the developed long-range energy and demand forecast, formalize a pathway (resource-plan) to meet the City’s energy needs and list of potential resources through 2045. Generation Resources may include a combination of local and remote generation sites as well as energy storage.
Prioritize and schedule projects for implementation.
The energy forecast study and formalized plans should identify barriers for implementation of priority projects, as well as identify funding sources, impacts on rates, and partnerships needed for successful implementation.
Q1 - 2024 Utilities Moderate
Consultant time to conduct electrification feasibility and capacity studies (moderate) [$180,000 - $400,000]
Staff time [estimated 400 hrs] to support feasibility and capacity studies research (moderate) [$70,000 - $100,000]
Total [$250,000 - $500,000]
BE-1.2 Develop a resolution that Healdsburg Electric will exceed the requirements of SB 100 and SB 1020 by 2030 where 85% of the electricity mix is sourced from a combination of eligible renewable sources and/or carbon-free sources. As part of this resolution include actions of:
1. In setting the target, establish valuation rankings for various generation types and projects.
2. Consider the reliability and cost benefits of energy storage and/or demand response by 2030.
3. Continue to offer 100% renewable Green Rate with consideration that both the Standard and Green rates will reach the SB 100 goal of 100% renewable and carbon-free energy by 2045.
4. Indicate that geothermal and other low-carbon eligible renewables will continue to be included in the overall electricity mix.
Q4 - 2024 Utilities, City Manager’s
Office
Low
Staff time [estimated 240hrs] to conduct research, collect data to develop resolution, gain community input, and develop staff reports and presentations for resolution adoption (low) [$38,000]
BE-1.3 Work with Lodi Energy Center (LEC) project participants to identify ways to advocate for and support the Department of Energy grant application to fund the LEC hydrogen-electrolyzer project. Identify and pursue other possible incentives or funding to transition facility to green hydrogen. This will reduce emissions of Healdsburg Electric electricity and increase reliability of the electricity source.
In progress Utilities Low
City and NCPA staff time to support the grant application preparation (low) BE-1.4 Work with community groups, local organizations, and NCPA to:
Engage with community to advertise/highlight the adoption of the resolution establishing the goal of achieving 85% renewable and/or carbon-free electricity by 2030 and 100% renewable and/or carbon-free no later than 2045. Provide information on the process for providing reliable electricity 24/7 year around and the importance of power sources to ensure the reliability of the electricity provided.
Provide information to the community on the importance of achieving this goal and how to meet this goal through city and community actions and involvement. This may include information on the benefits of local generation of renewable energy versus purchasing of Renewable Energy Certificates (RECs) to promote community installation and use of solar and battery storage to better achieve local carbon-free electricity community wide. Implement a software solution for residents and businesses to view electric consumption data in near real time. Include information on time of energy use as it factors into carbon intensity and how community members can capitalize on using electricity when it has the lowest carbon intensity (e.g., when to charge electric vehicles and when to run space heating and cooling). Work with industry experts to help with demand response planning, developing strategies to increase flexibility of the grid, and for informing consumers of carbon intensity of the electricity they are using to promote behavior change.
Q1 - 2025 Utilities, City Manager’s
Office, Community groups
Low
Staff time to develop partnerships and perform outreach, engagement, and education (low) Materials and supplies for outreach, engagement and education events (low) BE-1.5 Partner with community organizations to ensure low/moderate income households are aware of the CARE and State’s HEAP program to receive decreased electricity rates and provide technical assistance.
Ongoing Utilities, City Manager’s
Office, Community groups
Low
Staff time to develop partnerships and perform outreach and education (low) 1 SB 100 and SB 1020 requires that electric utilities electricity is 60% renewable by 2030, and 90%, 95%, and 100% renewable and carbon-free by 2035, 2040, and 2045, respectively.
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Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs Measure BE-2: Continue to adopt an Electrification Reach Code for all new residential and commercial buildings with each triannual code cycle. Update electrification ordinance to eliminate natural gas consumption in new construction for the 2025 California Building Standards Code and moving forward.
BE-2.1 Continue to enforce the Electrification Reach Code for the 2022 California Building Standards Code requiring electric space and water heating in new construction.
In progress Community Development No new costs
Continue staff time to enforce code (no cost)
BE-2.2 In 2025 and every 3-years thereafter if not included within State building codes, revisit the building electrification ordinance to update the scope and reduce exemptions to align with industry technology advancements. As part of ordinance update, include the following scope changes:
1. Minimize the exemptions associated with the ordinance, while allowing for health and safety exemptions as necessary and exploring potential exemptions for specific use cases determined to have substantial economic development or business impacts.
2. Continue to require the submittal of an infeasibility waiver to review specific end uses where electrification is technologically infeasible.
3. Require that any end-use deemed infeasible for electrification exceed existing Title 24 energy efficiency standards and be electric ready for future electrification.
4. Establish a zero NOx threshold.
5. Specify that affordable housing developments will be all-electric to ensure no stranded assets.
6. Revisit substantial remodel and improvement definitions to be included in the ordinance.
Q3 - 2025 Community Development,
Utilities
Low
Staff time to update ordinance (low)
BE-2.3 Engage with the community, key stakeholders, and local-based community organization representing vulnerable communities to raise awareness about building electrification before revising the electrification ordinance. Emphasize the economic and environmental advantages of electrification and address concerns related to emergency response to minimize exceptions.
Publicize the cost savings, environmental benefits, and flexibility of electrification through the City website and permit counters, targeting builders, property owners, and contractors.
Q1 - 2025 Community Development,
Housing, Utilities,
Community Groups
Low
Staff time to conduct outreach and education (low)
Materials and supplies for outreach and engagement (low) BE-2.4 Engage with interested parties, both internal interested parties, such as City staff and officials, and external interested parties, such as local developers and community groups regarding the purpose and impact of the Healdsburg Electrification Reach Code and to identify and address equity concerns in policy implementation.
Q1 - 2025 Community Development,
Housing, Utilities,
Community Groups
Low
Staff time to conduct outreach and education (low)
Materials and supplies for outreach and engagement (low) BE-2.5 Engage with affordable housing developers to leverage incentives for new all-electric and efficient low-income residential buildings through the California Energy Commission Building Initiative for Low-Emissions Development (BUILD) Program and the Affordable Housing and Sustainable Communities (AHSC) Program. Regularly investigate and leverage other incentive programs available for electrification of new buildings.
Q1 - 2024 Community Development,
Housing, Utilities
Low
Staff time to conduct outreach and education, and research existing incentive programs to promote (low)
Materials and supplies for outreach and engagement (low) Measure BE-3: Decarbonize residential building stock by 10% by 2030.
BE-3.1 Assess the feasibility and cost for electrification retrofitting as well as identify potential equity concerns/impacts. Identify the appropriate project threshold to require electric upgrades in order to electrify 10% of existing residential buildings by 2030.
Establish the funding and financing requirements necessary to support the community in this transition.
Q1 - 2025 Community Development,
Housing, Utilities
Moderate
Consultant time to conduct feasibility, cost, capacity, and equity analysis (moderate) [$50,000 - $100,000]
Staff time [estimated 100 hrs] to work with consultant in analysis, develop partnerships and working groups, and perform engagement (moderate) [$20,000 - $30,000] Materials for community engagement activities (low) [$1,000 - $10,000] Total [$71,000 - $140,000]
BE-3.2 Continue to monitor the 9th circuit court of appeals of the CRA vs City of Berkeley ruling. Once electrification costs and funding/financing options are identified, develop an-electric-preferred reach code for existing residential buildings during the next building code cycle to be implemented through the building code for projects that are valued at $250,000 or greater. Include the following aspects in the code development:
1. If necessary, modify the reach code such that it satisfies the federal Energy Policy and Conservation Act’s (EPCA) seven criteria for an exemption from preemption.
2. Establish a zero-NOx standards for replacement appliances.
3. Establish a time of renovation energy efficiency performance requirement and electrification requirement that includes a checklist of cost-effective efficiency and electrification options for renovations to be completed based on scale of project.
Q3 - 2025 Community Development,
Housing, Utilities
Low
Staff and/or consultant time required to monitor the ruling and develop the mandatory requirements within the building code (low) [$25,000 - $60,000] Staff time required for adoption of requirement (low) [$10,000 - $20,000] Total [$35,000 - $80,000]
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Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs BE-3.3 Align with SB 379 to implement an online, automated permitting platform. As part of a comprehensive permitting compliance program, include routine training of City staff, dedicating City staff time to building inspections, charging fees for noncompliance, providing easy-to-understand compliance checklists online and with permit applications, and facilitating expedited permitting online, including solar and battery storage.
In progress Community Development Low
Ongoing staff time to review projects and implement compliance program. (Low) [$12,000 - $15,000 annually]
Grant received and in process for online permitting.
BE-3.4 As allowed by law, continue to provide incentives available for community members installing solar and battery storage to their homes such as a Net Metering Program with high-compensation NEM rates, and continue to provide incentives for energy efficiency and efficient electrification upgrades, as well as promote other funding and incentive opportunities available through the State and Federal government. Provide resource information to the community through websites, workshops, and partnerships. Include outreach to newly sold homes, when homeowners are more likely to make upgrades.
In progress Utilities, Community
Development, Community
Groups
Moderate
Staff time [estimated 200 hrs] for program expansion to include outreach to newly sold homes (low) [$20,000 - $35,000]
Consultant time for outreach activities, develop outreach tool-kit, and website upkeep (low) [$30,000 - $50,000]
Materials and supplies to provide to community (e.g., brochures) (low) [$2,000 - $5,000] Incentives and rebates to offset home or property owner costs (moderate) [$200,000 - $300,000 annually]
Net Energy Metering compensation for excess electricity generation (moderate) [$0.0888 per kWh net-generation]
Total [$252,000 - $390,000]
BE-3.6 Develop an appliance direct install program for Multi-Family income-restricted properties. Consider implementing a Neighborhood Retrofit Program to improve resiliency in residential buildings (i.e., on-site power generation and storage, weatherization, cooling, etc.), with an emphasis on connecting incentives and resources with rental property owners and lowincome residents. Partner with community organizations to utilize existing resources.
In progress Utilities, Community
Development
Moderate to High
Staff or consultant time to develop and launch program, conduct outreach, develop partnerships, and coordinate implementation (moderate) [$100,000 – $200,000 annually] Vendor cost to provide appliances and direct install services (moderate to high) [up to $2,500,000]
Materials and supplies for outreach activities (low) [$2,000 - $10,000 annually] Other incentives and rebates included in BE-3.5
Total [$2,600,000 – $2,710,000]
Proposed Budget [$500,000 Annually]
BE-3.8 Continue to conduct periodic energy efficiency rebates reviews. Promote existing available rebates and incentives for energy efficiency and electrification from Healdsburg Electric, the State, and the Federal government through partnership with community groups to educate the community on ways to finance electrification.
In progress Utilities, Community
groups
Low
Staff time to review rebates and conduct community outreach (low) Measure BE-4: Decarbonize non-residential building stock by 10% by 2030.
BE-4.1 Identify non-residential building electrification barriers and analysis supporting future adoption of a non-residential building electric-preferred reach code. Assess the cost range for electrification retrofitting for different industries. Identify the appropriate project threshold to require electric upgrade in order to electrify 10% of existing non-residential buildings by 2030.
Q1 - 2025 Community Development,
Utilities
Moderate
Not quantified (to be completed with Action BE-3.1)
BE-4.2 Continue to monitor the 9th circuit court of appeals of the CRA vs City of Berkeley ruling. As part of the next building code cycle, develop an electric-preferred reach code for existing non-residential buildings to be adopted by 2026 to be implemented through the building code for projects that are valued at $500,000 or greater. As part of this reach code include the following steps:
1. If necessary, modify the reach code such that it satisfies the federal EPCA’s seven criteria for an exemption from preemption.
2. Encourage commercial buildings to comply with the Commercial Energy Performance Assessment and Disclosure Program (AB 1103).
3. Establish a zero-NOx standards for replacement appliances.
4. Allow for health and safety exemptions as necessary.
5. Explore potential exemptions for specific use cases determined to have substantial economic development or business impacts.
6. Enforce the permitting of replacement appliances through the same permitting compliance program as for residential building electric-preferred reach code.
Q3 -2025 Community Development,
Utilities
Low
To be developed in concert with Action BE-3.2 and Action BE-3.3 BE-4.4 Continue to partner with electrification/efficiency experts to provide guidance to commercial buildings covered by the new code(s) and/or ordinance(s).
In progress Community Development,
Utilities
Low
Continue partnerships to provide technical assistance (low) City staff estimate current costs at less than $10,000 per year, depending on technical support needed.
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D-4
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs Measure BE-4A: Decarbonize 50% municipal buildings and facilities by 2030.
BE-4A.1 Develop a resolution to decarbonize 50% of municipal buildings and facilities by 2030 and 100% by 2045, by retrofitting natural gas appliances with electric alternatives. Include in the resolution an ‘electric first’ purchasing policy for any equipment or appliances in need of replacement.
Q2-2024 Community Development,
Central Services
High
Staff time [60 hrs] to develop resolution and develop replacement schedule (low) [$8,000 - $12,000]
Consultant to conduct natural gas appliance audit (moderate) [$40,000 – $60,000] Capital/comparative cost for appliance and lighting replacements and building retrofits as needed (high) [$35-$200/square foot]
Long-term energy bill savings (no-cost) [~ $2,000 over 15 years] Total per 50,000 square feet [$1,796,000 - $10,070,000] BE-4A.3 Complete a Wastewater treatment plant energy efficiency study and implement the highest impact recommendations. Utilize grant funding opportunities as much as possible.
In progress Utilities High
City staff estimate:
Staff time to acquire funding (low) [$5,000]
Staff and consultant time to conduct an energy efficiency study (moderate) [$45,000 - $85,000] Capital costs to implement study recommendations (high) [$10,000 - $1,000,000+] Total [$60,000 - $1,090,000+, depending on grant funding opportunities] Measure T-1: Implement programs that increase access to safe active transportation, such as walking and biking, that achieve 15% of active transportation mode share by 2030.
T-1.1 Work with Sonoma County Transportation Authority (SCTA) to update the 2013 Existing and Planned Bicycle and Pedestrian Facilities for City of Healdsburg with new planned and completed projects by 2025. As part of the update consider including:
1. Identified projects from the 2013 plan not yet implemented and include a progress update and/or reasons that identified projects were determined infeasible in updated Master Plan
2. Safe Routes to School plan
3. Increased biking infrastructure off the main street to enhance connectivity throughout the City and/or in communities where there is currently no or limited infrastructure
4. In partnership with surrounding communities, identify opportunities for infrastructure improvements or expansions to enhance cross-community active transportation
5. Explore streets for permanent through traffic closures to promote walking, biking, and other forms of active transportation with a focus on closing off downtown
6. Explore areas of the City to remove parking and/or additional traffic lanes to prioritize walking and biking
7. Determine equity barriers to safe bike and pedestrian infrastructure.
In progress Public Works High
Initial Planning Cost
Consultant time to develop Safe Routes to School Plan (SRSP) (moderate) [$100,000 - $210,000] Staff [estimated 300 hrs] time to work with SCTA to update Bicycle and Pedestrian Plan (moderate) [$150,000 - $300,000]
Consultant or staff time to conduct analysis (e.g., identification of areas for through traffic closure, equity analysis) for update (moderate) [$45,000 - $60,000] Materials and supplies needed for outreach and engagement events throughout process of updating document (low) [$5,000 - $10,000]
Total [$300,000 – $580,000] (some costs supported by grant for plan update) Estimated Infrastructure Cost based on study for FHWA (would vary substantially based on location and improvements needed)
Capital cost for increasing and improving biking infrastructure (high) [$325,000 - $650,000 per mile]
Capital cost for short-term street closures (moderate) [$50,000 – $150,000 per closure location] T-1.2 Continue to utilize discretionary funds to implement the bicycle and pedestrian infrastructure improvements and updates such as the protected bike lanes along Healdsburg Avenue and reduction of through lanes on Healdsburg Avenue (e.g., Healdsburg Avenue Improvement Project). Select consultant to finalize designs for Healdsburg Avenue Improvement Project by end of 2023 to aim for project completion end of 2028. Improvement projects underway include:
1. Healdsburg Avenue Complete Streets improvements
2. Grove Street improves including ADA compliance
3. Foss Creek & Front Street connections
4. Saggio Hills Foss Creek Pathways Extension
In progress Public Works, Finance
Department, Community
Services
High
Staff and consultant time to finalize designs (low)
Infrastructure investment (high)
Capital costs to implement bicycle and pedestrian infrastructure improvements (high) City staff estimate for current projects underway:
Healdsburg Ave [$15M]
Grove Street [$3-4M]
Foss & Front [<$1M]
T-1.4 Develop the Pilot Bike Share Program into a permanent and dependable bike share network that provides access to key destinations throughout the City, and work with regional partners including SMART and others, to assess potential for a regional bike share system. Include educational outreach and campaigns promoting use of the re-inspired program.
Q3 - 2025 Public Works, Community
Development, Community
Groups
Moderate
Staff time to develop regional partnerships and conduct outreach and education (low) Staff time and capital costs to develop program (moderate) Total [Current 3-year pilot costs approximately $100,000 per year. Staff estimate future costs of $100,000-$150,000 annually, and would encourage bike share vendor to seek local business sponsorship.]
T-1.5 Coordinate regionally through Sonoma County leveraging the regional active transportation plan to facilitate cross-community active transportation improvements, such as SMART multi-use path and Great Redwood Trail. As part of this action include community outreach and education on active transportation improvements to affected areas as well as the community.
In progress Public Works, Community
Development, RCPA/SCTA,
Community Groups
Low
Staff time to conduct education and outreach and coordinate infrastructure improvements with regional partners (low)
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Packet Pg. 231 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Implementation Plan
Final Draft D-5
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs T-1.6 Evaluate existing bike parking facilities and evaluate what improvements can be made to increase supply, reduce theft, and increase rider attraction. Based on existing surveys and evaluation findings, improve and expand existing bike parking facilities throughout the city. Improve bike parking facilities near public transit stops and expand access to safe transit (i.e., first and lastmile access), as well as considering car parking spaces that could be converted to bicycle parking. Include analysis of last mile limitations and hurdles. Explore ways to require safe, secure bike parking and/or bike lockers as part of large commercial and multi-family projects.
Q1 - 2024 Public Works, Community
Development
Moderate
Staff and consultant time to conduct evaluation and identify opportunity improvements (moderate)
Total [City staff estimate costs to be similar to BE-3.1 and BE-3.2 [$35,000 - $140,000]] Initial budget of $10,000
T-1.8 Partner with local bike shops to provide subsidies to low-income residents for e-bikes, helmets, locks, and other bicycle equipment. Continue to offer e-bike rebates with increased rebate opportunities for low-income customers. Implement an income-qualified coupon for the e-bike share program, in addition to the available 50% discounted e-bike share rate.
In progress Utilities Moderate
Staff time to develop partnerships (low)
Capital costs to increase and provide new rebates (moderate) Total [City staff estimate $50,000 annually]
Measure T-2 Implement programs for public transportation that achieve 10% of public transit mode share by 2030.
T-2.4 Work with public transit partners and rider groups to improve ridership through improved routes and modifying schedules to increase efficiency and align with riders needs. Ensure public transportation access and improvements to ridership and route efficiency are prioritized in low-income areas, active aging neighborhoods, schools and at major destinations. This could include surveying existing transportation services, routes, schedules, and facilities throughout the city and developing a plan to improve these for implementation with preference given to improving public transportation facilities, schedules, and expand access to transit (i.e., first and last-mile access).
Q2 - 2024 Public Works, SCT, SMART,
AMTRAK, Community
Development, Community
Groups
Moderate
Staff and/or consultant time to conduct survey, develop a plan, and coordinate with partners and stakeholders (moderate)
Total [City staff estimate $ 35,000 - $ 140,000]
Measure T-2A Structural: Explore the development of a micro-mobility and/or car-share program to support mode shift from single occupancy fossil fuel vehicles to Zero Emission Vehicles.
T-2A.1 Conduct a background review of options for purchasing, operating, and maintaining an on-demand door-to-door e-shuttle. This may include the development of a new on-demand e-shuttle, the expansion of DASH (Drivers Assisting Seniors in Healdsburg) for all residents of Healdsburg, or the development of a program to subsidize the cost for electric car-share programs such as Uber or Lyft. The analysis should include identification of potential funding sources (e.g., grants, local taxes, local business sponsorship, discretionary funds, etc.) and identification of barriers and opportunities for how such a micro-mobility program may enhance active transportation or public transit use. Present the findings to City Council and the public to determine next steps.
Q2 - 2024 Public Works, City
Manager’s Office,
Community Groups
Moderate
Staff and consultant time to conduct feasibility study (moderate) (City staff estimate costs similar to T-1.6 [$35,000 - $140,000].)
T-2A.2 Based on the findings of the feasibility study and the response from City Council and the public, develop and implement a micromobility policy that establishes a deployment protocol and permitting process, identifies any restrictions for use for safety reasons, and promotes equitable access through requirements for consistent placement of micro-mobility devices (e-scooters, ebikes, etc.) in underserved areas or reductions in usage fees for lower-income users.
Q1 - 2025 Public Works, City
Manager’s Office
Moderate/High
Staff time [300 hrs] to develop and implement micro-mobility policy (moderate) [$35,000 - $60,000]
One part-time employee for staff management of program and permitting process (moderate) [$50,000 - $70,000]
Annual cost to fund micro transit service operated by City (high) Micro transit annual budget if City funded [$500,000 - $2M]
Funding potential through Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Program
Measure T-3: Develop programs and policies to discourage driving single passenger vehicles and to support the bicycle/pedestrian and public transit mode share goals of Measures T-1 and T-2.
T-3.5 Pursue land use and development policies that promote infill development and/or increased density of residential development in the downtown core, along transit corridors, and within future planned development areas that is compact, mixed use, pedestrian friendly, and transit oriented where applicable Q3 - 2024 Community Development,
Housing
Moderate
Staff and consultant time to develop policies (moderate) City staff estimate costs of approx. $140,000.
Measure T-4: Increase passenger zero-emission vehicle use and adoption to 50% by 2030.
T-4.1 Develop a reach code requiring electric vehicle capable charging spaces. Amend the Healdsburg Development and Municipal Code to promote EV chargers in new development and existing parking spaces, to require at minimum:
Single Family – CalGreen Tier 2 provisions
Multifamily – CalGreen Tier 2 provisions
Non-Residential – CalGreen Tier 2 provisions
Expand the designation of EV charging parking spaces to 15% of existing parking spaces within the City by 2030. Require larger residential rental building owners (more than 20 tenants) and large commercial building owners (more than 10,000 square feet) to install working electric vehicle chargers in 20% of parking spaces for new and existing buildings at time of renovation if projects are valued at $1,000,000 or greater. Expediate EV charger permits
Q2 – 2025 Community Development,
City Manager’s Office
Low
Consultant time to aid in development of reach code (low) [$25,000 - $40,000] Staff time [estimated 80 hrs] required to support reach code development and for adoption of requirement (low) [$12,000 - $15,000]
Total [$37,000 - $55,000]
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Packet Pg. 232 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) City of Healdsburg
Healdsburg Climate Mobilization Strategy
D-6
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs T-4.5 Continue to promote the EV Monthly Bill Discount Program with increased discount opportunities for low-income customers, and develop an updated or replacement program following program sunset in 2025. Continue to promote affordable EV charging rates at city-owned EV charging stations and adjust rates as necessary to cover program costs. Explore methods for charging different rates for different user groups or other programs to offset charging costs at public stations for low-income residents.
In progress Utilities Moderate
Continue staff time to promote programs and rates (no cost) Staff time and capital costs to develop incentive program (moderate) Total [City staff estimate $150,000 - $200,000 annually] T-4.6 Utilize the CALeVIP rebate to install new electric vehicle chargers at the Senior Center and downtown Maher lot. Applied for Federal Charing and Fueling Infrastructure (CFI) grant to install electric vehicle chargers at the Community Center, Giorgi Park, High School, and West Plaza. These projects would add 34 new public EV charging ports.
In progress Utilities, Community
Development, Community
Services
Moderate
Capital costs to install electric vehicle chargers, offset by grant funding (moderate) Total [City staff estimate $425,000 from already approved budget, plus an additional $680,000 from grant funding (if awarded)]
T-4.8 Identify and promote incentives and financing options for residential electric vehicle charger installations. Develop programs and policies to add 500 new publicly accessible and private workplace Level 2 and 3 electric vehicle charging stations to the City by 2030 through grants such as the California Energy Commission’s Clean Transportation Program. Develop programs that incentivize residents and businesses to charge during times of abundant solar resources and avoid charging during peak hours and grid emergencies
In progress Public Works, Utilities, City
Manager’s Office
Moderate to High
Staff time to conduct outreach and education (low)
Staff time to develop programs and policies (moderate) Total [City staff estimate $500,000 - $2,500,000, depending on public charger rebate amount and grant availability. Proposed budget of $100,000 annually. Other action components to leverage T-4.5]
Measure T-5 Increase commercial zero-emission vehicle use and adoption to 40% by 2030.
T-5.1 Complete white paper for US Postal Service fleet electrification in Healdsburg. Use white paper to inform the overall electrification study (BE-1.1) regarding commercial fleet electrification, peak demands, and on-peak/off-peak energy requirements. This information can be applied to other identified commercial vehicle fleets in Healdsburg.
Q4 - 2023 Utilities, City Manager’s
Office
Low
Staff time to complete white paper and provide for comment (low) Measure T-5A: Lead by example and electrify or otherwise decarbonize the municipal fleet in compliance with the state’s Advanced Clean Fleet Rule. (Mandated) 2 T-5A.1 Continue to implement the Zero-emission vehicle first purchasing policy for all light-duty municipal vehicles, and update to also include off road equipment, medium-duty vehicles, and provide a path to comply with the State’s Advanced Clean Fleet rule requiring 50% of medium- and heavy-duty vehicle purchases be zero-emissions beginning in 2024 and 100% beginning in 2027.
Also consider operational needs to determine appropriate size of vehicles. Maintain exemptions needed to ensure public safety and delivery of critical services.
Q1-2024 Central Services Moderate
Staff time to update policy (low)
Comparative cost to purchase and maintain ZEV instead of internal combustion engine vehicle and off road vehicle (low – moderate)
Lifecycle cost savings for ZEV (no-cost)
Total on-road [City staff estimate incremental light duty vehicle cost increase of $10,000-$15,000 per vehicle, additional charging infrastructure costs of $200,000, and ongoing savings in fuel costs. Incremental costs for medium- and heavy-duty vehicles will vary widely.] Total off-road [City staff estimate incremental off road vehicle replacement cost increase of $20,000-$30,000 per vehicle, additional charging infrastructure costs of $50,000, and ongoing savings in fuel costs.]
T-5A.2 Install additional ZEV chargers in municipal parking lots for fleet, employees, and public use to meet projected demand. In progress Community Development, Utilities, Central Services
Moderate
Capital costs to install ZEV chargers (moderate)
Total [City staff estimate public chargers to cost up to $200,000 per parking lot (6 connectors), depending on infrastructure and accessibility. Non-public charger costs are substantially lower.] T-5A.3 Develop a resolution to replace City-owned end-of-life small off-road equipment with electric equipment (e.g., lawn equipment and leaf blowers) at time of replacement.
Q1-2025 Public Works, Community
Services, Central Services
Low
Staff time to develop resolution (low)
Incremental costs for small off road equipment (low – moderate) 2 The Advanced Clean Fleets regulation applies to any local government agency, such as a city, with one or more vehicles with a gross vehicle weight rating greater than 8,5000 lbs, The regulation requires that affected fleets, beginning in January 1, 2024, must ensure that 50% of their annual vehicle purchases per calendar year are zero emissions and beginning January 1, 2027, that 100% of vehicle purchases are zero-emissions.
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Packet Pg. 233 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Implementation Plan
Final Draft D-7
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs Measure SW-1: Achieve Zero Waste by 2030 through 90% diversion of solid waste from the landfill. (Mandated) 3 SW-1.1 Meet the requirements of SB 1383 to reduce organics in the waste stream by 75% below 2014 levels by 2025 and achieve Zero Waste through 90% solid waste diversion by 2030. Include activities such as:
1. Implement enforcement and fee for incorrectly sorted materials with sensitivity to shared collection.
2. Assure adequate bin signage across commercial and residential areas of acceptable landfill, recyclable, and compostable materials.
3. Conduct additional free food scrap collection pail giveaways and promote the free curbside organics collection service by Recology
4. Expand existing ban on disposable food ware made of polystyrene foam or products containing PFAS to include additional items without means of recycling or recycling markets, such as produce bags and straws.
5. Implement pilot project for reusables for restaurant to-go containers.
6. Identify long-term and alternate solutions for the community’s wastewater bio-solids to avoid long hauling distances and develop local, beneficial reuse.
7. Identify public areas for adding organics collection and recycling bins where needed.
Partner with Recology and Zero Waste Sonoma as applicable for the actions listed above.
In progress Public Works, Recology,
Zero Waste Sonoma,
Community Groups
Moderate
Staff time [estimated at 100 hours] to develop and implement pilot projects (moderate) [$20,000 - $38,000]
Capital costs to develop and implement pilot projects (i.e., reusable to-go container program) (moderate) [$125,000 - $375,000]
One-part time employee to develop and implement enforcement and fee program (moderate) [$60,000 - $80,000]
Capital costs for adding bins in public areas (moderate) [$50,000 - $75,000] Staff time and materials and supplies to conduct outreach and education including bin distribution events (low) [$25,000 - $50,000 annually]
Staff time [estimated at 80 hours] to amend existing ban on polystyrene products (low) [$12,000 - $15,000]
Staff and consultant time to conduct feasibility study for wastewater bio-solids (moderate) [$100,000 - $150,000]
Cost offset based on revenue from lid flipping fees (no-cost) Total [$400,000 – $700,000]
SW-1.2 Partner with Zero Waste Sonoma to support a Bring your own (BYO) education and outreach training for residents and businesses on reusables and implementing more sustainable packaging into daily use. Also educate the community on opportunities to use or compost food scraps. Provide resources of education and technical assistance on city website. Partner with libraries and other existing facilities to market campaigns about waste reductions, reuse and repair.
Q1 – 2025 Community Services,
Housing, Public Works,
Zero Waste Sonoma,
Community Groups
Low
Staff time to develop partnerships and conduct outreach and education (low) Materials and supplies for outreach and education (low) SW-1.4 Leverage Zero Waste Sonoma 2022 Waste Characterization study and visual characterization conducted at the Healdsburg transfer station to understand the waste stream and create a plan to increase diversion and reduce contamination. Continue to work with Zero Waste Sonoma to conduct a waste characterization study every 5 years that includes Healdsburg to inform programs and policies.
In progress Public Works, Zero Waste
Sonoma
Low
Staff and/or consultant time to create a plan (low)
Continue staff time to maintain relationship with partners (no cost) SW-1.5 Partner with Recology and/or Zero Waste Sonoma to pursue funding, such as the Organics Grant Program from CalRecycle or for projects through California Climate Investment, to reduce generated organic waste from multi-family homes and expand waste diversions programs within the City.
2024 –
ongoing
Public Works, Recology,
Zero Waste Sonoma
Low
Staff time to develop partnerships and acquire funding (low) SW-1.6 Develop and implement a Zero Waste Protocol for special events. Q1 – 2024 Community Services Low Staff time to create and implement a protocol (low)
Measure W-1: Reduce per capita potable water consumption by 25% by 2030. (Mandated)4 W-1.1 Update the Urban Water Management Plan every 5 years, as required by the State, and implement the identified demand reduction actions to ensure compliance with the State’s Making Water Conservation a Way of Life regulations. Include new actions in the UWMP as needed to achieve State regulations. List of actions that may be included is provided in CMS. 2025-2026 Utilities Moderate
Staff and/or consultant time to update plan (moderate) Total [City staff estimate $15,000 - $20,000 to update required plan. Cost of implementation for new actions will vary widely.]
Measure CS-1: Increase carbon sequestration by preserving existing mature trees and planting 500 new trees and high emissions reduction potential land cover types throughout the community by 2030.
CS-1.1 Develop a Street Tree Master Plan to include goals for promoting street tree health, enhancing resiliency, increasing the environmental benefits and co-benefits resulting from street trees and shading, community engagement around the urban forest. Include activity to promote street tree health and maintaining existing trees through partnerships with the community and local organizations, including organizations with connections to vulnerable communities to assist in the implementation of the Street Tree Master Plan to ensure equity is prioritized as part of the plan.
Q1 – 2024 Community Services,
Community Development,
Public Works, City
Manager’s Office
Low
Staff or consultant time to develop Street Tree Master Plan (low) [$50,000 - $200,000] Staff time [estimated 100 hrs] for community outreach activities and development of partnerships (low) [$10,000 - $20,000]
Funding potential through CAL FIRE Urban and Community Forestry grant [$150,000 - $200,000] Total [$60,000 - $220,000]
3 SB 1383 establishes a statewide goal of a 75% reduction in the amount of organic materials sent to landfill compared to a 2014 baseline. SB 1383 also establishes a statewide goal of a 20% increase in the amount of edible food recovered for human consumption by 2025. In addition, jurisdictions are annually required to procure organic waste products, such as compost, mulch, and SB 1383 compliant renewable natural gas. 4 The State is currently finalizing the Making Water Conservation a Way of Life regulation. The regulation will set a unique Urban Water Use Objective for each water provider, based on standards for indoor residential water use, outdoor residential water use, outdoor commercial water use, water loss, and commercial best management practices. The standard for indoor residential water use will be set at 55 gallons per capita per day in 2024 and reduced by approximately 25% to 42 gallons per capita per day in 2030.
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Packet Pg. 234 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) City of Healdsburg
Healdsburg Climate Mobilization Strategy
D-8
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs CS-1.2 Develop a new Tree Protection Ordinance to include protection for native and heritage trees. The ordinance should regulate the removal of not just heritage trees, but native trees that increase the City’s carbon stock and carbon sequestration. Ordinance may include:
1. Development requirements to protect or replace one-for-one existing trees and greenspace.
2. Implementation of a tree removal in-lieu fee that provides funding for the City to plant a new tree equivalent to every tree removed from private property.
3. Identification of native tree species and heritage trees to be protected.
4. Shade tree requirements for new development
5. Parking lot landscaping requirements
6. Increased permeable surfaces and green spaces in new development
7. Vegetative barrier requirements between busy roadways and developments to reduce exposure to air pollutants from traffic
8. Protocols for proper tree maintenance and care
9. Best practices to protect existing carbon stocks against wildfire risk Q4 – 2023 Community Development,
Community Services, City
Manager’s Office,
Community Groups
Low
Staff time to develop ordinance (low)
Capital cost of trees (low)
Lifecycle cost of tree maintenance (low)
CS-1.3 Establish an adopt-a-tree or adopt-a-street program that enables individuals, businesses, and community organizations to plant and care for trees in selected communities. Program should provide formalized information on appropriate trees eligible for planting in Healdsburg (i.e., native, drought tolerant, locations, fire resistant) and their maintenance. Leverage existing plant lists developed by nearby and partner organizations.
Q4 – 2023 Community Services,
Community Development,
Fire, Community Groups
Moderate
Staff time and capital costs to develop program (moderate) Materials and supplies for education (low)
Total [City staff estimates $15,000 per 150 trees, to potentially be supported by in-lieu fees, donations, or other funding.]
CS-1.4 Prioritize low-income areas of the city with less existing tree canopy for tree plantings. Increase shading in gathering spaces. 2024 – ongoing
Community Services,
Community Development
Low
Capital cost for planting and maintaining shade trees (low) CS-1.5 Explore urban and community forestry grant programs (e.g., CAL FIRE) and other sources of state, federal, and philanthropic funding to fund urban forestry programs. As part of this effort, establish a goal to apply for at least one grant every three years. 2024-
ongoing
Community Services, Fire,
Public Works
Low
Staff time to research grants and establish goal (low) Measure CS-2: Maintain and expand existing restoration projects to sequester carbon in restored lands.
CS-2.1 Continue maintenance and expansion of Healdsburg Ridge Open Space Preserve (150 acres), and the Fitch Mountain Park and Open Space Preserve (170 acres), including wildfire mitigation. Continue maintenance and restoration projects in existing green spaces within City and urban areas.
Ongoing Community Services, Fire Moderate
Enhanced staff time to manage preserves and green spaces (moderate) Capital costs to expand preserves (moderate) (Expansion would depend on available land and partners)
CS-2.6 Partner with local community organizations to promote and coordinate sequestration opportunities and facilitate volunteer maintenance projects.
Q1 – 2025 Community Services Low
Staff time to develop partnerships and support outreach and engagement (low).
Measure CS-3: Align with SB 1383 and procure products of organic diversion at a rate of 0.08 tons of organic waste per capita per year with a focus on increasing compost application within City limits to increase carbon sequestration. (Mandated) 3 CS-3.1 Meet the baseline procurement requirement of SB 1383 through direct procurement of applicable products, as feasible, for the City’s use and application. Establish contracts with service providers that use applicable products (e.g., landscape services, transportation services, waste haulers) on the City’s behalf to meet the remaining procurement requirement not met through direct procurement.
Q1 -2025 Public Works Moderate
Staff time to evaluate opportunities and maintain procurement activities (low) Staff time to establish and maintain contracts (moderate) Total [City staff estimate similar to part time enforcement in SW-1.1 [$60,000-80,000]] CS-3.2 Identify locations within the City to apply compost as applicable/appropriate to help meet the procurement requirements of SB 1383. Leverage Zero Waste Sonoma to collaborate with local schools, City Departments, Ag+Open Space, and the Resource Conservation Districts to identify additional opportunities to apply compost.
Q1 – 2024 Public Works, Community
Services, Zero Waste
Sonoma
Moderate
Staff and/or consultant time to conduct study (moderate) Total [City staff estimate approximately $35,000 for study and collaboration.] CS-3.3 Implement compost application on City-owned properties, according to findings of feasibility study for suitable locations and appropriate application rates.
Q2 -2024 Public Works, Community
Services
Low
Staff time to apply compost or coordinate with service providers (low) Increases to scope of work with service providers (low) CS-3.5 Work with Recology and ZWS to provide residents, businesses, and developers with educational material on where to get compost and how it can be used (i.e., landscaping), as well as how compost promotes carbon sequestration. Consider increasing free compost giveaways.
Q1 -2024 Public Works, Recology,
Zero Waste Sonoma,
Community Groups
Low
Staff time to develop partnerships (low)
Materials and supplies for education (low)
Bulk compost purchases (moderate)
CS-3.6 Prioritize providing increased outreach and translated materials on the annual compost giveaway to low-income households, small businesses, and other vulnerable communities.
Q2 – 2024 Public Works, Community
Services, Community
Groups
Low
Staff time and outreach materials (low)
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Packet Pg. 235 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Implementation Plan
Final Draft D-9
Measure
/
Action Action Text Start Date Responsible Departments Estimated Costs CS-3.7 Apply for at least one grant every three years for obtaining grant funding for SB 1383 compliance, assuming there are such grant opportunities available.
2024 –
ongoing
Public Works Low
Staff and/or consultant time to prepare grant applications (low) CS-3.8 Work with Sonoma County to identify opportunities for a regional compost procurement program to help meet the organics procurement provisions of SB 1383 as well as streamline hauler routes through regional collaboration.
Q3 – 2024 Public Works, Sonoma
County
Low
Staff time to develop partnerships and identify opportunities (low) Measure F-1: Identify Administrative Needs for Successful CMS Implementation F-1.2 Consider creating a Climate Program Manager new position who is responsible for implementing CMS measures and actions by drafting ordinances, managing technical studies, leading outreach efforts, updating online information, managing the webpages and social media posts to promote climate programs, networking with partners and stakeholders, and pursuing relevant and impactful grant opportunities.
Q1 - 2024 City Manager’s Office,
Human Resources, Finance
Department
Moderate
Staff time for new position [1 FTE] (moderate)
Total [City staff estimate up to $170,000 per year for salary, benefits, and operating expenses.] F-1.2 Report progress on CMS implementation annually to the City Council to measure progress and ensure accountability in achieving CMS emissions reduction goals.
2024 –
ongoing
Climate Program Manager Low
Staff time to report progress (low)
F-1.3 Partner with RCPA and other jurisdictions to ensure transparency in GHG emission reporting and make GHG emission data and inputs publicly available.
Q2 - 2024 Climate Program Manager Low
Staff time to develop partnerships and coordinate (low)
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Packet Pg. 236 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) City of Healdsburg
Healdsburg Climate Mobilization Strategy D-10
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Packet Pg. 237 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Appendix E
GHG Emissions Reduction Measures and Actions for Future Consideration
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Packet Pg. 238 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy) Future Consideration
Final Draft E-1
Future Consideration
The list below includes items for future consideration as resources, partnerships, technology, etc. become available. It also includes items that other organizations can take the lead on and the City would provide minimal support or promotion as others choose to implement actions or develop programs. These items are measures and actions that were included in early drafts of the CMS measures and actions list or items that arose during the CMS development process. These items are not included in the final CMS measures and actions list, but may be considered in the future. ▪ Leverage, promote, and support as needed the efforts led by others that relate to the measures included in the CMS as new programs are developed or opportunities arise ▪ Consider requiring all large employers (more than 50 employees) and new construction to develop a Transportation Demand Management (TDM) Plan, including a Municipal TDM ▪ Consider adopting an internal carbon pricing policy
▪ Investigate opportunities for a city-wide carbon tax or other taxes/fees to fund future efforts ▪ Explore new carbon sequestration and carbon capture opportunities as technology advances and opportunities arise
▪ Evaluate opportunities to procure Renewable Natural Gas to meet the procurement requirements of SB 1383
▪ Consider park designs that increase carbon sequestration potential as parks are re-done or enhanced
▪ Consider adoption of a Construction Demolition ordinance ▪ Explore local opportunities to facilitate the siting and permitting of processing and end market infrastructure or participate in regional projects if developed ▪ Consider incorporating increased lid-flipping into franchise agreement with Recology
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E-2
City of Healdsburg
Healdsburg Climate Mobilization Strategy
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Packet Pg. 240 Attachment: Attachment 1: Final Draft Healdsburg CMS and Appendices (4216 : Final Climate Mobilization Strategy)
CITY OF HEALDSBURG
RESOLUTION NO. _____-2023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG ADOPTING THE CLIMATE MOBILIZATION
STARTEGY
WHEREAS, per the United Nations Intergovernmental Panel on Climate Change (IPCC), the understanding of anthropogenic warming and cooling influences on climate has led to a high confidence (95 percent or greater chance) that the global average net effect of human activities has been the dominant cause of warming since the mid-20th century; and WHEREAS, in California, the impacts of climate change are already being felt, and will continue to become more severe throughout the twenty-first 21st century, such as higher temperatures, more extreme heat events and wildfires, and rising sea levels; and WHEREAS, in 2016, SB 32 set a target for achieving a 40 percent reduction in GHG emissions below 1990 levels by 2030, and in 2018, EO B-55-18 established a goal of achieving carbon neutrality by 2045 and was codified by AB 1279.; and WHEREAS, in March 2021, the Sonoma County Regional Climate Protection Authority (RCPA) adopted the Sonoma Climate Mobilization Strategy (SCMS) which establishes goals and strategies for Sonoma County to achieve carbon neutrality by 2030, defined as achieving an 80% reduction in emissions from 1990 levels coupled with carbon sequestration to meet the remaining 20% of emissions removal; and
WHEREAS, during the City Council Strategic Goal Setting Meeting on March 7th, 2022, Council adopted a strategic goal to develop a Climate Mobilization Strategy (CMS); and WHEREAS, staff worked with Rincon Consultants, Inc. following authorization of the professional services agreement during the November 21, 2022 Council meeting to develop a CMS for Healdsburg in support of State and Regional greenhouse gas (GHG) reduction goals; and WHEREAS, activities completed include, but are not limited to, review of existing policies/plans and inventory of existing projects, development of GHG forecast and scenario planning, cost analysis of key actions, 3 community workshops and a booth at the Climate Fest, 3 online surveys, 6 stakeholder group meetings, and 5 Council presentations; and WHEREAS, the CMS includes 18 measures and 93 actions, of which 62 are included in the Implementation Plan for the next one to three years, focusing on Building Energy, Transportation, Solid Waste, Water and Wastewater, Carbon Sequestration, and Administration; and
WHEREAS, the CMS identifies key measures and actions that will be most impactful in reducing GHG emissions, are equitable, feasible, and community driven; and
8.A.b
Packet Pg. 241 Attachment: Attachment 2: Resolution (4216 : Final Climate Mobilization Strategy) Resolution No. -2023
WHEREAS, the CMS is expected to achieve a 31,675 MT CO2e reduction if fully implemented by 2030, which translates to a reduction of approximately 2.5 MT CO2e per capita, or 54% below 1990 per capita levels, exceeding the State’s 2030 efficiency target goal by nearly 15%; and
WHEREAS, although adoption of the Climate Mobilization Strategy is considered a discretionary action that could therefore be a “project” under the California Environmental Quality Act (CEQA), adoption of the Climate Mobilization Strategy is exempt under the “common sense” exemption in CEQA Guidelines Section 15061(b)(3), which establishes the general rule for projects concerning which it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, and such activities are not subject to CEQA; and
WHEREAS, adoption of the Climate Mobilization Strategy itself does not result in any City commitments to definite programs or projects that may have a significant environmental impact, and Implementation Plan items and initiatives that the City Council selects for implementation based on the Climate Mobilization Strategy will be evaluated under all applicable environmental laws and regulations to address potential environmental impacts when the initiative is considered.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HEALDSBURG HEREBY FINDS, DETERMINES, AND RESOLVES AS FOLLOWS:
Section 1. The above recitals are true and correct and are adopted by reference as substantive findings in this Resolution.
Section 2. The City Council of the City of Healdsburg hereby adopts the Climate Mobilization Strategy.
Section 3. This Resolution has been reviewed with respect to the applicability of the California Environmental Quality Act (Public Resources Code Section 2100 et seq.) (the “Guidelines”), the City Council has determined that the adoption of the Climate Mobilization Strategy is exempt from CEQA under the “common sense” exemption found in CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility that adoption of the Climate Mobilization Strategy may have a significant effect on the environment, and is therefore not subject to CEQA. Staff of the Planning Department is hereby directed to prepare and post a notice of exemption pursuant to Guidelines Section 15062. .
PASSED, APPROVED AND ADOPTED, this 16th day of October 2023, by the following vote:
AYES: Councilmembers: ( )
8.A.b
Packet Pg. 242 Attachment: Attachment 2: Resolution (4216 : Final Climate Mobilization Strategy) Resolution No. -2023
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
__________________________________ ____________________________________ Ariel Kelley, Mayor Raina Allan, City Clerk
8.A.b
Packet Pg. 243 Attachment: Attachment 2: Resolution (4216 : Final Climate Mobilization Strategy) 10/11/2023 – Page 1
CITY OF HEALDSBURG
CITY COUNCIL FUTURE AGENDA ITEMS
(NOTE: The schedule is tentative and subject to change pending final publication and posting of the City Council meeting agenda) October 23, 2023
Special Meeting Diversity, Equity and Inclusion Plan Work Session November 6, 2023 Employee Anniversaries – Rosa Gutierrez – 20 years, Kenneth Damos-Deurloo – 5 years, Paul Fleckenstein – 35 years as a reserve firefighter
Badge Pinning – Fire Captain Victor Andrade
Investment Report – September 2023
Disbursement Report – September 2023
Lease Agreement with Russian River RV Storage
Notice of Completion – Community Center Preschool Improvements FY 2023-24 Quarter One Update
Bay Area Housing Financing Authority Bond Measure
Community Services Deferred Maintenance Plan
Presentation on Legislation Impacting City Council Compensation November 13, 2023
Special Meeting Cannabis Dispensary Selection Process Special Meeting November 20, 2023
AB 1600 Report for FY 2022-23
Foley Family Community Pavilion Bid Award
2024 City Council Meeting Calendar
13.1.a
Packet Pg. 244 Attachment: Agenda Planning Sheet (4219 : Future Agenda Items - October 16, 2023) 10/11/2023 – Page 2
December 4, 2023 Employee Anniversaries – Rob Scates – 20 years, William Van Vleck – 10 years Annual Rate Increase for Garbage
Amend Special Event Policy and Chapter 12.24 of Municipal Code 2024 Special Event Requests
Tentative Map – North Village – Middle Income Units
Local Hazard Mitigation Plan Adoption
December 18, 2023
Cultural Trust Fund Amendment
Selection of Mayor and Vice Mayor for 2024
Council appointments to Boards and Commissions for 2024 Local Appointments List – Maddy Act
(NOTE: The schedule is tentative and subject to change pending final publication and posting of the City Council meeting agenda)
13.1.a
Packet Pg. 245 Attachment: Agenda Planning Sheet (4219 : Future Agenda Items - October 16, 2023)