COMMUNITY INPUT RECEIVED
ATTACHMENT 2
596
/i255 /i255
/i255 /i255
/1/2/3 /4 /5 /6 /7 /8/i255 /i255 /i255 /10 /11 /i255 /12 /i255 /i255 /i255/13/14/15 /16 /i255 /i255 /i255 /17 /18 /17 /i255 /i255 /i255 /19 /20 /21 /i255 /i255 /i255 /22 /23 /23 /i255 /i255 /i255 /16 /14 /15 /16 /i255 /i255 /i255 /24 /23 /22 /20 /25 /15 /16 /23 /17 /i255 /i255 /i255 /26 /18 /16 /14 /i255 /i255 /i255 /19 /20 /21 /i255 /i255 /i255 /27 /24 /20/28/i255/i255 /i255 /16 /14 /23 /i255 /i255 /i255 /29 /15 /24 /30 /23 /i255 /i255 /i255 /30 /24 /20 /21 /31 /i255 /i255 /i255 /31 /20/29 /29 /i255 /i255 /i255 /15 /32 /20 /21 /16 /i255 /i255 /i255 /26 /14 /15 /16 /i255 /i255 /i255 /19 /20 /21/i255 /i255 /i255 /29 /18 /33 /23 /i255 /i255 /i255 /15 /32 /20 /21 /16 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /18/28/15/30 /18 /25 /23 /i255 /i255 /i255 /27 /20 /24 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /36 /i255 /i255 /i255 /37 /25 /19 /32 /20 /17 /19 /i255 /i255 /i255 /26 /15 /25 /16 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /16 /14 /24 /20 /26 /i255 /i255 /i255 /20 /21 /16 /i255 /i255 /i255 /15 /i255 /i255 /i255 /27 /23/26 /i255 /i255 /i255/28/20/24 /23 /i255 /i255 /i255 /26 /20 /24 /17 /22 /i255 /i255 /i255 /32 /23/27 /20 /24 /23 /i255 /i255 /i255 /26 /23 /i255 /i255 /i255 /17 /18 /35 /23 /i255 /i255 /i255 /18 /25 /16 /20 /i255 /i255 /i255 /20 /21 /24 /i255 /i255 /i255 /25 /23 /38 /16 /i255 /i255 /i255 /17 /18 /22 /39 /21 /22 /22 /18 /20 /25 /i255 /i255 /i255 /40 /21 /23 /22 /16 /18 /20 /25 /22 /36 /i255 /i255 /i255 /i255 /i255
/41/42/18 /25 /39 /23 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /43 /44 /45 /22 /46 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /14 /15 /22 /i255 /i255 /i255 /14 /15 /17 /i255 /i255 /i255 /31 /20 /22 /18 /16 /18 /35 /23 /i255 /i255 /i255 /39 /14 /15 /25 /30 /23 /22 /46 /i255 /i255 /i255 /29 /18 /33 /23 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /17 /23 /35 /23 /29 /20 /31/28/23/25 /16 /i255 /i255 /i255 /20 /27 /i255 /i255 /i255 /47 /20 /26/25 /16 /20 /26 /25 /46 /i255 /i255 /i255 /15/25 /17 /i255 /i255 /i255 /15 /i255 /i255 /i255 /27 /23 /26 /i255 /i255 /i255 /25 /23 /30 /15 /16 /18 /35 /23 /i255 /i255 /i255 /39 /14 /15 /25 /30 /23 /22 /i255 /i255 /i255 /29 /18 /33 /23 /i255 /i255 /i255/28/20/24 /23 /i255 /i255 /i255 /16 /24 /15 /27 /27 /18 /39 /48 /i255 /i255 /i255/49/23/25 /23 /24 /15 /29 /i255 /i255 /i255 /50 /29 /15 /25 /i255 /i255 /i255 /31 /20 /29 /18 /39 /18 /23 /22 /i255 /i255 /i255 /39 /15 /25 /i255 /i255 /i255 /32 /15 /29 /15 /25 /39 /23 /i255 /i255 /i255 /16 /14/23 /i255 /i255 /i255 /31/20 /22 /18 /16 /18 /35 /23 /i255 /i255 /i255 /39 /14 /15 /25 /30 /23 /22 /i255 /i255 /i255 /26 /14 /18 /29 /23 /i255 /i255 /i255/28/18/25 /18/28/18/51 /18 /25 /30 /i255 /i255 /i255 /25 /23 /30 /15 /16 /18 /35 /23 /i255 /i255 /i255 /18/28/31/15 /39 /16 /22 /i255 /i255 /i255 /41/52/18 /33 /18 /25 /30 /i255 /i255 /i255 /15 /24 /20 /21 /25 /17 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /18 /22 /i255 /i255 /i255 /30 /24 /23 /15 /16 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /16 /14 /23 /24 /23 /i255 /i255 /i255 /15 /24 /23 /i255 /i255 /i255 /30 /24 /23 /15 /16 /i255 /i255 /i255 /27 /21 /16 /21 /24 /23 /i255 /i255 /i255 /14 /18 /33 /18 /25 /30 /i255 /i255 /i255 /20 /31 /31 /20 /24 /16 /21 /25 /18 /16 /18 /23 /22 /i255 /i255 /i255 /25 /23/15 /24 /32 /19 /i255 /i255 /i255 /41/53/23 /23 /31 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /45 /22 /i255 /i255 /i255 /30 /24 /23 /15 /16 /i255 /i255 /i255 /20 /31 /23 /25 /i255 /i255 /i255 /22 /31 /15 /39 /23 /22 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /35 /18 /32 /24 /15 /25 /16 /i255 /i255 /i255 /17 /20 /26 /25 /16 /20 /26 /25 /46 /i255 /i255 /i255 /i255 /i255 /41/37/17 /17 /i255 /i255 /i255/28/20/24 /23 /i255 /i255 /i255 /14 /20 /21 /22 /18 /25 /30 /i255 /i255 /i255 /47 /20 /26 /25 /16 /20 /26 /25 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /22 /16 /18/28/21/29 /15 /16 /23 /i255 /i255 /i255 /23 /39 /20 /25 /20/28/18/39 /i255 /i255 /i255 /35 /18 /16 /15 /29 /18 /16 /19 /i255 /i255 /41/54/15 /33 /23 /i255 /i255 /i255 /47 /20 /26 /25 /16 /20 /26 /25 /i255 /i255 /i255 /15 /i255 /i255 /i255 /31 /29 /15 /39 /23 /i255 /i255 /i255 /31 /23 /20 /31 /29 /23 /i255 /i255 /i255 /26 /15 /25 /16 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /32 /23 /46 /i255 /i255 /i255/28/20/24 /23 /i255 /i255 /i255 /16 /14 /15 /25 /i255 /i255 /i255 /55 /21 /22 /16 /i255 /i255 /i255 /32 /15 /24 /22 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /31 /29 /15 /39 /23 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/i255 /i255 /32 /23 /i255 /i255 /i255 /15 /i255 /i255 /i255 /35 /15 /24 /18 /23 /16 /19 /i255 /i255 /i255 /20 /27 /i255 /i255 /i255 /39 /14 /20 /18 /39 /23/22 /i255 /i255 /i255 /27 /20 /24 /i255 /i255 /i255 /29/23 /18 /22 /21 /24 /23 /i255 /i255 /i255 /27 /20 /24 /i255 /i255 /i255 /15 /29 /29 /i255 /i255 /i255 /15 /30 /23 /i255 /i255 /i255 /30 /24 /20 /21 /31 /22 /48 /i255 /i255 /i255 /i255 /i255 /41/56/16 /i255 /i255 /i255 /22 /14 /20 /21 /29 /17 /i255 /i255 /i255 /32 /23 /i255 /i255 /i255 /23 /15 /22 /19 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /22 /16 /15 /24 /16 /i255 /i255 /i255 /15 /i255 /i255 /i255 /22/28/15/29 /29 /i255 /i255 /i255 /32 /21 /22 /18 /25 /23 /22 /22 /i255 /i255 /i255 /18 /25 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /41/54/15 /18 /25 /16 /15 /18 /25 /i255 /i255 /i255 /15 /i255 /i255 /i255 /22/28/15/29 /29 /60 /16 /20 /26 /25 /i255 /i255 /i255 /27 /23 /23 /29 /48 /i255 /i255 /i255 /52 /15 /35 /23 /i255 /i255 /i255 /15 /39 /39 /23 /22 /22 /18 /32 /29 /23 /i255 /i255 /i255 /14 /18 /33 /18 /25 /30 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /20 /21 /16 /17 /20 /20 /24 /i255 /i255 /i255 /24 /23 /39 /24 /23 /15 /16 /18 /20 /25 /15 /29 /i255 /i255 /i255 /15 /39 /16 /18 /35 /18/16 /18 /23 /22 /i255 /i255 /i255 /41/54/15 /18 /25 /16 /15 /18 /25 /i255 /i255 /i255 /15 /25 /i255 /i255 /i255 /21 /24 /32 /15 /25 /i255 /i255 /i255 /32 /20 /21 /25 /17 /15 /24 /19 /46 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /23/28/31/14 /15 /22 /18 /51 /23 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /39 /20 /25 /25 /23 /39 /16 /18 /20 /25 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /24 /21 /24 /15 /29 /i255 /i255 /i255 /23 /25 /35 /18 /24 /20 /25/28/23/25/16 /i255 /i255 /41/61/23 /27 /24 /23 /22 /14 /62 /24 /23 /35 /18 /16 /15 /29 /18 /51 /23 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /31 /15 /24 /33 /22 /i255 /i255 /i255 /18 /25 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /41/34/18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /18 /22 /i255 /i255 /i255 /21 /25 /18 /40 /21 /23 /i255 /i255 /i255 /18 /25 /i255 /i255 /i255 /39 /14 /15 /24 /15 /39 /16 /23 /24 /46 /i255 /i255 /i255 /14 /15 /22 /i255 /i255 /i255 /15 /i255 /i255 /i255 /24 /18 /39 /14 /i255 /i255 /i255 /39 /21 /29 /16 /21 /24 /15 /29 /i255 /i255 /i255 /14 /23 /24 /18 /16 /15 /30 /23 /46 /i255 /i255 /i255 /15 /25 /17 /i255 /i255 /i255 /18 /22 /i255 /i255 /i255 /25 /20 /16 /i255 /i255 /i255 /22 /31 /24 /15 /26 /29 /18 /25 /30/i255 /i255 /i255 /i255 /i255 /41/56/16 /45 /22 /i255 /i255 /i255 /30 /24 /23 /15 /16 /i255 /i255 /i255 /16 /14 /15 /16 /i255 /i255 /i255 /33 /18 /17 /22 /i255 /i255 /i255 /39 /15 /25 /i255 /i255 /i255 /29 /23 /15 /24 /25 /i255 /i255 /i255 /15 /32 /20 /21 /16 /i255 /i255 /i255 /29 /20 /39 /15 /29 /i255 /i255 /i255 /14 /18 /22 /16 /20 /24 /19 /i255 /i255 /i255 /15 /32 /20 /21 /16 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /i255 /i255 /i255 /18 /25 /i255 /i255 /i255 /22 /39 /14 /20 /20 /29 /48 /i255 /i255 /i255/13/23/i255 /i255 /i255 /22 /14 /20/21 /29 /17 /i255 /i255 /i255 /39/20 /25 /16 /18 /25 /21 /23 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /32 /23 /i255 /i255 /i255 /15 /32 /29 /23 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /22 /14 /15 /24 /23 /i255 /i255 /i255 /34 /18 /35 /23 /24/28/20/24 /23 /45 /22 /i255 /i255 /i255 /14 /18 /22 /16 /20 /24 /19 /48 /i255 /i255 /i255 /i255 /i255 /i255 /i255
/i255 /i255
/i255 /i255
/i255 /i255
/i255/i255 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
597
/i255 /i255
/1/2/3 /4 /5 /6 /7 /8/i255 /i255 /i255 /10 /11 /i255 /12 /i255 /i255 /i255/13/14/15 /16 /i255 /i255 /i255 /17 /18 /i255 /i255 /i255 /19 /20 /21 /22 /i255 /i255 /i255 /23 /17 /18 /17 /20 /24 /i255 /i255 /i255 /25 /20 /22 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /29 /30 /31 /32 /33 /i255 /i255 /i255 /i255 /i255
/34/35/20 /i255 /i255 /i255 /27 /23 /20 /36 /23 /27 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /18 /21 /37 /14 /i255 /i255 /i255 /15 /i255 /i255 /i255 /38 /15 /19 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /22 /27 /18 /39 /27 /37 /16 /i255 /i255 /i255 /16 /14 /27 /i255 /i255 /i255 /40 /21 /15 /36 /17 /16 /19 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /17 /24 /16 /27 /42 /22 /17 /16 /19 /i255 /i255 /i255 /20 /25 /i255 /i255 /i255 /27 /43 /17 /18 /16 /17 /24 /42 /i255 /i255 /i255 /24 /27 /17 /42 /14 /44 /20 /22 /14 /20/20 /41 /18 /i255 /i255 /i255 /34/45/22 /27 /15 /16 /27 /i255 /i255 /i255/28/20/22 /27 /i255 /i255 /i255 /17 /24 /37 /36 /21 /18 /17 /20 /24 /i255 /i255 /i255 /44 /27 /16 /38 /27 /27 /24 /i255 /i255 /i255 /46 /20 /22 /16 /14 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /16 /14 /27 /i255 /i255 /i255 /22 /27 /18 /16 /i255 /i255 /i255 /20 /25 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /47 /i255 /i255 /i255 /35 /14 /15 /16 /i255 /i255 /i255 /37/20 /21 /36 /41 /i255 /i255 /i255 /36/20 /20 /48 /i255 /i255 /i255 /36 /17 /48 /27 /i255 /i255 /i255 /15 /41 /41 /17 /24 /42 /i255 /i255 /i255 /15 /i255 /i255 /i255 /41 /20 /38 /24 /16 /20 /38 /24 /i255 /i255 /i255 /15 /22 /27 /15 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /16 /14 /27 /i255 /i255 /i255 /49 /15 /18 /37 /20 /i255 /i255 /i255 /50 /39 /22 /17 /24 /42 /16 /20 /38 /24 /i255 /i255 /i255 /15 /22 /27 /15 /i255 /i255 /i255 /20 /25 /i255 /i255 /i255 /24 /20 /22 /16 /14 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22/27 /i255 /i255 /34/51/22 /17 /24 /42 /i255 /i255 /i255 /44 /15 /37 /48 /i255 /i255 /i255 /23 /17 /44 /22 /15 /24 /16 /i255 /i255 /i255 /18 /14 /20 /39 /39 /17 /24 /42 /i255 /i255 /i255 /37 /27 /24 /16 /27 /22 /18 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /22 /27 /16 /15 /17 /36 /i255 /i255 /i255 /27 /43 /39 /27 /22 /17 /27 /24 /37 /27 /18 /i255 /i255 /i255 /38 /14 /27 /22 /27 /i255 /i255 /i255 /39 /27 /20 /39 /36 /27 /i255 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/42 /i255 /i255 /i255/28/20/44 /17 /36 /17 /16 /19 /i255 /i255 /i255 /16 /27 /37 /14 /24 /20 /36 /20 /42 /19 /i255 /i255 /i255 /55 /27 /53 /44 /17/48 /27 /18 /52 /i255 /i255 /i255 /27/16 /37 /47 /56 /i255 /i255 /i255
/34/59/24 /25 /22 /15 /18 /16 /22 /21 /37 /16 /21 /22 /27 /i255 /i255 /i255 /18 /14 /20 /21 /36 /41 /i255 /i255 /i255 /15 /36 /18 /20 /i255 /i255 /i255 /22 /27 /18 /39 /20 /24 /41 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /27/28/27/22 /42 /17 /24 /42 /i255 /i255 /i255 /39 /15 /16 /16 /27 /22 /24 /18 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /42 /20 /20 /41 /18 /i255 /i255 /i255/28/20/23 /27/28/27/24 /16 /52 /i255 /i255 /i255 /36 /17 /48 /27 /i255/i255/i255 /15/21 /16 /20 /24 /20/28/20/21 /18 /i255 /i255 /i255 /41 /27 /36 /17 /23 /27 /22 /19 /47 /i255 /i255 /i255 /i255 /i255 /34/60/20 /24 /17 /24 /42 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /20 /16 /14 /27 /22 /i255 /i255 /i255 /39 /20 /36 /17 /37 /17 /27 /18 /i255 /i255 /i255 /18 /14 /20 /21 /36 /41 /i255 /i255 /i255 /48 /27 /27 /39 /i255 /i255 /i255 /21 /39 /i255 /i255 /i255 /38 /17 /16 /14 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /15 /24 /16 /17 /37 /17 /39 /15 /16 /27 /i255 /i255 /i255 /16 /14 /27 /18 /27 /i255 /i255 /i255 /39 /20 /16 /27 /24 /16 /17 /15 /36 /i255 /i255 /i255 /37 /14 /15 /24/42 /27 /18 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /28/20 /44 /17 /36 /17 /16 /19 /i255 /i255 /i255
/34/46/27 /27 /41 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /37 /22 /27 /15 /16 /27 /i255 /i255 /i255 /18 /39 /15 /37 /27 /18 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /20 /39 /39 /20 /22 /16 /21 /24 /17 /16 /17 /27 /18 /i255 /i255 /i255 /25 /20 /22 /i255 /i255 /i255 /39 /20 /39 /53 /21 /39 /18 /52 /i255 /i255 /i255 /36 /17 /48 /27 /i255 /i255 /i255 /38 /27 /27 /48 /27 /24 /41 /i255 /i255 /i255 /25 /15 /22/28/27/22 /18 /i255 /i255 /i255/28/15/22 /48 /27/16 /18 /52 /i255 /i255 /i255 /25/20 /20 /41 /i255 /i255 /i255 /16 /22 /21 /37 /48 /i255 /i255 /i255 /15 /22 /27 /15 /18 /54 /25 /20 /20 /41 /i255 /i255 /i255 /14 /15 /36 /36 /18 /i255 /i255 /i255 /34/46/27 /27 /41 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /37 /20 /24 /24 /27 /37 /16 /i255 /i255 /i255 /16 /22 /15 /17 /36 /18 /i255 /i255 /i255 /15 /24 /41 /i255 /i255 /i255 /24 /15 /16 /21 /22 /27 /i255 /i255 /i255 /20 /39 /39 /20 /22 /16 /21 /24 /17 /16 /17 /27 /18 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /i255 /i255 /i255 /16 /20 /i255 /i255 /i255 /20 /16 /14 /27 /22 /i255 /i255 /i255 /20 /21 /16 /41 /20 /20 /22 /i255 /i255 /i255 /22 /27 /37 /22/27 /15 /16 /17 /20 /24 /i255 /i255 /i255 /20/39 /39 /20 /22 /16 /21 /24 /17 /16 /17 /27 /18 /i255 /i255 /i255 /24 /27 /15 /22 /44 /19 /47 /i255 /i255 /i255 /45 /20 /24 /18 /17 /41 /27 /22 /i255 /i255 /i255 /39 /15 /22 /16 /24 /27 /22 /18 /14 /17 /39 /i255 /i255 /i255 /20 /39 /39 /20 /22 /16 /21 /24 /17 /16 /17 /27 /18 /i255 /i255 /i255 /38 /17 /16 /14 /i255 /i255 /i255 /20 /16 /14 /27 /22 /i255 /i255 /i255 /39 /21 /44 /36 /17 /37 /i255 /i255 /i255 /27 /24 /16 /17 /16 /17 /27 /18 /i255 /i255/i255 /16 /20 /i255 /i255 /i255 /21/16 /17 /36 /17 /58 /27 /i255 /i255 /i255 /21 /24 /41 /27 /22 /21 /16 /17 /36 /17 /58 /27 /41 /i255 /i255 /i255 /20 /39 /27 /24 /i255 /i255 /i255 /18 /39 /15 /37 /27 /i255 /i255 /i255 /25 /20 /22 /i255 /i255 /i255 /39 /21 /44 /36 /17 /37 /i255 /i255 /i255 /15 /37 /37 /27 /18 /18 /i255 /i255 /i255 /34/61/17 /24 /17/28/17/58 /27 /i255 /i255 /i255 /37 /21 /16 /53 /16 /14 /22 /20 /21 /42 /14 /i255 /i255 /i255 /16 /22 /15 /25 /25 /17 /37 /i255 /i255 /i255 /i255 /i255 /34/46/62 /i255 /i255 /i255 /63 /15 /24 /37 /14 /12 /i255 /i255 /i255 /38 /15 /16 /27 /22 /38 /15 /19 /i255 /i255 /i255 /16 /14 /15 /16 /i255 /i255 /i255 /25 /27 /27 /41 /18 /i255 /i255 /i255 /26 /15 /48 /27 /i255 /i255 /i255 /64 /27 /36 /i255 /i255 /i255 /49 /15 /36 /36 /27 /47 /i255 /i255 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /i255 /i255 /i255 /18 /14 /20 /21 /36 /41 /i255 /i255 /i255 /36 /20 /20 /48 /i255 /i255 /i255 /17 /24 /16 /20 /i255 /i255 /i255 /17 /24 /23 /27 /18 /16 /17/24 /42 /i255 /i255 /i255 /17 /24 /i255 /i255 /i255 /16/14 /17 /18 /i255 /i255 /i255 /15 /22 /27 /15 /i255 /i255 /i255 /25 /20 /22 /i255 /i255 /i255 /39 /21 /44 /36 /17 /37 /i255 /i255 /i255 /20 /39 /27 /24 /i255 /i255 /i255 /18 /39 /15 /37 /27 /i255 /i255 /i255 /55 /15 /18 /i255 /i255 /i255 /20 /16 /14 /27 /22 /i255 /i255 /i255 /39 /21 /44 /36 /17 /37 /i255 /i255 /i255 /15 /42 /27 /24 /37 /17 /27 /18 /i255 /i255 /i255 /14 /15 /23 /27 /i255 /i255 /i255 /41 /20 /24 /27 /56 /47 /i255 /i255 /i255 /34 /i255/i255
/i255 /i255
/i255 /i255
/i255 /i255
/i255 /i255
/i255/i255 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
598
/i255 /i255
/1/2/3 /4 /5 /6 /7 /8/i255 /i255 /i255 /10 /11 /i255 /12 /i255 /i255 /i255/13/14/15 /16 /i255 /i255 /i255 /17 /18 /19 /20 /21 /19 /17 /22 /23 /24 /i255 /i255 /i255 /25 /26 /i255 /i255 /i255 /27 /26 /28 /i255 /i255 /i255 /16 /14 /19 /20 /29 /i255 /i255 /i255 /15 /18 /23 /i255 /i255 /i255 /19/30/17/26 /18 /16 /15 /20 /16 /i255 /i255 /i255 /31 /26 /18 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /32 /19 /16 /27 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /21 /26 /20 /24 /19 /25 /23 /18/i255 /i255 /i255 /15 /24 /i255 /i255 /i255 /16 /14 /23 /27 /i255 /i255 /i255 /28 /17 /25 /15 /16 /23 /i255 /i255 /i255 /16 /14/23 /i255 /i255 /i255/33/23/20 /23 /18 /15 /22 /i255 /i255 /i255 /34 /22 /15 /20 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255/30/15/29 /23 /i255 /i255 /i255 /25 /23 /21 /19 /24 /19 /26 /20 /24 /i255 /i255 /i255 /26 /20 /i255 /i255 /i255 /35 /19 /36 /23 /18/30/26/18 /23 /37 /24 /i255 /i255 /i255 /31 /28 /16 /28 /18 /23 /38 /i255 /i255 /i255 /i255 /i255
/39/40/28 /24 /16 /15 /19 /20 /15 /41 /19 /22 /19 /16 /27 /42 /i255 /i255 /i255 /19 /20 /21 /22 /28 /25 /19 /20 /43 /i255 /i255 /i255 /31 /19 /24 /21 /15 /22 /i255 /i255 /i255 /18 /23 /24 /17 /26 /20 /24 /19 /41 /19 /22 /19 /16 /27 /44 /24 /28 /24 /16 /15 /19 /20 /15 /41 /19 /22 /19 /16 /27 /42 /i255 /i255 /i255 /23 /20 /36 /19 /18 /26 /20/30/23/20 /16 /15 /22 /i255 /i255 /i255 /24 /28 /24 /16 /15 /19 /20 /15 /41/19 /22 /19 /16 /27 /42 /i255 /i255 /i255 /15/20 /25 /i255 /i255 /i255 /19 /20 /i255 /i255 /i255 /16 /23 /18/30/24/i255 /i255 /i255 /26 /31 /i255 /i255 /i255 /41 /23 /19 /20 /43 /i255 /i255 /i255 /15 /41 /22 /23 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /15 /25 /23 /45 /28 /15 /16 /23 /22 /27 /i255 /i255 /i255/30/15/19 /20 /16 /15 /19 /20 /i255 /i255 /i255 /32 /19 /16 /27 /i255 /i255 /i255 /19 /20 /31 /18 /15 /24 /16 /18 /28 /21 /16 /28 /18 /23 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /24 /23 /18 /36 /19 /21 /23 /24/46 /i255 /i255 /i255 /39/47/45 /28 /19 /16 /27 /12 /i255 /i255 /i255 /14 /15 /36 /19 /20 /43 /i255 /i255 /i255/30/26/18 /23 /i255 /i255 /i255 /16 /14 /15 /20 /i255 /i255 /i255 /26 /20 /23 /i255 /i255 /i255 /36 /26 /19 /21 /23 /i255 /i255 /i255 /26 /18 /i255 /i255 /i255 /26 /20 /23 /i255 /i255 /i255 /16 /27 /17 /23 /i255 /i255 /i255 /26 /31 /i255 /i255 /i255 /36 /26 /19 /21 /23 /i255 /i255 /i255 /15 /16 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /16 /15 /41 /22 /23 /i255 /i255 /i255 /48 /21 /19 /36 /19 /21 /i255 /i255 /i255 /23 /20 /43 /15 /43 /23/30/23/20 /16 /i255 /i255 /i255 /15/20 /25 /i255 /i255 /i255 /17 /26 /22 /19 /21 /27 /49/30/15/29 /19 /20 /43 /50 /42 /i255 /i255 /i255 /31 /26 /24 /16 /23 /18 /19 /20 /43 /i255 /i255 /i255 /15 /20 /i255 /i255 /i255 /23 /20 /36 /19 /18 /26 /20/30/23/20 /16 /i255 /i255 /i255 /51 /14 /23 /18 /23 /i255 /i255 /i255 /23 /36 /23 /18 /27 /26 /20 /23 /i255 /i255 /i255 /21 /15 /20 /i255 /i255 /i255 /16 /14 /18 /19 /36 /23 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /16 /14 /15 /16/i255 /i255 /i255 /23/30/17/14 /15 /24 /19 /52 /23 /24 /i255 /i255 /i255 /28 /20 /19 /45 /28 /23 /42 /i255 /i255 /i255 /19 /20 /25 /19 /36 /19 /25 /28 /15 /22 /i255 /i255 /i255 /24 /16 /18 /23 /20 /43 /16 /14 /24 /i255 /i255 /i255 /i255 /i255 /39/53/19 /36 /23 /18 /24 /19 /16 /27 /42 /i255 /i255 /i255 /19 /20 /21 /22 /28 /24 /19 /26 /20 /42 /i255 /i255 /i255 /15 /i255 /i255 /i255 /51 /23 /22 /21 /26/30/19/20 /43 /i255 /i255 /i255 /21 /26/30/30/28/20 /19 /16 /27 /i255 /i255 /i255 /39/32/26 /20 /16 /19 /20 /28 /23 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /24 /28 /17 /17 /26 /18 /16 /i255 /i255 /i255 /15 /i255 /i255 /i255 /41 /15 /22 /15 /20 /21 /23 /i255 /i255 /i255 /26 /31 /i255 /i255 /i255 /14 /26 /28 /24 /19 /20 /43 /i255 /i255 /i255 /16 /27 /17 /23 /24 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /15 /31 /31 /26 /18 /25 /15 /41 /19 /22 /19 /16 /27 /i255 /i255 /i255 /22 /23 /36 /23 /22 /24 /42 /i255 /i255 /i255 /15 /24 /i255 /i255 /i255 /51 /23 /22 /22 /i255 /i255 /i255 /15 /24/i255 /i255 /i255 /54 /26 /41 /i255 /i255 /i255 /16/27 /17 /23 /24 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /23 /21 /26 /20 /26/30/19/21 /i255 /i255 /i255 /26 /17 /17 /26 /18 /16 /28 /20 /19 /16 /19 /23 /24 /i255 /i255 /i255 /39/32/26 /20 /16 /19 /20 /28 /19 /20 /43 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /24 /28 /17 /17 /26 /18 /16 /i255 /i255 /i255 /15 /22 /22 /i255 /i255 /i255 /35 /19 /36 /23 /18/30/26/18 /23 /i255 /i255 /i255 /18 /23 /24 /19 /25 /23 /20 /16 /24 /42 /i255 /i255 /i255 /41 /26 /16 /14 /i255 /i255 /i255 /21 /28 /18 /18 /23 /20 /16 /i255 /i255 /i255 /18 /23 /24 /19 /25 /23 /20 /16 /24 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /31 /28 /16 /28 /18 /23 /42 /i255 /i255 /i255 /23/24 /17 /23 /21 /19 /15 /22 /22 /27 /i255 /i255 /i255 /18 /23 /24 /19 /25 /23 /20 /16 /24 /i255 /i255 /i255 /51 /14 /26 /i255 /i255 /i255 /22 /19 /36 /23 /i255 /i255 /i255 /26 /20 /i255 /i255 /i255 /22 /26 /51 /i255 /i255 /i255 /19 /20 /21 /26/30/23/24 /i255 /i255 /i255 /39/47/20 /24 /28 /18 /23 /i255 /i255 /i255 /15 /25 /23 /45 /28 /15 /16 /23 /i255 /i255 /i255 /19 /20 /31 /18 /15 /24 /16 /18 /28 /21 /16 /28 /18 /23 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /24 /23 /18 /36 /19 /21 /23 /24 /i255 /i255 /i255 /31 /26 /18 /i255 /i255 /i255 /20 /23 /51 /i255 /i255 /i255 /14 /26 /28 /24 /19 /20 /43 /42 /i255 /i255 /i255 /23 /24 /17 /23 /21 /19 /15 /22 /22 /27 /i255 /i255 /i255 /19 /20 /i255 /i255 /i255 /22 /19 /43 /14 /16 /i255 /i255 /i255 /26/31 /i255 /i255 /i255 /40 /16 /15 /16 /23 /i255 /i255 /i255 /22/15 /51 /24 /i255 /i255 /i255 /22 /19 /29 /23 /i255 /i255 /i255 /15 /21 /21 /23 /24 /24 /26 /18 /27 /i255 /i255 /i255 /25 /51 /23 /22 /22 /19 /20 /43 /i255 /i255 /i255 /28 /20 /19 /16 /i255 /i255 /i255 /17 /26 /22 /19 /21 /19 /23 /24 /46 /i255 /i255 /i255 /i255 /i255 /39/34/26 /22 /19 /21 /27 /i255 /i255 /i255 /31 /22 /23 /55 /19 /41 /19 /22 /19 /16 /27 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /15 /22 /22 /26 /51 /i255 /i255 /i255 /31 /26 /18 /i255 /i255 /i255 /19 /20 /20 /26 /36 /15 /16 /19 /26 /20 /42 /i255 /i255 /i255 /22 /19 /29 /23 /i255 /i255 /i255 /20 /23 /51 /i255 /i255 /i255 /16 /23 /21 /14 /20 /26 /22 /26 /43 /27 /i255 /i255 /i255 /39/56/15 /22 /15 /20 /21 /23 /i255 /i255 /i255 /43 /18 /26 /51 /16 /14 /i255 /i255 /i255 /51 /19 /16 /14 /i255 /i255 /i255/30/15/19 /20 /16 /15 /19 /20 /19 /20 /43 /i255 /i255 /i255 /21 /14 /15 /18 /15 /21 /16 /23 /18 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255 /19 /20 /16 /23 /43 /18 /19 /16 /27 /i255 /i255 /i255 /26 /31 /i255 /i255 /i255 /23 /55 /19 /24 /16 /19 /20 /43 /i255 /i255 /i255 /20 /23 /19 /43 /14 /41 /26 /18 /14 /26 /26 /25 /24/i255 /i255 /i255 /i255 /i255
/i255/i255 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
599
/i255 /i255
/1/2/3 /4 /5 /6 /7 /8/i255 /i255 /i255 /10 /11 /i255 /12 /i255 /i255 /i255/13/14/15 /16 /i255 /i255 /i255 /17 /18 /19 /i255 /i255 /i255 /20 /21 /21 /22 /18 /21 /i255 /i255 /i255 /21 /14 /23 /22 /24 /25 /i255 /i255 /i255 /16 /14 /18 /i255 /i255 /i255/26/18/27 /18 /28 /15 /24 /i255 /i255 /i255 /29 /24 /15 /27 /i255 /i255 /i255 /15 /25 /25 /28 /18 /21 /21 /30 /i255 /i255 /i255 /i255 /i255
/31/32/23 /24 /20 /33 /19 /i255 /i255 /i255 /16 /14 /15 /16 /i255 /i255 /i255 /15 /24 /24 /23 /34 /21 /i255 /i255 /i255 /33 /15 /27 /27 /15 /35 /20 /21 /i255 /i255 /i255 /28 /18 /16 /15 /20 /24 /i255 /i255 /i255 /31/36/15 /24 /15 /27 /33 /18 /i255 /i255 /i255/37/18/18 /16 /20 /27 /38 /i255 /i255 /i255 /21 /16 /15 /16 /18 /i255 /i255 /i255/37/15/27 /25 /15 /16 /18 /21 /i255 /i255 /i255 /34 /14 /20 /24 /18 /i255 /i255 /i255/37/15/20 /27 /16 /15 /20 /27 /20 /27 /38 /i255 /i255 /i255 /15 /21 /32 /18 /33 /16 /21 /i255 /i255 /i255 /23 /39 /i255 /i255 /i255 /40 /20 /41 /18 /28/37/23/28 /18 /i255 /i255 /i255 /16 /14 /15 /16 /i255 /i255 /i255 /28 /18 /21 /20/25 /18 /27 /16 /21 /i255 /i255 /i255 /34/15 /27 /16 /i255 /i255 /i255 /16 /23 /i255 /i255 /i255 /17 /18 /18 /32 /i255 /i255 /i255 /22 /27 /33 /14 /15 /27 /38 /18 /25 /42 /i255 /i255 /i255 /i255 /i255 /31/26/28 /23 /34 /16 /14 /i255 /i255 /i255 /21 /14 /23 /22 /24 /25 /i255 /i255 /i255 /35 /18 /i255 /i255 /i255 /25 /18 /24 /20 /35 /18 /28 /15 /16 /18 /43 /i255 /i255 /i255 /15 /27 /25 /i255 /i255 /i255 /44 /20 /16 /19 /i255 /i255 /i255 /32 /23 /24 /20 /33 /19 /i255 /i255 /i255 /21 /14 /23 /22 /24 /25 /i255 /i255 /i255 /28 /18 /39 /24 /18 /33 /16 /i255 /i255 /i255 /33 /24 /18 /15 /28 /24 /19 /i255 /i255 /i255 /34 /14 /18 /28 /18 /i255 /i255 /i255 /15 /27 /25 /i255 /i255 /i255 /34 /14 /15/16 /i255 /i255 /i255 /16 /19 /32 /18 /21 /i255 /i255 /i255 /23/39 /i255 /i255 /i255 /38 /28 /23 /34 /16 /14 /i255 /i255 /i255 /21 /14 /23 /22 /24 /25 /i255 /i255 /i255 /23 /33 /33 /22 /28 /i255 /i255 /i255 /35 /15 /21 /18 /25 /i255 /i255 /i255 /23 /27 /i255 /i255 /i255 /15 /35 /20 /24 /20 /16 /19 /i255 /i255 /i255 /16 /23 /i255 /i255 /i255 /32 /28 /23 /41 /20 /25 /18 /i255 /i255 /i255 /20 /27 /39 /28 /15 /21 /16 /28 /22 /33 /16 /22 /28 /18 /i255 /i255 /i255 /15 /27 /25 /i255 /i255 /i255 /21 /18 /28 /41 /20 /33 /18 /21 /i255 /i255 /i255 /i255 /i255
/i255/i255 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
600
/i255/1/2/3/4/5 /i255 /6 /7 /8 /i255
/i255 /10 /11 /12 /13/12 /14 /15 /13 /16 /17 /18 /i255 /19 /20 /17 /13 /i255 /21 /14 /22 /13 /i255 /23 /i255 /12 /11 /i255 /21 /14 /17 /12 /13 /i255 /14 /24 /25 /i255 /26 /27 /14 /12 /i255 /16 /11 /11/28/i255/26 /11/28/28/13/24 /12 /17 /i255 /29 /11 /16 /i255 /12 /27 /13 /i255 /21 /16 /11 /30 /13 /26 /12 /i255 /16 /13 /26 /11 /16 /31 /i255 /32 /33 /29 /i255 /12 /27 /13 /16 /13 /i255 /33 /17 /i255 /14 /24 /25 /34 /35 /i255 /i255 /5 /36 /37 /38 /36 /i255 /39 /38 /i255 /40/39 /41 /36 /39 /37 /42 /43 /i255 /39 /44 /45 /i255 /46 /37 /40 /47 /48 /40 /40 /37 /38 /42 /49 /i255 /45 /41 /47 /44 /i255 /50 /41 /36 /39 /37 /47 /37 /50 /41 /42 /39 /i255 /40 /44 /38 /48 /51 /46 /i255 /37 /42 /39 /36 /38 /46 /48 /47 /45 /i255 /39 /44 /45/52/40/45/51 /53 /i255 /41 /42 /46 /i255 /i255 /39 /44 /45 /37 /36 /i255 /41 /53 /53 /37 /51/37 /41 /39 /37 /38 /42 /i255/54/37/39 /44 /i255 /55 /37 /56 /45 /36/52/38/36 /45 /i255 /57 /36 /45 /40 /37 /46 /45 /42 /39 /49 /i255 /58 /48 /40 /37 /42 /45 /40 /40 /i255 /38/54/42/45 /36 /49 /i255 /47 /38/52/52/48/42 /37 /39 /59 /i255 /i255 /38 /36 /43 /41 /42 /37 /60 /41/39 /37 /38 /42 /49 /i255 /45 /39 /47 /61 /i255 /i255 /62/i255/i255/5 /41/36 /39 /37 /47 /37 /50 /41 /42 /39 /40 /i255 /i255 /63/i255/i255/64 /38 /44 /42 /i255/65/41/36 /47 /44 /41 /42 /46 /49 /i255 /66 /38 /36/52/45/36 /i255/65/41/59 /38 /36 /i255 /i255 /63/i255/i255/67 /51 /41 /42 /41 /49 /i255 /2 /45 /40 /37 /46 /45 /42 /39 /i255 /i255 /63/i255/i255/2 /48 /58 /45 /42 /i255 /41 /42 /46 /i255 /66 /41/52/37/51 /59 /49 /i255 /2 /45 /40 /37 /46 /45 /42 /39 /i255 /i255 /63/i255/i255/64 /41 /47 /68 /37 /45 /49 /i255 /2 /45 /40 /37 /46 /45 /42 /39 /i255 /i255 /63/i255/i255/69 /45 /58 /38 /36 /41 /44 /49 /i255 /2 /45 /40 /37 /46 /45 /42 /39 /i255 /i255 /63/i255/i255/67 /42 /46 /59 /49 /i255 /5 /51 /41 /47 /45/70/38/36 /68 /40 /i255 /i255 /63/i255/i255/70/45/40 /51 /45 /59 /49 /i255 /5 /51 /41 /47 /45/70/38/36 /68 /40 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
601
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
602
/i255/1/2/3 /4 /5 /6 /7 /8/i255 /9 /10 /i255 /i255 /12 /i255/13/14/15 /16 /i255 /17 /18 /i255 /19 /20 /21 /22 /i255 /23 /17 /18 /17 /20 /24 /i255 /25 /20 /22 /i255 /26 /17 /23 /27 /22/28/20/22 /27 /i255 /17 /24 /i255 /29 /30 /31 /32 /33 /i255 /i255 /34/i255/i255/35/36 /5 /3 /37 /8 /38 /5 /6 /39 /3 /i255 /40 /7 /37/41/4/i255 /7 /40 /i255 /5 /37 /38 /8 /4 /42 /7 /37 /5 /38 /5 /6 /7 /8 /43 /i255 /37 /3 /4 /6 /36 /6 /3 /8 /5 /43 /i255 /6 /8 /44 /36 /2 /4 /6 /39 /3 /43 /i255 /38 /8 /45 /i255 /42 /37 /3 /42 /38 /37 /3 /45 /i255 /44 /6 /5 /46 /43 /i255 /47 /2/38 /36 /6 /5 /46 /i255 /i255 /7/40 /i255 /36 /6 /40 /3 /43 /i255 /4/41/38/36 /36 /i255 /48 /2 /4 /6 /8 /3 /4 /4 /3 /4 /i255 /49 /50 /7/51/8/5 /7/51/8/52 /i255 /i255 /53/i255/i255/54/21 /55 /56 /17 /57 /i255 /58 /22 /15 /24 /18 /59 /20 /22 /16 /15 /16 /17 /20 /24 /i255 /i255 /60/i255/i255/61/28/59/14 /15 /18 /17 /18 /i255 /16 /20 /i255 /22 /27 /62 /21 /57 /27 /i255 /62 /27 /59 /27 /24 /62 /27 /24 /57 /19 /i255 /20 /24 /i255 /59 /22 /17 /23 /15 /16 /27 /i255 /23 /27 /14 /17 /57 /56 /27 /18 /i255 /i255 /60/i255/i255/63 /17 /16 /19 /i255 /55 /17 /64 /27 /18 /i255 /i255 /60/i255/i255/65 /56 /16 /27 /22 /24 /15 /16 /17 /23 /27 /i255 /25 /20 /22/28/18/i255 /20 /25 /i255 /16 /22 /15 /24 /18 /59 /20 /22 /16 /15 /16 /17 /20 /24 /i255 /i255 /60/i255/i255/66 /27 /67 /17 /24 /57 /27 /24 /16 /17 /23 /17 /68 /27 /i255 /57 /15 /22 /i255 /21 /18 /27 /i255 /i255 /60/i255/i255/69/20/22 /27 /i255 /70 /17 /64 /27 /i255 /26 /15 /24 /27 /18 /i255 /i255 /60/i255/i255/13/27/i255 /62 /20 /24 /71 /16 /i255 /14 /15 /23 /27 /i255 /16 /14 /27 /i255 /55 /27 /18 /16 /i255 /59 /21 /55 /56 /17 /57 /i255 /16 /22 /15 /24 /18 /59 /20 /22 /16 /15 /16 /17 /20 /24 /i255 /i255 /72/i255/i255/61 /18 /59 /27 /57 /17 /15 /56 /56 /19 /i255 /17 /24 /i255 /16 /14 /27 /i255 /73 /20 /21 /16 /14 /i255 /i255 /60/i255/i255/13/27/i255 /24 /27 /27 /62 /i255 /20 /59 /16 /17 /20 /24 /18 /74 /i255 /65 /57 /57 /27 /18 /18 /i255 /16 /20 /i255 /23 /27 /14 /17 /57 /56 /27 /18 /74 /i255 /i255 /60/i255/i255/69/20/22 /27 /i255 /59 /15 /22 /64 /17 /24 /75 /i255 /17 /24 /i255 /66 /20 /76 /24 /16 /20 /76 /24 /i255 /i255 /60/i255/i255/26 /17 /23 /27 /22/28/20/22 /27 /i255 /62 /20 /27 /18 /i255 /24 /20 /16 /i255 /14 /15 /23 /27 /i255 /16 /14 /27 /i255 /62 /27 /24 /18 /27 /i255 /15 /22 /27 /15 /18 /i255 /56 /17 /64 /27 /i255 /20 /16 /14 /27 /22 /i255/28/15/77 /20 /22 /i255 /57 /17 /16 /17 /27 /18 /i255 /i255 /60/i255/i255/63 /17 /16 /19 /i255 /58 /22 /15 /24 /18 /59 /20 /22 /16 /15 /16 /17 /20 /24 /i255 /54 /22 /20 /75 /22 /15/28/i255 /i255 /72/i255/i255/78 /17 /62 /27 /i255 /18 /14 /15 /22 /27 /i255 /59 /22 /20 /75 /22 /15/28/i255 /i255 /72/i255/i255/54 /15 /22 /15 /i255 /58 /22 /15 /24 /18 /17 /16 /i255 /59 /22 /20 /75 /22 /15/28/i255 /i255 /53/i255/i255/26/27 /18 /18 /i255 /59 /27 /20 /59 /56 /27 /i255 /15 /22 /27 /i255 /18 /14 /20 /59 /59 /17 /24 /75 /i255 /i255 /60/i255/i255/63 /20 /23 /17 /62 /67 /79 /80 /i255 /i255 /60/i255/i255/65/28/15/68 /20 /24 /i255
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
603
/i255 /1/i255/i255/2/3 /4 /5 /6 /7 /8 /7 /9 /10 /i255
/i255 /11/i255/i255/12 /6 /13 /3 /14 /13 /15 /16 /6 /3 /17 /i255 /15 /16 /13 /5 /i255 /16 /6 /4 /8 /18 /19 /16 /7 /6 /20 /i255 /14 /3 /19 /16 /8 /16 /3 /6 /4 /10 /20 /i255 /13 /14 /21 /6 /19 /22 /7 /14 /13 /21 /13 /16 /7 /6 /i255 /i255 /1 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
604
/i255/1/2/3 /4 /5 /6 /7 /8/i255 /9 /10 /i255 /i255 /12 /i255/13/14/15 /16 /i255 /17 /18 /19 /20 /21 /19 /17 /22 /23 /24 /i255 /25 /26 /i255 /27 /26 /28 /i255 /16 /14 /19 /20 /29 /i255 /15 /18 /23 /i255 /19/30/17/26 /18 /16 /15 /20 /16 /i255 /31 /26 /18 /i255 /16 /14 /23 /i255 /32 /19 /16 /27 /i255 /16 /26 /i255 /21 /26 /20 /24 /19 /25 /23 /18/i255 /15 /24 /i255 /16 /14 /23 /27 /i255 /i255 /28 /17 /25 /15 /16 /23 /i255 /16 /14/23 /i255/33/23/20 /23 /18 /15 /22 /i255 /34 /22 /15 /20 /i255 /15 /20 /25 /i255/30/15/29 /23 /i255 /25 /23 /21 /19 /24 /19 /26 /20 /24 /i255 /26 /20 /i255 /35 /19 /36 /23 /18/30/26/18 /23 /37 /24 /i255 /31 /28 /16 /28 /18 /23 /38 /i255 /i255 /39/i255/i255/40/7 /41 /6 /7 /3 /41 /7 /8 /7/42/6/41 /i255 /6 /8 /5 /3 /43 /44 /45 /5 /6 /7 /8 /46 /i255 /6 /8 /41 /47 /2 /4 /6 /48 /3 /i255 /49 /3 /48 /3 /47 /7 /50/42/3/8 /5 /46 /i255/42/6/51 /i255 /7 /52 /i255 /53 /7 /2 /4 /6 /8 /43 /i255 /5 /54 /50 /3 /4 /46 /i255 /47 /3/48 /3 /44 /45 /43 /3 /i255 /i255 /3/51 /6 /4 /5 /6 /8 /43 /i255 /41 /6 /5 /54 /i255 /4 /5 /44 /3 /8 /43 /5 /53 /4 /i255 /i255 /55/i255/i255/56/15 /19 /20 /16 /15 /19 /20 /i255 /21 /14 /15 /18 /15 /21 /16 /23 /18 /i255 /26 /31 /i255 /26 /28 /18 /i255 /16 /26 /57 /20 /i255 /i255 /58/i255/i255/59/30/15/22 /22 /i255 /16 /26 /57 /20 /i255 /31 /23 /23 /22 /i255 /i255 /58/i255/i255/34 /18 /23 /24 /23 /18 /36 /23 /i255 /25 /26 /57 /20 /16 /26 /57 /20 /i255 /31 /23 /23 /22 /i255 /i255 /55/i255/i255/56/26 /18 /23 /i255 /21 /26 /20 /24 /19 /24 /16 /23 /20 /21 /27 /i255 /26 /31 /i255 /25 /23 /36 /23 /22 /26 /17/30/23/20 /16 /i255 /i255 /55/i255/i255/60/20 /21 /22 /28 /24 /19 /36 /19 /16 /27 /i255 /i255 /58/i255/i255/56/26/18 /23 /i255 /24 /26 /21 /19 /26 /23 /21 /26 /20 /26/30/19/21 /i255 /19 /20 /16 /23 /61 /18 /15 /16 /19 /26 /20 /i255 /16 /14 /18 /26 /28 /61 /14 /26 /28 /16 /i255 /16 /14 /23 /i255 /21 /19 /16 /27 /i255 /i255 /58/i255/i255/35 /26 /57 /i255 /19 /20 /21 /26/30/23/i255 /14 /26 /28 /24 /19 /20 /61 /i255 /16 /14 /18 /26 /28 /61 /14 /26 /28 /16 /i255 /16 /14 /23 /i255 /21 /19 /16 /27 /i255 /i255 /55/i255/i255/32/18 /23 /15 /16 /23 /i255 /57 /15 /22 /29 /15 /62 /22 /23 /63 /i255 /15 /16 /16 /18 /15 /21 /16 /19 /36 /23 /i255 /21 /26/30/30/28/20 /19 /16 /19 /23 /24 /i255 /16 /14 /18 /26 /28 /61 /14 /26 /28 /16 /i255 /35 /19 /36 /23 /18/30/26/18 /23 /i255 /i255 /55/i255/i255/60/20 /21 /22 /28 /24 /19 /26 /20 /15 /18 /27 /i255 /14 /26 /28 /24 /19 /20 /61 /i255 /26 /18 /25 /19 /20 /15 /20 /21 /23 /i255 /i255 /55/i255/i255/56/19 /64 /i255 /26 /31 /i255 /14 /26 /28 /24 /19 /20 /61 /i255 /15 /31 /31 /26 /18 /25 /15 /62 /19 /22 /19 /16 /27 /i255 /i255 /55/i255/i255/65/17 /23 /20 /i255 /14 /19 /22 /22 /16 /26 /17 /24 /i255 /i255 /55/i255/i255/66/67 /68 /24 /i255
/i255 /58/i255/i255/60 /20 /21 /23 /20 /16 /19 /36 /23 /i255 /17 /18 /26 /61 /18 /15/30/24/i255 /i255 /55/i255/i255/59/19 /20 /61 /22 /23 /69 /31 /15/30/19/22 /27 /i255 /70 /26 /20 /19 /20 /61 /i255 /i255 /58/i255/i255/59 /26 /21 /19 /26 /23 /21 /26 /20 /26/30/19/21 /i255 /19 /20 /16 /23 /61 /18 /15 /16 /19 /26 /20 /i255 /i255 /58/i255/i255/60 /20 /21 /18 /23 /15 /24 /23 /i255 /25 /23 /20 /24 /19 /16 /27 /i255 /i255 /55/i255/i255/56/19 /64 /i255 /26 /31 /i255 /14 /26 /28 /24 /19 /20 /61 /i255 /16 /27 /17 /23 /24 /i255 /i255 /55/i255/i255/59/16 /18 /23 /20 /61 /16 /14 /i255 /62 /15 /24 /23 /25 /i255 /15 /17 /17 /18 /26 /15 /21 /14 /i255 /i255 /58/i255/i255/65/17/17 /26 /18 /16 /28 /20 /19 /16 /19 /23 /24 /i255 /i255 /58/i255/i255/71 /23 /21 /14 /20 /26 /22 /26 /61 /27 /i255 /i255 /72/i255/i255/35 /15 /62 /26 /18 /15 /16 /26 /18 /19 /23 /24 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
605
/i255/1/2/3 /4 /5 /6 /7 /8/i255 /9 /10 /i255 /i255 /12 /i255/13/14/15 /16 /i255 /17 /18 /19 /i255 /20 /21 /21 /22 /18 /21 /i255 /21 /14 /23 /22 /24 /25 /i255 /16 /14 /18 /i255/26/18/27 /18 /28 /15 /24 /i255 /29 /24 /15 /27 /i255 /15 /25 /25 /28 /18 /21 /21 /30 /i255 /i255 /31/i255/i255/32/23 /27 /21 /18 /28 /33 /15 /16 /20 /23 /27 /i255 /23 /34 /i255 /21 /35 /15 /36 /18 /i255 /15 /27 /25 /i255 /28 /18 /21 /23 /22 /28 /36 /18 /21 /i255 /i255 /31/i255/i255/37/18 /21 /20 /24 /20 /18 /27 /36 /19 /i255 /15 /27 /25 /i255 /18/38/18/28 /39 /18 /27 /36 /19 /i255 /35 /28 /18 /35 /15 /28 /18 /25 /27 /18 /21 /21 /i255 /i255 /31/i255/i255/40/18 /33 /18 /28 /15 /39 /18 /i255 /18 /41 /20 /21 /16 /20 /27 /39 /i255 /21 /16 /28 /18 /27 /39 /16 /14 /21 /i255 /i255 /42/i255/i255/43 /20 /33 /18 /28 /21 /20 /16 /19 /i255 /23 /34 /i255 /34 /23 /24 /17 /21 /i255 /i255 /42/i255/i255/40 /15 /27 /25 /i255
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/i255 /31/i255/i255/48/23 /22 /21 /20 /27 /39 /i255
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
606
GROUP #4:
Notetakers- [use page 5 to paste any chat room comments for the project record (if there is any)] Prior to starting the discussion, each participant should introduce themself and their affiliation with Livermore (resident, business owner, community organization, etc)
● Jake Potter, City of Livermore (facilitator)
● Carey Stone, PlaceWorks (notetaker)
● Bill Leach
● George
● Larry Gosselin
● Jim Hutchins
● Patti Cole
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
607
Question #1: What did you see that resonated with you from the large group poll about what you like about and imagine for Livermore? Anybody want to throw out a few more words before we dive into our next discussion questions? ● Surprised that there was no mention of airport expansion and associated noise that will result.
● Too many generalizations and not enough specifics about the vision for 2045. ● Things that make Livermore unique and should continue to focus on are the importance of the Arroyos and maintaining the health of them; parks and trails are important - need to be maintained. Bike access is improving, but room for improvement. ● Open spaces are a positive, but Livermore is encroaching into open space. People don’t want to become Dublin. There used to be greenspaces between Bay Area cities.
Need to protect and prioritize protecting open spaces. Need trails with scenery along the arroyos.
● Raise awareness of the unique alkali ecosystem; remaining ag and preserving ag should be a focus.
● Try to keep Livermore’s character; it is going from small town and now housing is extending to outer edges. Growth is natural, but it needs to be controlled and planned. ● Land surrounding Livermore is zoned ag; it provides a diversity of potential uses. Needs to be specificity about those uses and pathway to implementation. General Plan needs more specificity. Engage with Alameda County, ag advisory committee and engaging with existing plans and implementing these plans. General Plan should have a comprehensive ag element.
● Population of the city will grow. Where do we put them? Move to airport - no. Wine area - no? Up North Livermore Ave - maybe?
● General Plan lacks structure; has circular reasoning - policies, objectives, goals. It needs a defined process for documentation of the problems we are discussing. Policy should be established by the City Council (per City Charter).
● Being specific is critical; if not specific it will be generic and open to interpretation and molded to individuals’ viewpoints.
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
608
Question #2: What is your vision for Livermore in 2045? ● A City that people wan to be a member of; be an inviting city. ● Continue to make reasons for people to come downtown with shaded parks and benches. There will be more older people in the future. Continued support for visual and performing arts. Spirited, enthusiasm and encouragement. Help local wineries, especially small ones, get noticed. Find a new and fair way to pay for all of this. A generation from now you will want BART to downtown transit center. ● Livermore continues to be welcoming and appeals to families,especially families with young children. Affordable housing is a concern for young families; do something to help this demographic own a home or a place of their own.
● Affordable housing issue applies to other demographics; need ethnically diverse housing.
● Address transportation issues; certain areas of city with problematic transportation.
East Avenue is getting smaller; either people will drive less or find other ways of getting around.
● Agriculture becomes recognized as a peri-urban and urban agricultural activity. The jurisdictional lines should be blurred in regard to ag activity. ● Transportation - move away from auto focus; electric or carbon vehicles. ● Possible to solve Legacy problem - unfinished apartment complex on Groth site? (bankruptcy court approving a new contractor)
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
609
Question #3: What principles do you think are important for the City to consider as they update the General Plan and make decisions on Livermore’s future? ● City Council to obtain consensus between Council and community on all actions; if no consensus you will create divergence and bad feelings.
● Decisions that City makes needs to be in support of entire community not select groups otherwise you drive the community apart. Perception that certain groups are getting preference over other groups. City needs to figure out how to avoid this. ● Groups that don’t have input need to provide input.
● Good, high diversity is important. Children will be better equipped to deal with world if they grow up in diverse community. City should keep diversity in mind when making decisions.
● Expand scoping when projects are considered (in regard to EIRs). Conflicts should be resolved at the start of the process not end. Architectural renderings, traffic flow, etc. should be laid out early in the process.
● In context of climate change and quality of life, natural resource management; conservation measures.
● Climate change is an emergency/crisis.
● Support small businesses; Walmarts/Targets killing small businesses. Lots of stores downtown long ago, now mostly restaurants. An unfortunate trend; nice if the City could do something to keep small non-restaurant businesses alive. ● Courteous - this should be considered in public processes (at citizen level). ● Council and community should think about why people want to live in Livermore; City to provide financial support for the visual and performing arts. ● What the City envisions will draw who comes in the future. “If you build it, they will come.” This will dictate the core group who will be attracted to the city. ● Council/City should consider what is possible and not; can’t do everything. ● Standards of performance in ag community haven’t stayed consistent with economic performance of urban community. Improve economic viability of ag land. ●
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
610
Question #4: What key issues should the General Plan address? ● Public safety is a key issue across the board.
● Downtown safety
● Gangs are more prevalent; police job is more difficult because of groups promoting police disrespect.
● What would attract people and keep them here in Livermore? ● Schools - teachers need to be upgraded - they are not effectively identifying with the generations as they change. Teachers aren’t paid enough; demoralized. Teachers are struggling to be good teachers.
● Housing should be addressed right up front.
● Should the General Plan allow MF housing on a SF lot? SB 9 and 10 - no legal way of stopping this. Taking away City control over land use decisions is a bad thing. ● Climate crisis - extends to every aspect of planning. ● Collaboration across jurisdictional boundaries for ag and open space enhancement. ● Transportation and alternative vehicle lanes (bikes, neighborhood electric vehicles/slow speed EVs).
● Public transit
● Tourism in the city and rural environment. Hospitality industry wants to see “heads and beds” on the weekends. Tri-Valley Tourism wants to see tourism in the area and rural countryside. Why no resort in South Livermore? This has been an elusive goal. Wineries are struggling without the wineries.
● A resort bigger than Purple Orchid? Owner has trouble running inn. Measure D is in conflict with hotel operation.
● In past years, City helped facilitate volunteerism. This has waned over years. Schools could use help. Elderly/special needs could use support. Livermore used to known for high level of volunteerism. Bring this up again communitywide. There used to be a website that housed volunteer opps.
● Library facilitated volunteering.
● Volunteering can build community; help with public safety issues. ● Larger churches collaborate on volunteer efforts; homeless plans; tiny home plans; all the plans call for engagement from the community.
● Link ag activities to school programs
● Need a volunteer center to help with community building. ● Shifted from a society that wants to help to one that looks to how the community can help them.
● Reduction of altruism and empathy.
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
611
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
612
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
613
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/i255 /16 /14 /15 /16 /42 /i255 /i255 /i255 /i255 /76 /20 /21 /16 /27 /i255 /i255 /i255 /37 /20/28/28/21/16 /27 /22 /18 /i255 /i255 /i255 /15 /22 /20 /21 /24 /43 /i255 /i255 /i255 /16 /14 /27 /i255 /i255 /i255 /37 /17 /16 /19 /i255 /i255 /i255 /17 /24 /18/16 /27 /15 /43 /i255 /i255 /i255 /20/25 /i255 /i255 /i255 /16 /14 /22 /20 /21 /39 /14 /i255 /i255 /i255 /17 /16 /42 /i255 /i255 /i255 /34/13/14 /15 /16 /i255 /i255 /i255 /43 /20 /27 /18 /i255 /i255 /i255 /17 /16 /i255 /i255 /i255 /40 /20 /20 /38 /i255 /i255 /i255 /40 /17 /38 /27 /i255 /i255 /i255 /25 /20 /22 /i255 /i255 /i255 /18 /27 /24 /17 /20 /22 /18 /33 /i255 /i255 /i255 /i255 /62 /27 /24 /17 /20 /22 /i255 /i255 /i255 /25 /22 /17 /27 /24 /43 /40 /19 /i255 /i255 /i255 /i255 /i255
/i255 /i255
/i255 /i255
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
614
/i255 /i255
/i255 /i255
/1/2/3 /4 /5 /6 /7 /8/i255 /i255 /i255 /10 /11 /i255 /12 /i255 /i255 /i255/13/14/15 /16 /i255 /i255 /i255 /17 /18 /19 /20 /21 /19 /17 /22 /23 /24 /i255 /i255 /i255 /25 /26 /i255 /i255 /i255 /27 /26 /28 /i255 /i255 /i255 /16 /14 /19 /20 /29 /i255 /i255 /i255 /15 /18 /23 /i255 /i255 /i255 /19/30/17/26 /18 /16 /15 /20 /16 /i255 /i255 /i255 /31 /26 /18 /i255 /i255 /i255 /16 /14 /23 /i255 /i255 /i255 /32 /19 /16 /27 /i255 /i255 /i255 /16 /26 /i255 /i255 /i255 /21 /26 /20 /24 /19 /25 /23 /18/i255 /i255 /i255 /15 /24 /i255 /i255 /i255 /16 /14 /23 /27 /i255 /i255 /i255 /28 /17 /25 /15 /16 /23 /i255 /i255 /i255 /16 /14/23 /i255 /i255 /i255/33/23/20 /23 /18 /15 /22 /i255 /i255 /i255 /34 /22 /15 /20 /i255 /i255 /i255 /15 /20 /25 /i255 /i255 /i255/30/15/29 /23 /i255 /i255 /i255 /25 /23 /21 /19 /24 /19 /26 /20 /24 /i255 /i255 /i255 /26 /20 /i255 /i255 /i255 /35 /19 /36 /23 /18/30/26/18 /23 /37 /24 /i255 /i255 /i255 /31 /28 /16 /28 /18 /23 /38 /i255 /i255 /i255 /i255 /i255
/39/40/23 /24 /17 /26 /20 /24 /23 /24 /i255 /i255 /i255 /i255 /i255 /i255 /i255
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
615
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COMMUNITY INPUT RECEIVED
ATTACHMENT 2
616
September 9, 2021 to October 3, 2021 –
Online Visioning Activity Comments
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
617
September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Key issues: Preserving open space, clean water and air quality, reliable energy sources locally, controlling growth at the airport, thoughtful integration of zoning within the city, better outreach including the continuation of online access to live meetings, continued support for whole community collaboration (business, schools, national labs, etc) in solutions to challenges, including encroachment on our local authority to make decisions for our A current issue is the powerful group that has managed to sway the public and the city council to a place where opposing concerns are not heard. The downtown debate is a matter of power for that group. Anyone who threatens their power by suggesting something other than their plan - they get attacked and ridiculed. It is a very unhealthy condition for the city. It has created a divisiveness that ultimately harms the quality of life here.
Housing - inclusionary. Low-income apartment complexes are convenient for cities trying to fill their mandated quotas. They are not necessarily the best thing for residents of the city. Find a way to make inclusionary housing work. The Eden Housing approach is a quickie fix-it approach and residents must live with stigma (with the way “Urban heat island”. No one has mentioned this phenomenon. Concrete and buildings absorb heat and radiate it within the local area leading to increased temperatures. Insufficient greenery exacerbates this problem.
Downtown Livermore is going to see increased local temperatures. San Jose has “Our City Forest” which is dedicated to planting and maintaining trees within the city to counteract the warming. Spreading out the high Parking in downtown insufficient. Apartment dwellers may have parking space allocated in garage but realistically how many of us use the garage for a car? We use our garages to store all our stuff. This will lead to Key Issues : Open space, traffic, parking, building height, addressing resources (water, sewage, electricity, trash) of increasing - workers, residents, and cars.
Provide realistic and attainable solutions about transportation - not every persons situation means we can all drive a motorcycle, take the bus, ride a bike, etc. If wishes were fishes we would all be fisherman.
The planning and the input process is shaped by the City to support the City. The citizens committee is laced with former city officials and since it is being chosen by council, it will be an extension of the status quo. Since the council is locked together in a solid front, an issue for the process is how to be truly representative of the Cutting East Ave. from 4 lanes to 2 lanes (1 in each direction) would be a big mistake. Just take a traffic count reading now, especially during school days at drop off & pick up. Don't spend money unnecessarily by contracting with outside consultants on a project that will fail, and that the majority of affected residents don't Make sustainability a watchword for our future. A downtown park will bring together residents of all ages and abilities. Preserve our small town atmosphere of outdoor markets and dining in proximity to fine entertainment offered by the Bankhead theater.
Communication. Put planning projects and documents where people can see them. The live links were taken off the "Major Projects" table. Why was everyone surprised by the Legacy leviathan? The former mayor deflects to no one objecting to the Legacy project when people raise concerns about the next 4 story leviathan going up across the street from the first one. No one objected because they weren't aware of it. It is a communication Why bother to comment, when the whole City establishment -- Council and staff -- ignore what the people of Livermore steadfastly tell them what is needed in downtown re-development? Get that right -- before you mess Council not abiding by prior downtown plans - adding 4 story high density (human density) in downtown - violation of downtown plan, limited parking, cleanliness.
Ongoing efforts to address abandoned or under-utilized spaces within city limits, like the empty store on South Livermore Ave., to make them more useful. Keep promoting commercial developments that will provide good living-wage jobs, like the Gillig factory by the airport, high tech, etc. -- the goal should be to make Livermore a place where one can both live and work, not a bedroom community for commuters. The key issue, in general,
COMMUNITY INPUT RECEIVED
ATTACHMENT 2 618
September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments No airport expansion NO jets
Respect zoning and the character of neighborhoods
Downtown sidewalks and parking garage could be cleaned more frequently Trash cans downtown need to be emptied more frequently on weekends Basically a need for more services downtown
No recycled drinking water
Support more rooftop solar on homes and require solar installations on all new commercial buildings Prohibit city diesel landscaping equipment to improve air quality No airport expansion… lead in aviation fuel is not acceptable for health of our children in nearby schools. Noise levels of proposed airport expansion exceed current city and county noise limits and are unacceptable for those living near airport and citywide… We hear those 737 jets all over town …Not tolerable Expand Ricon and Springtown libraries
Add more fire and police and bring down response times…Add larger park downtown Expand Recycled water for landscaping NOT for drinking WATER,,,make sure we have enough for any future development...in fact don't plan any future development until water is guaranteed. I am alarmed actually to how we just keep on planning to grow during this drought...farmers don't plant if they don't have reliable water but yet we keep planting houses and businesses.
I want a beautiful park downtown, not the Eden Housing project. I don’t care how much money we lose if Eden doesn’t get put in where it is now designated to be.
NO to the airport expansion. We have 3 major airports already: San Jose, San Francisco and Oakland all between 28 to 46 miles away. We don’t need a fourth in our own backyard. The northern half of town does not need nor want huge jets flying overhead.
Airport - the frequency of small jet flights, and their associated noise, has increased considerably. Bringing in larger planes would have a very large, very bad impact.
The current Eden project downtown is not what was voted on I hope it can be altered to preserve what is left of downtown, including parking.
Listen to your constituents on Eden Housing project and the airport expansion. I realize we need more low income housing, but it does't need to be in the main square of our town. Expansion of the airport benefits very few of our residents, but it does diminish the quality of life for a lot of the residents, especially those living in the flight path of the airport. For the size of our city, we seem to have an inordinate number of homeless. We need Many of us residents are very concerned about our Livermore Airport (LVK) becoming busier with more flights of all types of aircraft - especially more noisy jets using LVK. We bought our home almost 29 years ago and it was rare to see a jet on the approach to LVK and now we are seeing and hearing many noisy jets flying over our neighborhood - some days 10 to 12 jets a day. Our Livermore City Council several years ago voted to allow a Do street repairs and neighborhood maintenance equally - including north of downtown.
Legacy's failure is an opportunity to include low-income housing that would have been on the catalyst site. The developer will likely ask for concessions when they finally find a builder, make sure the City residents also benefit.
City should create incentives for a grocery in the Pacific Ave shopping center. It has been abandoned for
COMMUNITY INPUT RECEIVED
ATTACHMENT 2 619
September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Creating Housing for young and old rich and poor;
Preserving Water for drinking and agriculture; Supporting lower and higher education for all children and adults; Encouraging business opportunities for the long term and incorporating businesses into the community fabric; Providing community supported entertainment for youth and adults through sports and the arts; Continue to acknowledge our connection to the past and to be open to changes for the future; Jobs are essential.
Make it easier for high school graduates and retirees to stay instead of fleeing. The mass exodus of people seeking a more financially balanced lifestyle is saddening.
The airport/city are in a position that prohibits any action being taken against jet/plane activity once a plane is in the air. There is no recourse or punishment other than a letter to the offending pilot/owner. The airport is zoned to allow expansion. Until the city finds a method for protecting its citizens from even more noise from jets in the future, it needs to change the airport zoning to stop expansion until reasonable solution can be found A. Consider long-term effects of high density housing impacting infrastructure:
1. water usage: how many faucets, toilets, showers in multi-unit structures?
2. sewage hookups: how many hookups in multi-unit structures?
3. emergency response: how are police, fire, ambulance, PGE, city maintenance, garbage able to respond to areas with narrow streets and limited parking? How will neighbors be able to exit their units when emergency crews are blocking the street access?
I think that Livermore needs more access to public transportation in general, but especially Bart, as we are pretty far into the East Bay and Bart is a convenient way to get around. I also think that it's important to preserve our little downtown, and stop building all this low income housing. It takes away from the cute town feel that Livermore has. Keep the parks; it should feel open and natural. We don't need to make Livermore a metropolitan Federal Aid Highway Act of 1956 created a highway system to replace the earlier 1912 Lincoln Highway, Route 66, etc. Downtown Livermore was spared because the main road went eastwest and the new road was placed well north of downtown. Hwy 580 was a monstrosity to other parts of the east bay, from castro valley to downtown oakland, 580 construction obliterated whole neighborhoods and shopping areas that were 100 years #NAME?
In my opinion, the General Plan (GP) should improve levels of respect and trust between members of the community and the city council. The GP should guarantee communication that leads to respect and trust.
There a few issues we as citizens of this awesome community need to address. Firstly, how can we move forward on the important things if we have a group of people who choose not to listen. There could be discussion on this issue that would take up entirely too much space but the fact remains. Our elected officials have their own idea for what’s good for us. So far, their lack of openness hD been disappointing. When we as Access to housing and transportation, across ALL income groups.
A more culturally informed and sensitized law enforcement that continually engages with the community.
A high-performing school district.
Getting the unhoused off the streets and establishing stronger partnerships with faith-based institutions and non- profits to help the unhoused reintegrate into the mainstream.
Enabling and encouraging narratives that foster inclusiveness, respect, and anti-racism.
COMMUNITY INPUT RECEIVED
ATTACHMENT 2 620
September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Major concerns with all the tall buildings going in literally everywhere. It’s so depressing to see the views we once had be overtaken by these hideous rack and stack homes. Way too many people and traffic because of all these crammed in houses or condos or whatever they are. I feel like when I drive downtown the buildings are looming over. Livermore’s ranching history and small town feel is why people live here and stay here. It’s not I want to make sure the police department has community oversight. We created a police force to keep us safe; we need to make sure they keep that in mind for ALL Livermore residents. Of all skin tones. In every The 2017 outreach found a "common theme" was people didn't want high density housing downtown, and buildings should be limited to 2-3 stories, yet we have the four-story high density Legacy under construction, and the Council approved the four-story high density Eden Housing project. The Council needs to follow its own Keep the city safe and family friendly. Don't build high rises downtown blocking the view of the hills and adding to traffic congestion in the central area. Don't narrow roads...that makes it more difficult/complicated and congested for cars and increases accidents. Add lighting for better visibility on streets. Don't pollute north livermore above Springtown with solar farm and batteries. Don't put new housing so close to the I understand that some people want to keep the city with a small town feel, with very low population density and high relative density of private, large vehicles. That model is not sustainable. A modern city cannot prioritize cars over people. It should be a pedestrian, bicycle, and public transport friendly city including extending BART.
Besides, the city should prepare for the extreme weather related to climate change, and add energy efficiency reduce the need for parking by expanding the Livermore trolley coverage throughout the city Fri PM -Sun early afternoon. If people can park at shopping malls or public parking places near their homes and hop on to a trolley to get to the downtown, that would address several concerns being debated right now. Make the trolley electric Please do not put up Housing community in downtown. Improve parking situation. Widen roads on Tesla and Vasco to accommodate traffic. A pressing issue is the lack of side walk on Tesla and Vasco for pet walkers.
The City spent $500,000 from spring to fall of 2017 for a public outreach program to determine what the top issues were... The top five concerns were #1 Parking… #2 Community Character… #3 Open Space… #4 Traffic/Roadways/Walkways… #5 Downtown Hotel… #6 New Retail Uses… #7 Hotel Location… #8 Cultural Facilities… #9 Public Finance… #10 Housing.
I've lived in Livermore for 32 years. I've always loved the small town feel of this area and would hate for that atmosphere to change. Tall buildings in the downtown area are not conducive to that small town ambiance.
Low income housing is fine but not at the expense of the larger Central Park.
Parking appropriate to the kinds of cars we have here ( and that includes a lot of pick up trucks) would be good.
Had I wanted to live in Walnut Creek or Berkeley I would have moved there.
Lets stop the Airplane flying above the residential area. Airplane noise plus lead poisoning is a serious health issue. City should do something about it, its hight time.
I like affordable housing north of Railroad Ave so that Livermore can have a vibrant park on the old Lucky site.
We need affordable housing and we need a destination park.
I like the open space around Livermore that has been preserved by our Urban Growth Boundary; open space in the city with parks for everyone to use; inclusionary affordable housing that is distributed in developments throughout the city and not segregated in one area; public amenities in the downtown - parks, shopping, restaurant, cultural facilities, adequate public parking; no blocks of 4 story housing in the downtown where there We need more underground parking in the downtown core area, especially if current parking areas are going to be converted in the development. And let's re-open discussions about a BART station - it was such a shame that Downtown does not have sufficient parking even on weekdays. Multi storey parking would be good.
Public transportation is huge. It is non existent on the south side of Livermore. Schools are greatly impacted at drop off and pick up times because of it.
COMMUNITY INPUT RECEIVED
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Bigger parking spaces (no small sizes that are hard to get into and out of).
More green space downtown. Less housing in the area between Railroad and First St. More housing could be We don’t need another fountain downtown. Are you kidding me with a third fountain at the intersection of Bike/ped safety. More protected bike lanes. Cars and trucks drive too fast and are too large to safely share the If more housing is needed then adequate parking needs to go hand-in-hand. At least 2 spots per unit.
Don't mirror Dublin's stack and pack development. Unlike them, we have a downtown, let's preserve it.
The theme of "small town feel" seems pretty loaded. To me it screams of nativism. It essentially tells people to stay out, but the plan for the next 20 years should encourage growth in a smart way.
We MUST address the out of control building of Stack and Pack housing. We do not have the water, electricity and roads to support this rapid growth. PLEASE keep our beautiful downtown resident and tourist friendly by focusing on safety, open space, parking, litter/graffiti free. Many homeless people do NOT want to be homeless.
We need mental, physical, dental health support for our homeless residents and job training so they can get back Reallocate funding to support mental health and human services. Create a support structure for our un-housed community.
Also, fix infrastructure that’s in disrepair or old. For example, my neighborhood sidewalks do not have handicap dips. This greatly decreases accessibility, walkability, even biking. If we want to get people out of their cars (and We need more housing, but more density should be along our major transit corridors, ACE, present Wheels routes, Downtown, and freeway corridors. We also need to limit traffic coming through residential areas avoiding the freeway, but treating our streets as freeway; they rarely drive 40 MPH or less on 35 MPH roads and routinely encroach upon the bike lanes, including passing on the right on one lane roads. It isn’t safe to bike our We should build more dense, affordable housing in Livermore! I’m a young adult who grew up in the Bay Area and who wants to stay here for the rest of my life and it genuinely feels like Bay Area nimbyism is going to cause that dream to be out of reach. We need more housing. We need more dense, walkable places. We need better public transit. I also value open space and conservation. The way to reduce sprawl is to build up, not out. I Stop the three and four story housing downtown. It is destroying our small town environment. Worse yet, the city has decided that it is OK to build dense housing with insufficient parking for those living there. The lack-of- parking issue is the same even for housing that is not downtown. even 1.5 parking spots per unit is not enough, as can be witnessed at any of the large apartment complexes in town. The streets around those complexes are Please STOP the high rise buildings downtown, do it elsewhere if you must. Love the small town feel Livermore has now. Many people are leaving California for many reasons, overgrowth is one of them. If I wanted to live in Maintain small town feel with responsible growth. Watching Dublin’s growth and seeing the traffic in their town is sad. It adds to congested 580 traffic.
With small town approach, offer leadership/equity/ belonging centered leadership programs for middle schoolers and adults. Livermore must teach about others who are different from them and provide better global Please STOP building houses! Our small town can not handle any more traffic.
Please keep our downtown quaint with buildings that don’t go higher than two stories. We also love our unique selection of independent shops that are downtown.
Please stop building on our beautiful hills. Our open space is shrinking and that is so sad. We do not need to build absolutely everywhere! We’ll lose our towns small town charm.
Keep the small town feel. Enough high density housing - we can’t handle the traffic congestion. No more development on the hills - preserve the open space.
Stop building 4 story buildings! Keep all buildings at a max of 2 stories.
Livermore is a car dependent community where you have to drive anywhere. I would like to make Livermore more friendly to alternative transportation methods
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments San Mateo Airport only has unleaded fuel stations because the lead is aerosoized and absorbed into children's lungs. There is no safe level of lead. I would like Livermore airport to transition to unleaded fuel stations.
We need more shopping and centers- such as the old Nob Hill, near the Bingo center- need to be developed quickly and not just left to rot. I'll never understand why the Neighborhood Walmart didn't go in there. It would have been such a help to residents who live near there. Although I love the emphasis on wine in Livermore, we do need more family friendly and non-alcohol related shops to cater to our residents. I have heard many Please please can y’all include redoing the sidewalks downtown? They look horrible and they are a tripping hazard. All of the grout in between the tiles is either gone or falling out. They look mismatched and unincorporated. If we want to beatify downtown the sidewalk issue is a must redo! Thank you.
Working with the airport to help them transition to fuel that does not contain lead Homeless population and safety. Significant negative impact from waste, loitering, and altercations with this Hi, we are looking program to teach kids etiquette's. if you can help with that then please inform us.
Principle: Respect. Do not allow the mocking of citizens. Do not let people who mock other citizens be on the General Plan Update Committee. Diversity and diverse ideas are part of the human condition and it must be The General Plan should promote health, safety and connection to our community and environment; past, Principle: Transparency. Make information, documents, proceedings accessible. Do not allow city officials to misrepresent things by omitting details, re-interpret study results and reports, or create special reports that are supposed to be unbiased but really are. Make it so citizens can have meaningful participation by being well Guiding Principle: Take the time to do things right.
The principle of democracy should steer the General Plan. Future City decision-making should evolve to figure out a way to give residents information and easy access to city documents. It should include a process where people can be heard and some accountability for ignoring them or worse yet - insulting them. Record all the advisory board meetings and post them. Post meeting minutes and agenda packets where they can be found.
Ecosystem awareness in every aspect of planning and management. Weaving and strengthening social fabric as an outcome of public areas. Built environments and designs that facilitate healthy lifestyles. Corridors for flora, fauna, and humans. Safe environments in terms of mass casualty events. Recognition of heritage - ALL of it -not Let the citizens of the city that live here have an equal voice as the political activist, business activist, social agendas. So form a committee that is EQUAL and TIMELY to influence a decision before action is taken as the political, social, state, business have more real/perceived control over this town. Define these principles in a Fitting INTO the ecosystem. The traditional Judeo-Christian, patriarchal - and outdated, approach has caused a plethora of problems that we are now scrambling to solve. There has to be a "systems approach" incorporated into all aspects of planning and managing the city. No one is minding the "forest" and things are set up for A mayor snd city council that serves the people not big developers and special interest groups. "Mitigation". Climate change is going to be the overriding challenge connected to/embedded within every other challenge we will face in the next 20 years. The General Plan needs to address and implement the infrastructure changes required for the sake of future generations: higher density housing that is also affordable and nearer jobs, facilitation of human energy (walking, bikes) to get around, more usable, green public transit, etc. -- just Protect health (no airport expansion) and safety first
( more fire , police and paramedics)
Reduce current noise limits
Limit growth to allow city to increase or maintain current level of services … No recycled drinking water
More neighbors parks and larger park downtown
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ATTACHMENT 2 623
September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments General plan should be written to maintain a municipal airport but prohibit proposed airport expansion which will turn current airport into a commercial airport. Maintain or reduce current noise limits. Services especially police, firemen and paramedics and schools must be expanded before growth. Respect current open space, parks and city vistas. Respect South Livermore plan and UGB Representative.
As in representative of the interests and opinions of Livermore's citizens.
Integrity
Integrity
The General Plan should provide more spaces and opportunities for social interaction, such as presently happens at the Farmers Market in Carnegie Park and around the fountains in the evenings. As the population grows, the It really saddens me to continue reading comments along the lines of “no low income housing “. Livermore will become a very backwards city if only the very very wealthy can live here! Where do these people think restaurant employees should live? How about the childcare providers? Retail workers? Low paid office clerks? There are thousands of jobs that classify people in the category of the working poor- they should be welcome Inclusive
In my opinion, the general plan should be guided by principles of collaboration and mutual respect. inclusive
Saying no to low income housing is extremely exclusive! Very ignorant sentiment! We should encourage diversity. Diversity in age, income, race, ethnicity, gender etc. most people in Livermore value diversity and Ensure proper infrastructure to provide adequate power, water, road capacity and other services for residents already here before building more housing and allowing new super sized companies/warehouses to strain it Climate-change
People Safety
* Keep freeway traffic on freeways. Reduce city "cut through". Reduce number of lanes on East Avenue down to two, versus current four lanes. Remove car traffic from first street from L to Maple. * Provide more/safer bike lanes for families (bike users aged 6years+) to travel to/from public school and downtown.
* Provide more shade structures across all civic places -- especially playgrounds/parks * Require new housing to have solar and no natural gas hookups Inclusion, character, diversity, tranparancy, open
Stop dealing with the small group of folks who constantly try to deter growth and development. They are a loud minority that's really holding us up. People want to move to Livermore, but if there's not enough housing being built, or amenities coming into the city core, the trend is going to pass us by.
Is this good for the current residents! Many times I feel that decisions are made for future residents but us long Incorporate guiding polices and actions to identify and account for the cultural history of Native American Family friendly
No low income housing downtown!
Inclusivity. Openness. Curiosity. Forward-thinking. Creativity.
Maintain our small-town feel. We need to reverse the current trend of turning our small town into an urban nightmare. Does anyone really want Livermore to look and feel like downtown Oakland or San Francisco? I don't, and I suspect that most of the new residents fleeing urban cores don't either. Livermore has a great heritage of a ranching community, mixed with a (relatively) recent addition of high tech. My family would like to small town feel
Why does the city council insist on placing a housing project in the middle of our downtown? Seriously? It makes Sustainability and inclusivity
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments I’d like us to be guided by growing an inclusive, environmentally sustainable community. Build more housing, especially affordable housing. Preserve green space by building up instead of out. Why limit ourselves to only 3 or 4 story buildings? Improve walking and biking trails and public transit. Invest in our schools, our parks and rec Foresight/preparedness (for what is likely coming in the next 20 years) Healthy inclusive connected community
Our waterways - I would love to see something happen with them. Could they be managed in a way to maintain a year-round flow? Could we get one downtown? Do we still have the springs that used to be used in this area? I have a vision that Livermore is a safe place for migrating species. We should have the plants they need to survive, we should know what and when things are passing through. We should take responsibility for ensuring I have a vision of a place where people can grow old and still get out into the community to lead interesting lives.
This means making it safe and amenable to modes of travel that the elderly need.
A community space where our diverse heritage is recognized and honored. Ideally in downtown because people feel like downtown is theirs -it is the heart of a community and we already naturally gather there. Include aspects of native flora and fauna and some feature to mark equinoxes/solstices to connect this spot to the Less dependent on the electrical grid... starting 2023, all new residential construction, and homes that are sold to have solar panels installed... All commercial buildings to install solar panels. "I WANT TO LIVE IN A WORLD CREATED BY ART NOT JUST DECORATED WITH IT" - Banksy. There are places that - when you are in them, you can feel an energy. My vision is a place created and maintained with a vision of healthy people and healthy ecosystem - and the place itself being a work of art.
Create a city - environment, council, behavior that acts on:
1. integrity without arrogance or dismissal
2. trust with transparency
3. sustainable and strategic development
4. understand that we work to live (not work for striving affluenza)
5. logical arguments and not logical fallacies (activist, social media)
6. thinks about consequences of proposals before acting Unite Livermore with a large downtown park with adequate parking. Move housing outside of direct downtown, mindful of building height and lot lines, unlike Legacy project that will change downtown character, and I suspect a surprise to majority of Livermore residents. More transparent Livermore government that listens to residents when they get involved. Downtown outreach was duplicitous. Be mindful of traffic and traffic flow. Livermore is Large downtown park that serves the full public.
I would like Livermore to be "a peaceful place for all".
A Livermore with more parks, green belts, and less cut thru traffic Keep commuters on freeways and off city streets with no turn signs, speed bumps, etc .
Livermore with slower growth and maintain current UGB —respect zoning A City where underutilized space —old nob hill etc. are developed before stores in freeway A Livermore without 737 jets
A Livermore that requires purple recycled water pipes
for all new developments no recycled drinking water
Respect current neighborhoods
Livermore with more parks, protecting open space and vistas, the South Livermore Plan, city UGB and no airport Downtown 1st Street becomes a one-way street from L St to Livermore Ave Friendly, vibrant community.
Keep the small town atmosphere.
Welcoming, accepting, creative, intelligent and socially democratic.
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments More affordable housing available and near to students and lower wage staff at Las Positias College. Most of the students work one or two jobs in addition to going to school. Many are, and are likely to work at the lower wage jobs at the Livermore mega mall. They need affordable Continue to be a welcoming and inclusive community.
Community members need to be educated about high-density housing. An extremely tiny fraction of high- density housing is designated low-income. High density developments can house many more units and people per acre than single homes, serving a need for increased housing units. Many young families are able to become homeowners. Developers make more money, city and county collect more fees and taxes. Can current Biodiverse and sustained!
Here is what I agree with: Livermore MUST HAVE an amazing park downtown that welcomes residents and tourists of all ages by using elements from nature. Small town feel, mix of homes and agriculture/open space, wide tree lined streets, nice downtown that's taken care of with nice shops/restaurants, wineries. Inclusive.
Inclusive, green
My vision for Livermore is to have an amazing park downtown that welcomes residents and tourists of all ages by using elements from nature - ie, not Disney. I have visited parks in Europe and Mexico that spark curiosity and trigger imagination.
My LIvermore vision includes:
1) Jobs-housing balance. it is unjust to develop jobs in retail and service industries that require people to commute or live in multi-family households.
2) Development of an agro-economy to protect our borders. We failed to support horse ranches, trails, and conservation. Now local cities have lost or will lose their green belts. Proper land stewardship is necessary. 3) We will meet our green power needs locally using distributed and microgrid power strategies; Clean energy is very important in my eyes. Wind and solar, and in my opinion, nuclear energy, will be instrumental in the future. Not only do carbon emissions harm island nations and coastal communities, but non- renewable energy is exactly that, and if we were to use non-renewables until they ran out, we would be forlorn to not prepare to replace them with renewables, so why not do so before running out of non-renewables is even Negative emissions. Fighting climate emergency.
Have bart access and a bart station. Have coffee shops and other retail spaces/European style cafeterias available for the Isabel neighborhood.
Eco-friendly, water wise landscaping and planning. Focus on keeping downtown and wineries as places to visit, expanding/maintaining open space access, and providing affordable housing options for all incomes Inclusive, bike friendly, parks, affordable housing
It would be nice to have a unique attraction or destination in spring town.
The next new neighborhood should be based off of principals of permaculture, be eco friendly and energy independent using wind/solar power and put abundance back into the grid so Livermore can cut energy costs.
I’d like to see a state-of-the-art inter-generational daycare facility. As well as a drop in childcare brought back.
Keep the small town feel! No to the low income housing and the high rise buildings. Keep it safe and family As a 54 year resident, I am very opposed to having a downtown that consists of huge 4 story buildings that will certainly lead to degradation of parking and traffic, as well as displacing other important facilities and open space. It would definitely degrade the quality and character of Livermore and that would be very sad.
We moved to downtown Livermore 8 months ago from the San Jose downtown core because of Livermore's small town feel. We wanted to be away from constant noice and traffic and constant crime. We did not know of the plans for a large low-income housing project to be built in the area. Our vision is for a spacious park to be shared by everyone. Housing communities can be placed almost anywhere, but not in a quaint little town.
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Wide tree lined city streets. Family activities with small town charm, parades and farmers markets. Roads improved to handle additional car traffic from increasing population of residents and made safer for pedestrians and bikes. Pathways created to route commuters away from cutting through neighborhoods. Historic downtown preserved with views of the hills. New housing placed in less congested areas and closer to freeway/commute Diverse, vibrant, green, intellectual, touristic
A clean, crime free city with improved public transport.
For thirty years, any intelligent person has been able to find out about global warming. Earth in the Balance and Jim Hansen have told us. We're supposed to be a city of scientists. We've wasted millions on refinement of nuclear weapons. If we ever get around to using them, GAME OVER. In the meantime, we're practically closing down activities at LLNL that provide understanding of global warming. There's a price to stupidity. Look at the Pedestrian downtown, robotic parking garage
Remove car traffic from first street. Arterial roads can continue through First, but not cars driving along first.
Remove all pm street parking from first, and improve the bike paths and bus routes to first. Our downtown should be for people, not for cars.
Zone downtown for mixed use: second street and more of first would be wonderful candidates for first floor Follow the path that has been set - keeping a balance between growth and infrastructure. Make sure that we have the open space and parks that are so vital; the infrastructure including streets, schools, public facilities, cultural amenities (historical, performing and visual arts, ethnic) that are so vital to a community. If Livermore I would love to see downtown First St. permanently transformed into a pedestrian-only walkway/plaza.
Welcoming, inclusive, down-home feel (no more 3/4 story homes).
A trolly type transport that drives from downtown to the vineyards would be pretty cool I'm surprised it doesn't exist. The vineyards may even be interested in subsidizing this on the weekends. I know there is one business that does this as a specialty thing, but I'm talking about a regular public transport. First street downtown should An attractive thriving community for families.
Charming downtown with no high rises and beautiful green space.
Small growth for small business and restaurants
More family focus. I’d love to see Livermore have an inclusive/adaptive park where all can play.
Mountain Biking & Hiking - separate trails to include these health focused visitors & Livermore residence.
Family Friendly Spaces -the children’s museum is great! Consider children’s aspects in your design throughout.
We want to include children’s sense of wonder and joy in many spaces.
Picnic areas -for casual take out dining
Big Bike- lanes to accommodate mountain and road bikers riding downtown for a meal or snack.
Better traffic flow, public transportation etc. will equal greater economic growth. Car traffic within the city is okay, but the traffic on the main highway is terrible. Now, we can't fix the highway, but we can we can look at ways to reduce the amount of our cars on the highway. Like reliable public transportation to the BART station, Can we somehow have a co-op type space where everyone who wants to sell/trade their homegrown fruits/vegetables/honey, etc or even hand made crafts can do so? Similar to the one in Columbia, if you want to check it out.
We need to think about sustainable industries within Livermore, so there are high paying and long term jobs available for our current and future residents. This way we can reduce monetary flight to over cities, and Please stop all downtown building that is over two stories. While we do need housing, downtown is absolutely the worst place for it. We are going to lose our small town feel. Build high density housing by the transit centers
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments I support density downtown and general in-building. Without it, we are excluding many many people from living here and making Livermore insular and exclusionary. This protects our hills and open space, as well. I want many destinations for leisure and activity: encourage mixed-use building and green spaces throughout so that neighborhoods have places they can go and it’s not all centered downtown. This supports walkability and Make Livermore public transportation a top priority
We need to preserve more open space. We also need to have a balance in the agricultural industry. Wine is great, I love it, but we are losing smaller, family friendly horse boarding facilities because the county and city are making it too difficult to add improvements to facilities that don't already have them. Instead what we are getting is more high end show barns that aren't relaxing and charge way TOO much for boarding. We need to Awesome future hiking/mtb park potential: 1 N3 Ranch (50,000 acres) is available for purchase, with state/country funding already allocated. 2. Zone 7 purchased 5,000 acres surrounding Lake Del Valle and wants EBRPD/LARPD to manage new trails surrounding the lake. 3. Lake A of Chain of Lakes is now under Zone 7 A wine country destination and a technology center
I believe the two above listed goals are easily achievable, since we already are both :-) But I would like to see us keep the focus we have and continue to build on our strengths.
A welcoming thriving community that houses and caters to ALL I commented before that I liked the safety I feel here. I need to retract that comment because I just learned of a rape/assault downtown. many of us were surprised and dismayed. I went looking for info and found out that we have at least two every month. The safety that I said I liked - does not really exist and I didn't know it.
Our dedication to preserving open space, honoring our agricultural heritage and the collaboration between our national labs, school district, businesses and art community represent the strengths of Livermore.
I like getting a glimpse of the hills between buildings. Somehow just seeing them helps me feel grounded and connected to where we are on the planet. I hope our viewshed is acknowledged, protected, and incorporated I left San Jose because of the type A, narcissistic, know-it all,and me first people were defining the community. I like that Livermore has people that said hello to each other, acknowledged that arts, science, agriculture, and a shared history that equally defines a community - not just political city dominance, social stratification, and insane drive of money. The values are reflected in the daily behavior of how we drive, greet each other, and It is the antipodes of the Bay Area.
It is a self actuating community.
Cowboys, Cowgirls, Winemakers, Physicists, Scientists, Actors, Operatic Singers, Rock ‘n’ Rollers, Country Parks, trails, walking paths, arts and cultural development - vineyard, theaters, wind power on hills. Solar on The paths that allow walking and biking mostly away from roads are great. I like how helpful, professional, conscientious, and dedicated the city employees are, from police, city hall, everyone I have dealt with -- municipal operations seem generally and relatively well managed. The in-fill development effort replacing sprawling and/or out-of-date facilities with new, more useful buildings has also been great. On a lighter note, I Love Civic Center library —expand Ricon and Springtown libraries Like parks, open space and beautiful vistas
Like small town atmosphere
Keep outdoor seating in front of restaurants
Consider making two blocks downtown pedestrian only
Maintain shade trees all over city and add more
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments Like the large city parks, and smaller neighborhood parks, open space and beautiful vistas...We need a larger central park downtown....no hotels in residential areas ..We have a great civic center library better to maintain what we have before building more
I like the (remaining) small town atmosphere and the surrounding rural areas. And still there are concerts at the Bankhead and shopping and restaurants.
Small town atmosphere.
I like the history of Livermore and how the past has been incorporated into present day Livermore. I used to think Livermore was a cow town and would never be sophisticated like Pleasanton. I was surprised when changing First Street created a quaint mixture of old and new and Livermore became a happening place. Who would have thought? If we can ever complete the downtown plan I think we will be surprised at how it fits in I like the diverse community and the liveliness of the downtown area. There is always something you can do:
hike in Sycamore Grove, go to Lake Del Valle, eat at a restaurant downtown, etc. Also, it's great that we have I like the fact that it is not part of a contiguous urban area. When you drive into Livermore - you know it because it is surrounded by open space. I like the mix of "country" with "scientists." I love learning that someone is connected to someone else I know - the "tangled webs we weave" lol. It is the "small world" stuff. I like how the culture is humble. I like all the attention on the arts. The regional/large nature areas are great. Being a "one- Small town vibe, green belt, vineyards, downtown, people, parks, Lab I like the welcoming atmosphere and the feeling of community.
I think that Livermore has a lot of things to love. The community here is very inclusive and open, and I think that that's a very important thing. I also think that it's really great how friendly and nice everyone here! I am so lucky I like how Livermore has a safe feeling. I'm part of a minority, and I have not really experienced any backlash because of that. I also like the diversity in Livermore. I've known people from many different places and many different backgrounds and have been able to meet and become friends with many. The community seems good.
I think Livermore is quite an LGBT friendly city, at least from my experience, and that's something I quite like.
Small town feel, mix of homes and agriculture/open space, wide tree lined streets, nice downtown that's taken care of with nice shops/restaurants, wineries and golf courses, hiking Livermore wine country! Bike & walking paths through vineyards! Vibrant downtown full of small, local
TECH COMPANY
The downtown plan was such a great idea and testimony to the city council’s long term vision. We moved here in 2004 and don’t mind the commute to South Bay at all. At the end of the day, the serenity and small town character pay back in spades!
The combination of vineyards on our surrounding mountains, the windmills, the family owned wineries, the My family loves Livermore. The city has great vibes, friendly neighbors and great outdoor and social life. I would hate for it see it all diminish due to improper planning and housing amidst a cozy downtown. AS a resident, we would love to see more underground parking spaces. More access to public transport from housing communities. Connection to ACE and and local BART would be great. More trash bins and efficient trash pick up Move housing off the Lucky site, north of railroad Ave. Keep a large Park and an underground parking lot downtown. Keep four lanes on east avenue. There needs to be a way to move folks out of town in an emergency. Get a local Bart station (preferably at the downtown transportation hub near junction and old first street). Explore the possibility of making a portion of downtown car free. Don’t let developers overload the Complete the Concannon extension between Arroyo and Holmes. Address Vancouver Way which is a freeway! Open space in and around the City; lively downtown with a variety of restaurants; Bankhead Theater; outdoor events such as Art Walk, Quest, Tuesday Tunes in our public spaces; murals and especially the whales on the tanks at the water treatment plant; bike paths in the city and into the open space around the city; many
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments I love the idea of more low-income housing downtown. I’m also not opposed to 3- or 4-story buildings. I think we have a nice balance of open space, retail, parking, and housing in the current general plan and I approve of the direction the city is taking our downtown. I look forward to future progress.
I like the low income housing project downtown. It is going to create a huge multiplier effect.
Livermore is a really friendly small city with loads of wonderful amenities like art festivals downtown, the beautiful state-of-the-art Bankhead Theater, a great farmer's market, cute restaurants and boutiques in the downtown, excellent outdoor activities, lots of great wineries with an active wine-growers association, and More pedestrian/ bicycle friendly streets & trails. A FREE trolley or shuttle service to breweries/wineries would be great! A transportation system that goes to all four corners so Springtown/ North Livermore isn’t the bald-headed step child of Livermore- we pay taxes too! A better staffed park maintenance service- our parks are pitiful- dead sections, weeds, general neglect! A HUGE community flower garden to attract pollinators! Bees Open spaces, nature
I love the activities and vibe of Livermore. Every weekend there is something to do. Our downtown is amazing and I’d love to see it expanded. Putting in more housing and losing parking is a no win. The housing going in with retail downstairs was a good option though. Too bad it’s just sitting there.
More housing downtown is a great idea, it helps keeps the shops there busy. I don't mind building height at all. I do want these units to have at least 2 parking spots per unit, with the adequate width per space so that they do not make downtown inaccessible. I won't go there if I can't get parking easily, it's not worth it when there are restaurants elsewhere in town. If you can't make adequate parking, the size of the park won't matter as I won't I like the small town feeling of Livermore. Livermore has a charming downtown. Please keep the small town feel and stop allowing the building of the urban high rise apartments.
I am.in favor of keeping downtown space for commercial and community park area Not residential. Keep residential in their zones. I want to retain character of downtown. No three story buildings. Old Town heritage of Livermore should be kept . A quaint place to visit reflecting its history.
What I liked about Livermore was the small town feeling it used to have before the City Council started okaying 4 I love the charm of downtown Livermore. We need to encourage more small retail and high end restaurants here. There are no high end places to eat downtown. I love the wineries but we need more safe ways for people to taste. Biking is unsafe because of crazy drivers and bikes lanes are trashed or non existent.
Love the fact that we have a wide range of activities and options for different interests: arts, theater, great food, wine, festivals, farmers markets, big parks with hiking and recreation.
I also love that we have a bustling downtown. It’s one of the reasons we moved here, to have so much activity and things to do for the whole family, to be able to interact with the community. Not all the SF suburb cities have a downtown like ours — Pleasanton and Danville are the exceptions.
I like the small-town feeling that Livermore used to have. It is family oriented, and maintains it's heritage through the Rodeo and Parade each year (COVID years excepted). The work that was done in the down-town area 10 years ago to revitalize our down-town was exceptional. Unfortunately, Livermore is losing that small town feeling. The amount of high-rise housing that being built downtown is turning Livermore into the typical I'd like to see a vibrant downtown with retail stores especially. I'd like to see our citizens be able to shop here in I love that we still feel like a small town, and we need to foster and keep that! We don't want to be Dublin, Walnut Creek, Fremont, San Ramon, Oakland. We need to be really careful about not only how much we grow, I love the wine valley feel- the beautiful areas kept free for agriculture which makes our city feel spacious and green and a little rural, even though we are a very modern city in many ways. I love the wine tasting and the events; they add so much to our lives. I take my children out wine tasting and to musical events; I invite guests Affordable housing so people who work here can live here! That is so important to building a strong community.
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September 9, 2021 to October 3, 2021 - Online Visioning Activity Comments I like that the town is small and we should preserve the small town feeling. I love the wineries and parks! It makes it feel like we are on vacation at home.
I love the charm and small town feel, love the restaurants and downtown, love the upcoming development that is coming downtown, love the wineries and surrounding hills and parks. I love that living near town I can walk
COMMUNITY INPUT RECEIVED
ATTACHMENT 2 631
24 October 14, 2021 Farmers’ Market Pop‐up
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
632
25 COMMUNITY INPUT RECEIVED
ATTACHMENT 2
633
26 COMMUNITY INPUT RECEIVED
ATTACHMENT 2
634
27 October 16, 2021 Livermore Pridefest Pop‐up
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
635
28 COMMUNITY INPUT RECEIVED
ATTACHMENT 2
636
29 COMMUNITY INPUT RECEIVED
ATTACHMENT 2
637
October 30, 2021 Día de los Muertos Pop-up
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
638
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
639
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
640
Emails
October 1 to 20, 2021
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
641
Hello,
After reading the editorial section of the Independent News dated Sept. 30, I am motivated to share my vision of what Livermore should look like in 2045.
In 2045, I see a Livermore that has (1) preserved its heritage of country-style roots, (2) embellished old- town architecture with a touch of modern flare, (3) flourishing wine growers, (4) maintained outdoors hiking and biking trails, (5) sustained the open and clean yellow hills, (6) built a robust public utilities infrastructure, (7) strengthened middle and high school science and art education, (8) offered balance diverse community housing and limit the "big-box" buildings.
PLEASE DO NOT BECOME ANOTHER COOKIE-CUTTER, GENTRIFIED CITY!
The above will keep Livermore's CHARM: the open-sky, no-crowd, fresh-air feel, with a balance of a healthy community, employment opportunities, and modern conveniences. As the primary land of the Bay Area continues to grow, the outskirt cities (e.g. Livermore, Sunol, Morgan Hill, Gilroy) will feel the urge to give in to development lures from wealthy and growing private enterprises and general population migration. It will be a very big challenge for Livermore to grow along its surrounding while maintaining a value to its residences.
Thank you for opening up the forum to develop the vision.
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
642
GOOD morning regarding what is my vision for Livermore. 2045? That my children who will be 48 & 50 years old will have a house they can afford. The they will have tools and education and not be discriminated due to color or gender. I struggle with vision of the future since how Latinx community may not of housing. MAY NOT HAVE FOOD IN HOUSE NOW
LATINX FAMILIES ARE LIVING NOW IN LIVERMORE IN garages or due to pandemic in apt with Multipe families. Each family in one bed room and one family in living room at times.
LATINX families need there parents with them not having had one parent deported. I would like to have children constitutional rights to be protected. Thank you Latina mom
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
643
(1) I’d like the general plan to include a voluntary, resident only planning SANDBOX play-think-create area where participants would be allocated presence on the official city website homepage to openly discus any matter, directly or indirectly related to city government.
This sandbox would have zero legal authority.
However it would have the powers inherent in gathering real time information on all non-personnel, non-lawsuit related finance information and more. Participants on line would have access to all income and all expenses broken down interactively, to a near graphite level. I
Participants would also be given lists of all city assets, physical or financial, contractual, and access to the contracts.
Sandbox topics could for example create alternative development solutions, update and reprice city assets, illustrate various methods of generating balanced city budgets. The SANDBOX could naturally be used to help mitigate discussions on complex issues by creating alternative revenue streams.
City managers would hate this volunteer sandbox idea no doubt, but who the heck cares. We need to change a lot of things over the next few years and the stifling of public input on a vast array of topics is at the core of why the country, state, county and cities including our own, drift in and out of chaos.
The SANDBOX will plumb a new level of citizen community participation. Real names would be required. Participants would have to be city residents.
(2) I think the community would be better served with 6 district council seats and 1 elected mayor.
COMMUNITY INPUT RECEIVED
ATTACHMENT 2
644
Livermore Resident Views of the
2045 General Plan
Key Findings of a Survey of Livermore Residents
Conducted Sept. 9-30, 2021
320-979
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3645
2 Survey Methodology
Dates September 9-30, 2021
Survey Type Dual Mode Resident Survey
Research Population Livermore Residents Ages 18 and Older Total Interviews 450
Margin of Sampling Error ±4.9% at the 95% Confidence Level Contact Methods
Data Collection Modes
(Note: Not All Results Will Sum to 100% Due to Rounding) Postcard
Invitations
Text
Invitations
Telephone
Calls
Email
Invitations
Telephone
Interviews
Online
Interviews
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
646
3 Respondent Profile
Gender %
Male 49%
Female 51%
The sample was drawn and weighted to reflect the distribution of key demographics of the adult population of Livermore according to the American Community Survey.
Age %
18-29 18%
30-39 18%
40-49 22%
50-64 24%
65+ 14%
Refused 4%
Race/Ethnicity %
Latino/Hispanic 17%
White 60%
Black/African American 2%
API 8%
Other/Refused 13%
Education Level %
High school or less 15%
Some college 34%
Four-year degree 29%
Graduate education 18%
Refused 4%
ZIP Code %
94550 58%
94551 42%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
647
4 Views of Life in Livermore
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
648
5 Two-thirds of Livermore residents say
sthings are headed in the right direction.
Q1.
Do you think Livermore is generally going in the right direction or in the wrong direction? Right Direction
65%
Wrong Track
27%
Don't Know
8%
Retirees and residents ages
65+ are more divided in their
views, with less than half
saying the city is headed in the
right direction.
Broad majorities of every
other major demographic
subgroup are optimistic.
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
649
6 Majorities approve of City
government and City Council.
Q2.
We’d like to know what you think of different levels of local government. Please indicate whether you strongly approve, somewhat approve, somewhat disapprove, or strongly disapprove of that level of local government. If you’ve never heard of it, you can indicate that instead. 7%
18%
15%
35%
40%
35%
33%
13%
16%
13%
15%
15%
11%
14%
19%
Alameda County Board
of Supervisors
The City of Livermore
government
The Livermore City Council
Strng. Appr. Smwt. Appr. Don't Know Smwt. Disappr. Strng. Disappr. Total Appr.
Total
Disappr.
42% 24%
58% 28%
50% 34%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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7 More than four in five say that Livermore
is an “excellent” or “good” place to live.
Q3. *NCS Survey
In general, would you say that Livermore is an excellent, good, fair, or poor place to live? 48%
45%
1%
6%
Excellent
Good
Fair
Poor
2020* 2021
Excellent/
Good
93%
36%
50%
1%
13%
Excellent/
Good
86%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
651
8 Which three words or phrases best describe Livermore? Residents describe Livermore as welcoming,
friendly, safe and having a small-town feel.
Q4.
27%
24%
19%
17%
14%
13%
13%
11%
11%
10%
9%
7%
7%
7%
6%
6%
5%
5%
4%
4%
3%
3%
3%
Welcoming/friendly
Safe
Family friendly
Fun/entertainment/venues/restaurants
Growing/developing
Wine country
Calm/quiet/peaceful
Rural/open space/country living/cows
Beautiful/quaint/vibrant
Diversity/multi-cultured
Lively/revitalized downtown
Pleasant/homey
Expensive
Weather (warm, sunny)
Leadership/government
Clean/outdoors/environment
Location/East Bay/easy access
Education focused/schools
Traffic/congestion/transportation
Suburban
Parks/recreation
Homelessness issue
(Open-ended, 3% and Above Responses Shown)
Small town feel/close-knit/hometown/sense of community
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
652
9 Words to Describe Livermore
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
653
10 Residents overwhelmingly see Livermore as a
great location, particularly to raise a family.
Q5.
I am going to read you some words and phrases that might describe Livermore. Please tell me whether you think each of the phrases below describes Livermore very well, somewhat well, not too well, or not at all well. If you don’t know, you can tell me that, too. 55%
61%
48%
40%
50%
31%
25%
27%
28%
23%
17%
16%
6%
39%
32%
42%
48%
37%
54%
50%
47%
44%
45%
48%
46%
29%
7%
9%
6%
6%
14%
7%
17%
23%
20%
27%
31%
5%
5%
5%
6%
7%
13%
9%
33%
6%
6%
14%
5%
Great location
A good place to live and raise a family
Safe
Good weather
Welcoming
Prosperous
Inclusive
Resilient
Creative
Diverse
Well planned
Exciting
Affordable
Very Well Smwt. Well Not Too Well Not at All Well Don't Know Total Well
Total
Not Well
94% 6%
93% 5%
90% 9%
88% 12%
87% 11%
85% 9%
75% 19%
74% 12%
72% 23%
69% 30%
65% 34%
61% 37%
35% 65%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
654
11 Older residents are more likely to see Livermore
as diverse and affordable; they are less likely
to see it as well-planned.
Q5. I am going to read you some words and phrases that might describe Livermore. Please tell me whether you think each of the phrases below describes Livermore very well, somewhat well, not too well, or not at all well. If you don’t know, you can tell me that, too.
Word/Phrase (Total Well) All
Residents
Men by Age Women by Age
Ages 18-49 Ages 50+ Ages 18-49 Ages 50+
Great location 94% 94% 94% 97% 97%
A good place to live
and raise a family 93% 93% 93% 94% 94%
Safe 90% 86% 91% 94% 89%
Good weather 88% 88% 88% 86% 91%
Welcoming 87% 85% 84% 92% 88%
Prosperous 85% 83% 87% 84% 87%
Inclusive 75% 72% 73% 77% 82%
Resilient 74% 72% 80% 78% 73%
Creative 72% 63% 69% 82% 79%
Diverse 69% 63% 85% 62% 74%
Well-planned 65% 72% 51% 76% 57%
Exciting 61% 57% 53% 66% 71%
Affordable 35% 31% 42% 33% 41%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
655
12 Asian/Pacific Islander residents are much
more likely to see the city as affordable.
Q5. I am going to read you some words and phrases that might describe Livermore. Please tell me whether you think each of the phrases below describes Livermore very well, somewhat well, not too well, or not at all well. If you don’t know, you can tell me that, too.
Word/Phrase All
Residents
Race/Ethnicity
White
Residents
Latino
Residents
Asian/
Pacific Islander
Residents
All
Residents
of Color
Great location 94% 94% 98% 96% 96%
A good place to live
and raise a family 93% 94% 95% 89% 92%
Safe 90% 92% 92% 82% 89%
Good weather 88% 87% 94% 87% 89%
Welcoming 87% 84% 94% 92% 93%
Prosperous 85% 86% 88% 82% 87%
Inclusive 75% 74% 82% 73% 77%
Resilient 74% 72% 82% 71% 80%
Creative 72% 70% 86% 73% 76%
Diverse 69% 66% 72% 65% 72%
Well-planned 65% 63% 76% 71% 75%
Exciting 61% 60% 69% 63% 63%
Affordable 35% 28% 48% 61% 52%
White residents under age 50 are much less likely to see Livermore as affordable.
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
656
13 Wealthier residents are more likely to see the
city as affordable and well-planned.
Q5. I am going to read you some words and phrases that might describe Livermore. Please tell me whether you think each of the phrases below describes Livermore very well, somewhat well, not too well, or not at all well. If you don’t know, you can tell me that, too.
Word/Phrase
(Total Well)
All
Residents
Household Income ZIP Code
<$100,000 $100,000-
$150,000
$150,000-
$250,000 $250,000+ 94550 94551
Great location 94% 98% 97% 94% 93% 93% 96%
A good place to live
and raise a family 93% 94% 93% 94% 97% 94% 92%
Safe 90% 89% 90% 91% 96% 92% 86%
Good weather 88% 89% 88% 88% 94% 86% 89%
Welcoming 87% 87% 93% 89% 91% 88% 86%
Prosperous 85% 82% 85% 90% 90% 87% 83%
Inclusive 75% 72% 79% 79% 75% 76% 73%
Resilient 74% 73% 76% 78% 79% 74% 74%
Creative 72% 66% 79% 73% 74% 73% 70%
Diverse 69% 66% 73% 69% 70% 69% 68%
Well-planned 65% 62% 76% 67% 79% 64% 67%
Exciting 61% 58% 70% 63% 56% 63% 59%
Affordable 35% 32% 32% 37% 54% 35% 35%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
657
14 In your opinion, what is the most important issue you would like to see the City of Livermore address? Residents want to see the City address
housing costs and homelessness.
Q10.
21%
19%
9%
9%
7%
7%
6%
6%
6%
6%
5%
4%
4%
3%
3%
Affordable housing/housing
The homeless/homelessness
Crime/public safety
Develop downtown plan/more shops/more parking
Traffic/congestion/transportation
Better/more functional governance
Jobs/economy
Environment/climate change
Control growth/overdevelopment
Less housing development/high density housing
Education/schools
More growth/new development
Diversity/racial equality
Roads/infrastructure
Maintain agriculture/old town feel
(Open-ended, 3% and Above Responses Shown)
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
658
15 I believe Livermore must do all it can to
fight climate change. This means
encouraging biking, walking, and public
transit. It means infill development.
Make downtown thrive, block 1st St.
between N. Livermore and L St. to car
traffic permanently. Focus making
Livermore a destination in the Bay Area.
The crime rate has been
increasing in recent years.
We need to keep our
communities safe. Homeless
community needs to be
helped and we need to keep
the city clean and safe.
Stop the uglification of
downtown Livermore's
new construction.
Q10. In your opinion, what is the most important issue you would like to see the City of Livermore address? It is becoming unsafe, unsanitary and
unfair to everyone to continue to allow
folks to sleep and live in doorways and
public spaces.
Livermore needs to maintain
that small community feel
and forget about all the arts
and cultural stuff. It needs to
just be a town where
families can thrive and know
their neighbors.
Keeping Livermore
Urban/agriculture
area is what makes
Livermore special.
Location and
availability of
reasonably priced,
moderate-income
housing.
Finish the downtown
while preserving a
small-town character.
Verbatim Responses from Residents
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
659
16 Quality of Life
Considerations
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
660
17 Community safety is the most important quality of
life factor, along with clean air and good schools.
Q6.
Here is a list of some factors that can affect quality of life. Please indicate how important each one is to you personally using a 7-point scale. 7 on this scale is “extremely important” and 1 is “not important at all.” 4 on this scale is neutral. 75%
59%
58%
57%
46%
46%
40%
40%
40%
39%
14%
19%
19%
24%
30%
22%
26%
26%
20%
26%
6%
8%
11%
9%
13%
17%
20%
15%
14%
19%
8%
6%
7%
9%
8%
9%
13%
11%
10%
5%
Feeling safe in your community
Having clean air
High-quality public schools
Being able to safely bike and walk
Having thriving local businesses
Preserving agricultural land and
open space
Opportunities for outdoor recreation
High-quality jobs close to home
Cost of housing
Having trees to shade streets and sidewalks
7 (Extremely Important) 6 5 4 (Neutral) 3 2 1 (Not Important at All) Mean Score
6.6 6.1
6.1 6.2
6.1 5.8
5.8 5.7
5.5 5.8
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
661
18 Innovation, entertainment options and
architectural character are less important.
Q6. Here is a list of some factors that can affect quality of life. Please indicate how important each one is to you personally using a 7-point scale. 7 on this scale is “extremely important” and 1 is “not important at all.” 4 on this scale is neutral. 38%
30%
25%
24%
23%
21%
20%
18%
16%
15%
27%
26%
30%
23%
22%
18%
21%
18%
20%
19%
20%
18%
23%
21%
17%
18%
25%
22%
24%
26%
11%
15%
14%
15%
19%
20%
20%
23%
27%
22%
6%
6%
7%
7%
8%
6%
9%
5%
8%
6%
6%
6%
6%
9%
9%
5%
6%
Having a strong sense of community
Proximity to a variety of local coffee shops
and restaurants
Proximity to a variety of local small
retail businesses
Proximity to a variety of destinations such
as wineries
Having neighbors of different ethnic and
socioeconomic backgrounds
Having access to public transit, such as
busses and rail
Having access to arts and
cultural events
Being a center for innovation
Availability of events and concerts
Quality architectural character
7 (Extremely Important) 6 5 4 (Neutral) 3 2 1 (Not Important at All) Mean Score
5.8 5.4
5.5 5.0
4.9 4.7
5.0 4.8
4.8 4.8
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
662
19 Women over 50 assign higher importance
to schools and business.
Q6. Here is a list of some factors that can affect quality of life. Please indicate how important each one is to you personally using a 7-point scale. 7 on this scale is “extremely important” and 1 is “not important at all.” 4 on this scale is neutral.
Factor Importance (7: Extremely Important) All
Res.
Men by Age Women by Age
Ages 18-49 Ages 50+ Ages 18-49 Ages 50+
Feeling safe in your community 75% 75% 78% 73% 79%
Having clean air 59% 55% 60% 58% 67%
High-quality public schools 58% 54% 54% 55% 73%
Being able to safely bike and walk 57% 56% 50% 59% 64%
Having thriving local businesses 46% 42% 45% 43% 57%
Preserving agricultural land and open space 46% 40% 46% 43% 55% Opportunities for outdoor recreation 40% 35% 44% 41% 47% High-quality jobs close to home 40% 45% 27% 36% 49%
Cost of housing 40% 42% 31% 43% 46%
Having trees to shade streets and sidewalks 39% 36% 37% 38% 47% Having a strong sense of community 38% 41% 35% 37% 42%
Proximity to a variety of local coffee shops
and restaurants 30% 25% 36% 30% 36%
Proximity to a variety of local small retail businesses 25% 20% 31% 23% 32% Proximity to a variety of destinations such as wineries 24% 19% 22% 28% 27% Having neighbors of different ethnic and
socioeconomic backgrounds 23% 22% 15% 26% 31%
Having access to public transit, such as busses and rail 21% 23% 18% 24% 21% Having access to arts and cultural events 20% 16% 14% 22% 29% Being a center for innovation 18% 20% 15% 16% 20%
Availability of events and concerts 16% 13% 23% 9% 22%
Quality architectural character 15% 14% 13% 16% 18%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
663
20 Latino residents value a strong sense of community
and access to arts and culture a bit more.
Q6. Here is a list of some factors that can affect quality of life. Please indicate how important each one is to you personally using a 7-point scale. 7 on this scale is “extremely important” and 1 is “not important at all.” 4 on this scale is neutral.
Factor Importance (7: Extremely Important) All
Res.
Race/Ethnicity
White
Res.
Latino
Res.
API
Residents
All
Residents
of Color
Feeling safe in your community 75% 76% 73% 83% 71%
Having clean air 59% 63% 58% 61% 56%
High-quality public schools 58% 62% 56% 51% 50%
Being able to safely bike and walk 57% 59% 56% 56% 53%
Having thriving local businesses 46% 49% 45% 35% 40%
Preserving agricultural land and
open space 46% 43% 48% 48% 44%
Opportunities for outdoor recreation 40% 40% 41% 38% 39% High-quality jobs close to home 40% 42% 35% 44% 34%
Cost of housing 40% 42% 39% 27% 37%
Having trees to shade streets and sidewalks 39% 39% 43% 48% 39% Having a strong sense of community 38% 36% 46% 28% 37%
Proximity to a variety of local coffee shops
and restaurants 30% 29% 36% 28% 31%
Proximity to a variety of local small retail businesses 25% 27% 25% 15% 21% Proximity to a variety of destinations such as wineries 24% 20% 30% 30% 30% Having neighbors of different ethnic and
socioeconomic backgrounds 23% 26% 19% 20% 19%
Having access to public transit, such as busses and rail 21% 22% 24% 20% 21% Having access to arts and cultural events 20% 20% 29% 12% 21% Being a center for innovation 18% 19% 21% 19% 19%
Availability of events and concerts 16% 17% 20% 4% 14%
Quality architectural character 15% 14% 15% 19% 15%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
664
21 Lower-income households value a variety of
aspects more highly than higher income ones.
Q6. Here is a list of some factors that can affect quality of life. Please indicate how important each one is to you personally using a 7-point scale. 7 on this scale is “extremely important” and 1 is “not important at all.” 4 on this scale is neutral.
Factor Importance (7: Extremely Important) All
Res.
Household Income ZIP Code
<$100,000 $100,000-
$150,000
$150,000-
$250,000 $250,000+ 94550 94551
Feeling safe in your community 75% 78% 71% 77% 81% 75% 75% Having clean air 59% 64% 61% 58% 57% 57% 62%
High-quality public schools 58% 61% 52% 58% 65% 62% 53% Being able to safely bike and walk 57% 64% 52% 52% 62% 59% 54% Having thriving local businesses 46% 56% 39% 48% 43% 47% 44% Preserving agricultural land and
open space 46% 47% 45% 47% 42% 46% 46%
Opportunities for outdoor recreation 40% 44% 37% 37% 50% 40% 41% High-quality jobs close to home 40% 42% 37% 43% 42% 39% 41% Cost of housing 40% 51% 38% 40% 30% 37% 45%
Having trees to shade streets and sidewalks 39% 43% 40% 36% 42% 40% 38% Having a strong sense of community 38% 43% 34% 38% 37% 36% 40% Proximity to a variety of local coffee shops
and restaurants 30% 30% 33% 26% 41% 27% 34%
Proximity to a variety of local small
retail businesses 25% 40% 23% 21% 25% 23% 29%
Proximity to a variety of destinations
such as wineries 24% 31% 22% 14% 25% 19% 30%
Having neighbors of different ethnic and
socioeconomic backgrounds 23% 33% 20% 20% 23% 21% 26%
Having acce
ss to public transit,
such as busses and rail 21% 31% 18% 16% 11% 19% 24%
Having acce
ss to arts and cultural events 20% 31% 16% 16% 16% 18% 23% Being a center for innovation 18% 22% 12% 19% 20% 14% 24% Availability of events and concerts 16% 25% 15% 9% 14% 12% 20% Quality architectural character 15% 24% 18% 8% 13% 15% 16%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
665
22 Residents are broadly satisfied with proximity
to destinations, outdoor recreation and safety.
Q7.
Using the same list of factors, please indicate how satisfied you are with each one in your life personally. 7 on this scale is “extremely satisfied” and 1 is “not at all satisfied.” 4 on this scale is neutral.
44%
35%
31%
31%
31%
25%
24%
23%
23%
23%
23%
31%
31%
27%
25%
26%
22%
22%
22%
18%
15%
18%
21%
16%
26%
25%
28%
24%
24%
21%
15%
7%
12%
12%
13%
18%
15%
17%
16%
23%
7%
5%
5%
7%
8%
8%
5%
6%
5%
Proximity to a variety of destinations such
as wineries
Feeling safe in your community
Opportunities for outdoor recreation
Being able to safely bike and walk
Proximity to a variety of local coffee shops
and restaurants
Proximity to a variety of local small
retail businesses
Having a strong sense of community
High-quality public schools
Having trees to shade streets and sidewalks
Having neighbors of different ethnic and
socioeconomic backgrounds
7 (Extremely Satisfied) 6 5 4 (Neutral) 3 2 1 (Not at All Satisfied) Mean Score
5.8 5.7
5.7 5.4
5.6 5.4
5.2 5.1
5.1 5.0
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
666
23 They are especially unsatisfied
with the cost of housing.
Q7. Using the same list of factors, please indicate how satisfied you are with each one in your life personally. 7 on this scale is “extremely satisfied” and 1 is “not at all satisfied.” 4 on this scale is neutral.
22%
22%
20%
19%
17%
17%
17%
16%
15%
11%
22%
18%
21%
23%
18%
15%
15%
17%
19%
8%
21%
24%
25%
32%
19%
23%
21%
19%
22%
16%
19%
18%
25%
18%
27%
24%
29%
34%
29%
19%
7%
11%
6%
6%
9%
10%
10%
6%
8%
18%
5%
7%
5%
5%
12%
5%
5%
16%
Preserving agricultural land and
open space
Having clean air
Having access to arts and
cultural events
Having thriving local businesses
Having access to public transit, such as
busses and rail
High-quality jobs close to home
Quality architectural character
Being a center for innovation
Availability of events and concerts
Cost of housing
7 (Extremely Satisfied) 6 5 4 (Neutral) 3 2 1 (Not at All Satisfied) Mean Score
5.0 4.9
5.1 5.2
4.7 4.7
4.7 4.7
4.8 3.7
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
667
24 Women ages 50+ are more satisfied with
safety of biking and walking.
Q7. Using the same list of factors, please indicate how satisfied you are with each one in your life personally. 7 on this scale is “extremely satisfied” and 1 is “not at all satisfied.” 4 on this scale is neutral.
Factor Satisfaction (7: Extremely Satisfied) All
Res.
Men by Age Women by Age
Ages 18-49 Ages 50+ Ages 18-49 Ages 50+
Proximity to a variety of destinations such as wineries 44% 40% 39% 49% 50% Feeling safe in your community 35% 35% 38% 31% 41%
Opportunities for outdoor recreation 31% 29% 28% 32% 40% Being able to safely bike and walk 31% 30% 36% 24% 41%
Proximity to a variety of local coffee shops
and restaurants 31% 26% 25% 37% 43%
Proximity to a variety of local small
retail businesses 25% 18% 27% 31% 29%
Having a strong sense of community 24% 29% 26% 17% 24%
High-quality public schools 23% 18% 23% 22% 30%
Having trees to shade streets and sidewalks 23% 19% 22% 25% 25% Having neighbors of different ethnic
and socioeconomic backgrounds 23% 21% 18% 25% 27%
Preserving agricultural land and open space 22% 20% 30% 16% 26% Having clean air 22% 14% 32% 21% 28%
Having access to arts and cultural events 20% 19% 19% 21% 24% Having thriving local businesses 19% 10% 26% 20% 26%
Having access to public transit, such as busses and rail 17% 19% 18% 15% 14% High-quality jobs close to home 17% 12% 17% 18% 24%
Quality architectural character 17% 13% 9% 21% 22%
Being a center for innovation 16% 11% 17% 15% 23%
Availability of events and concerts 15% 7% 19% 14% 27%
Cost of housing 11% 5% 14% 13% 12%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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25 Latino residents report more satisfaction
with ethnic and socioeconomic diversity.
Q7. Using the same list of factors, please indicate how satisfied you are with each one in your life personally. 7 on this scale is “extremely satisfied” and 1 is “not at all satisfied.” 4 on this scale is neutral.
Factor Satisfaction (7: Extremely Satisfied) All
Res.
Race/Ethnicity
White Res. Latino
Res. API Res. All Residents
of Color
Proximity to a variety of destinations such as wineries 44% 44% 52% 48% 45% Feeling safe in your community 35% 33% 40% 46% 39%
Opportunities for outdoor recreation 31% 31% 35% 40% 33% Being able to safely bike and walk 31% 30% 40% 28% 33%
Proximity to a variety of local coffee shops
and restaurants 31% 30% 32% 36% 34%
Proximity to a variety of local small
retail businesses 25% 27% 25% 21% 23%
Having a strong sense of community 24% 22% 30% 24% 29%
High-quality public schools 23% 23% 24% 17% 21%
Having trees to shade streets and sidewalks 23% 19% 34% 27% 29% Having neighbors of different ethnic
and socioeconomic backgrounds 23% 19% 33% 22% 26%
Preserving agricultural land and open space 22% 21% 26% 28% 25% Having clean air 22% 22% 31% 19% 26%
Having access to arts and cultural events 20% 20% 19% 28% 20% Having thriving local businesses 19% 18% 24% 20% 21%
Having access to public transit, such as busses and rail 17% 14% 22% 19% 20% High-quality jobs close to home 17% 14% 27% 16% 22%
Quality architectural character 17% 14% 24% 20% 22%
Being a center for innovation 16% 15% 17% 12% 16%
Availability of events and concerts 15% 16% 16% 13% 14% Cost of housing 11% 9% 14% 13% 13%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
669
26 Lower-income households are more satisfied
with the variety of shops and restaurants.
Q7. Using the same list of factors, please indicate how satisfied you are with each one in your life personally. 7 on this scale is “extremely satisfied” and 1 is “not at all satisfied.” 4 on this scale is neutral.
Factor Satisfaction (7: Extremely Satisfied) All
Res.
Household Income ZIP Code
<$100,000 $100,000-
$150,000
$150,000-
$250,000 $250,000+ 94550 94551
Proximity to a variety of destinations
such as wineries 44% 44% 41% 41% 55% 39% 51%
Feeling safe in your community 35% 36% 38% 32% 34% 36% 34% Opportunities for outdoor recreation 31% 34% 29% 32% 27% 32% 30% Being able to safely bike and walk 31% 40% 34% 23% 24% 32% 31% Proximity to a variety of local coffee shops and
restaurants 31% 42% 24% 26% 40% 31% 32%
Proximity to a variety of local small
retail businesses 25% 30% 21% 24% 25% 21% 31%
Having a strong sense of community 24% 23% 22% 22% 30% 24% 25% High-quality public schools 23% 28% 22% 14% 22% 21% 26% Having trees to shade streets and sidewalks 23% 30% 23% 16% 21% 22% 24% Having neighbors of different ethnic
and socioeconomic backgrounds 23% 27% 17% 13% 33% 22% 24% Preserving agricultural land and open space 22% 26% 24% 17% 22% 21% 23% Having clean air 22% 27% 26% 14% 15% 20% 25%
Having access to arts and cultural events 20% 25% 19% 13% 26% 17% 26% Having thriving local businesses 19% 27% 11% 12% 22% 18% 20% Having access to public transit,
such as busses and rail 17% 17% 11% 13% 25% 17% 17%
High-quality jobs close to home 17% 23% 21% 10% 13% 17% 17% Quality
architectural character 17% 29% 10% 12% 13% 17% 16%
Being a center for innovation 16% 19% 14% 11% 18% 13% 20% Availability of events and concerts 15% 21% 16% 11% 7% 14% 17% Cost of housing 11% 14% 8% 7% 13% 11% 10%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
670
27 Most of these factors are seen as important,
with generally high levels of satisfaction.
1.0 4.0
7.0 1.0 4.0 7.0
Extremely
SatisfiedNeutral
Not at all
Satisfied
Not At All
Important Neutral Extremely
Important
Let’s zoom in to look at
these more closely…
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
671
28 There’s some relation to importance and
satisfaction, but it does not appear strong.
3.5 4.0
4.5 5.0
5.5 6.0
6.5 7.0
4.0 4.5 5.0 5.5 6.0 6.5 7.0
Extremely
SatisfiedNeutral
Neutral Extremely
Important
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
672
29 Satisfaction with proximity to wineries outpaces
its perceived importance (to some extent)...
3.5 4.0
4.5 5.0
5.5 6.0
6.5 7.0
4.0 4.5 5.0 5.5 6.0 6.5 7.0
Extremely
SatisfiedNeutral
Neutral Extremely
Important
Proximity to a variety of
destinations such as wineries
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
673
30 …while satisfaction levels with housing costs
are lower than similarly importance factors.
3.5 4.0
4.5 5.0
5.5 6.0
6.5 7.0
4.0 4.5 5.0 5.5 6.0 6.5 7.0
Extremely
SatisfiedNeutral
Neutral Extremely
Important
Cost of Housing
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
674
31 General Plan Vision
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
675
32 Which three words or phrases best describe what you want to see Livermore be like in 2045? Residents want to see Livermore as safer, with
open space and diversity, in 2045.
Q8.
26%
21%
18%
17%
16%
14%
13%
12%
12%
11%
10%
10%
10%
9%
6%
5%
5%
5%
4%
4%
4%
Safer
Preserve open space/more nature
Diversity/inclusive
Maintain small community/not crowded
Traffic/public transportation/parking
Economic opportunities/more businesses
Affordable
Education/schools
Affordable housing
More entertainment/restaurants/bars/shopping
Welcoming/friendly
Clean city/maintained streets
Growth/expansion
Stop growth/overdevelopment
Political/leadership
Family oriented
Homelessness is addressed
Continue to develop downtown/more restaurants
Fewer/no COVID-19 mandates
Beautiful/vibrant
Vibrant downtown
(Open-ended, 4% and Above Responses Shown)
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
676
33 Livermore Resident Vision for 2045
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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34 Guiding Principle Statements
(Ranked in Order of Importance)
(EQUITY) I want all Livermore residents, regardless of their circumstances, to have equal access to City services and infrastructure.
(INCLUSIVITY) I want a Livermore in which all residents have a voice in shaping the direction of the City.
(PROSPERITY) I want Livermore to have a diverse and thriving economy with different types of homes, jobs, recreation, lifelong learning opportunities, and services for both current and future generations.
(DIVERSITY) I want a Livermore that respects our diverse cultural, religious, and political backgrounds, and that welcomes and supports all ages, incomes, and abilities. (BALANCE) I want a Livermore that prioritizes both well-designed development and thoughtful preservation.
(SUSTAINABILITY) I want Livermore's actions to contribute to our social, economic, and environmental sustainability.
(RESILIENCE) I want Livermore to be strong and resilient and able to adapt to a changing world.
(INNOVATION) I want an innovative Livermore that thinks boldly, fosters new ideas, and generates opportunity.
Q9. I am going to read you a series of statements about the kind of City you want Livermore to be in the future. Please rate how important that statement is to you, where a 7 is “extremely important” and a 1 is “not important at all.” 4 on this scale is neutral.
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3 678
35 Equity, inclusivity, prosperity and
diversity are key guiding principles.
Q9.
I am going to read you a series of statements about the kind of City you want Livermore to be in the future. Please rate how important that statement is to you, where a 7 is “extremely important” and a 1 is “not important at all.” 4 on this scale is neutral. 60%
53%
53%
53%
50%
47%
45%
36%
15%
22%
22%
16%
26%
22%
26%
22%
9%
15%
12%
12%
12%
11%
13%
17%
9%
8%
6%
10%
6%
11%
10%
14% 5%
6%
6%
Equity
Inclusivity
Prosperity
Diversity
Balance
Sustainability
Resilience
Innovation
7 (Extremely Important) 6 5 4 (Neutral) 3 2 1 (Not Important at All) Mean
Score
6.0 6.1
6.0 5.8
6.0 5.7
5.9 5.5
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
679
36 These are ranked similarly by age and gender,
with women 50+ valuing balance more.
Q9. I am going to read you a series of statements about the kind of City you want Livermore to be in the future. Please rate how important that statement is to you, where a 7 is “extremely important” and a 1 is “not important at all.” 4 on this scale is neutral. (7: Extremely Important)
Statement All
Residents
Men by Age Women by Age
Ages 18-49 Ages 50+ Ages 18-49 Ages 50+
Equity 60% 62% 52% 61% 60%
Inclusivity 53% 45% 57% 53% 62%
Prosperity 53% 52% 47% 56% 55%
Diversity 53% 57% 42% 55% 54%
Balance 50% 45% 49% 46% 64%
Sustainability 47% 42% 38% 53% 50%
Resilience 45% 46% 39% 44% 51%
Innovation 36% 36% 32% 34% 41%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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37 API residents value diversity and inclusion
more that those in other groups.
Q9. I am going to read you a series of statements about the kind of City you want Livermore to be in the future. Please rate how important that statement is to you, where a 7 is “extremely important” and a 1 is “not important at all.” 4 on this scale is neutral. (7: Extremely Important)
Statement All
Residents
Race/Ethnicity
White
Residents
Latino
Residents
Asian/
Pacific Islander
Residents
All
Residents
of Color
Equity 60% 59% 67% 58% 64%
Inclusivity 53% 51% 57% 64% 57%
Prosperity 53% 54% 55% 47% 54%
Diversity 53% 52% 54% 67% 61%
Balance 50% 52% 43% 54% 48%
Sustainability 47% 48% 49% 45% 47%
Resilience 45% 46% 48% 46% 45%
Innovation 36% 35% 41% 44% 41%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
681
38 Lower-income households assign a higher value
to all principles except resilience and balance.
Q9. I am going to read you a series of statements about the kind of City you want Livermore to be in the future. Please rate how important that statement is to you, where a 7 is “extremely important” and a 1 is “not important at all.” 4 on this scale is neutral. (7: Extremely Important)
Statement All
Residents
Household Income ZIP Code
<$100,000 $100,000-
$150,000
$150,000-
$250,000 $250,000+ 94550 94551
Equity 60% 69% 61% 58% 57% 56% 65%
Inclusivity 53% 66% 47% 53% 49% 52% 56%
Prosperity 53% 64% 49% 55% 42% 51% 54%
Diversity 53% 68% 45% 52% 56% 54% 52%
Balance 50% 49% 45% 55% 53% 53% 46%
Sustainability 47% 58% 40% 46% 43% 45% 48%
Resilience 45% 49% 46% 44% 35% 42% 50%
Innovation 36% 42% 29% 33% 29% 34% 37%
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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39 Conclusions
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
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40 Conclusions
• Residents like living in Livermore overall, and broadly approve of City leadership. • They characterize the city as welcoming, friendly, and a good place to raise families in their own words. Many people mention wine country and the sense of Livermore having a uniquely small -town feel while being connected to the greater Bay Area and all that provides.
• When we provide phrases for them to react to, some of the same themes rise to the top:
“a good place to raise a family,” “great location,” and “welcoming” were seen as good descriptors of the city.
• When they look to their vision for 2045, residents want a City that has many of the same qualities it has now: safe, with open space and a small-town feel. • However, as with many Bay Area cities, Livermore is not seen as “affordable,” particularly by its younger residents. The cost of housing is also a key area where they feel dissatisfied, and when asked what issues they want the City to prioritize, housing and homelessness top the list. At the same time, a smaller group of residents are concerned about the pace or look of development, particularly in the downtown area. • Residents most strongly valued feeling safe, having clean air, good schools, and being able to travel safely by bicycle and walking . Innovation, events/concerts, and architectural quality are lower priorities when it comes to quality of life. • Inclusivity, equity, diversity and prosperity are key priorities for younger residents and residents of color.
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
684
For more information,
contact:
1999 Harrison St., Suite 2020
Oakland, CA 94612
Phone (510) 451-9521
Fax (510) 451-0384
Curt Below
[email protected]
Miranda Everitt
[email protected]
COMMUNITY SURVEY ANALYSIS
ATTACHMENT 3
685
MEMORANDUM
DATE November 19, 2021
TO Livermore City Council
FROM Joanna Jansen and Carey Stone
SUBJECT Summary of General Plan Advisory and Planning Commission Comments on Draft Vision Statement and Guiding Principles.
This memorandum summarizes the General Plan Advisory Committee (GPAC) and Planning Commission comments on the Draft Vision Statement and Guiding Principles. The GPAC reviewed and commented on the Draft Vision Statement and Guiding Principles during a special meeting of the GPAC on Wednesday, October 27, 2021. The Planning Commission provided comments during a regularly scheduled meeting held on Tuesday, November 16, 2021.
VISION COMMENTS
Overall Comments
General Plan Advisory Committee
• Use more aspirational terminology to connote we are working toward achieving something. The current language feels neutral and focused on what we seek to maintain, not what we are striving towards.
• Add the concept of resiliency throughout the Vision and Guiding Principles, such as resilient water supply, resilient energy supply, a resilient economy, and resilient residents who have stable housing.
• Honor Native Americans in the Vision Statement or Guiding Principles.
Planning Commission
• Planning Commissioners generally agreed with the GPAC recommendations on the Draft Vision Statement and Guiding Principles.
• Draft Vision Statement is a good starting place, but reads like a list of items. It should have more emotional resonance.
• Vision statement should be aspirational, but
should fall somewhere in between what can be achieved by 2045 and something that is more visionary.
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
686
• City Council should watch the GPAC and Planning Commission discussions of the Draft Vision Statement and Guiding Principles.
• Vision can only be achieved through regional coordination with other jurisdictions. • Should safety be a guiding principle?
Vision Statement
General Plan Advisory Committee
• “Safe” could be a loaded term; add “safe and welcoming for all.” • Some GPAC members did not like the term “big heart.” Other GPAC members thought it captured Livermore well.
• Add more in the vision about protecting the natural environment. • Reflect agriculture as something that is actively happening:
o The community values its agricultural sector heritage and natural open spaces surrounding the city.
• Expand vision statement to focus beyond downtown:
o Residents and visitors enjoy a vibrant, active, clean city downtown. • Consider whether there may be multiple downtown-like areas in Livermore in 2045. • Change the last sentence to “Residents honor remember Livermore’s small-town roots….”
• Add that Livermore will be a caretaker of the climate. Put this in the Vision Statement as opposed to folding it into Sustainability (which was also suggested). • Add the word “unique” to describe Livermore.
• Mention transit in the Vision Statement.
• Acknowledge Livermore as a science/tech hub.
• Underscore the importance of partnerships in achieving the vision, such as between the City and the Livermore Area Recreation and Park District or Livermore Valley Joint Unified School District.
• Reflect how Livermore collaborates and works together; the city is at its best when we work for the common good.
• Reflect the importance of maintaining Livermore’s high quality of life. • Add that “the City shall continue to be a place that supports the arts and encourages all its residents to make the arts and sciences a part of their everyday lives.” • Find a way to mention “craft” in the vision. There are many different forms and meanings of “craft” in Livermore.
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
687
Planning Commission
• Incorporate “good place to raise a family” somewhere in the vision statement. • Mention science and arts and cultural amenities.
• Incorporate jobs-housing match.
• Consider acknowledging the challenges the city faces. • Agree with GPAC suggestion to add “collaborative spirit” somewhere in the vision statement.
• Agree with GPAC suggestion to change “Residents honor remember Livermore’s small- town roots….”
• Expand the reference to the downtown to be about the entire city or commercial spaces.
• State that “mobility will be convenient, safe, and rapid” instead of calling out the specific mode as transportation technologies are constantly evolving. • Planning Commissioners had differing opinions about the GPAC’s suggestion to change “agricultural heritage” to “agricultural sector.” One Commissioner preferred heritage, and one Commissioner preferred sector although thought that there could be a better word than sector.
• Add active wording about what we will do to preserve agricultural heritage. • Mention biological diversity and how it connects to the open space we are trying to preserve.
GUIDING PRINCIPLES
Balance. We prioritize well-designed development and thoughtful preservation.
General Plan Advisory Committee
• This principle reflects community feedback about both honoring our history and creating welcoming spaces.
Planning Commission
• Make this statement broader, there are many things that need to be balanced such as housing costs, public services, City staff resources, etc. • Balancing means finding the middle between two sides; well designed development and preservation are not mutually exclusive.
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
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Equity. We provide everyone access to services they need and the opportunities to flourish in healthy homes and neighborhoods.
General Plan Advisory Committee
• GPAC members did not make any specific comments about this Guiding Principle.
Planning Commission
• Revise this statement so that opportunities comes first and then access comes second. • Consider adding “We strive to provide…”
• Add “we provide and connect people to services”
• Consider adding “affordable, healthy homes”
Diversity. We welcome and celebrate everyone, respect and listen to all viewpoints, and ensure everyone has a voice in City decisions.
General Plan Advisory Committee
• GPAC members expressed both that this principle could name different groups within Livermore, and also that
• These groups could change over time and some would inevitably be left out and/or alienated.
• GPAC members suggested adding ““with a specific emphasis on the experiences and perspectives of historically under-represented or marginalized communities” but also acknowledged that this feels watered down.
• Add “seek out the voices of those who have been underserved.” Planning Commission
• Make the connection between diversity and the General Plan by adding “We welcome and celebrate everyone, try to make Livermore a welcoming city,…” • Viewpoints that disrespect other viewpoints are out of bounds; consider revising to acknowledge this caveat.
• This statement should also speak to making Livermore a more diverse place, encouraging groups who don’t live here currently to become residents.
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
689
Sustainability. We protect open spaces, integrate nature into the urban environment, minimize our negative impacts on the planet, and plan ahead to adapt to a changing climate.
General Plan Advisory Committee
• Edit to include “strive to eliminate minimize negative impacts…” • Add “and potential global impacting events” at the end of the sentence. • Acknowledge that we depend on science for decision-making. • State that Livermore will be a responsible caretaker of the climate. • This should also address the sustainability of water and power infrastructure. • Use “abundant” resources, “wise resource management,” or at least “there will not be chronic shortages of resources like water and power.”
Planning Commission
• We also need economic/fiscal sustainability and a balanced budget. • Protecting open spaces needs to be better defined. What are the tradeoffs with protecting open space? Housing affordability? Economic vitality? • Add something about mitigating climate change.
• Add something about improving the planet in face of climate change by proactively reducing carbon emissions.
• Disagree with the GPAC wording about “strive to eliminate minimize negative impacts…” Eliminate is not the right word, we will do our best to reduce impacts.
Prosperity. We have excellent City services and infrastructure that support a thriving local economy where people come to work, shop, dine, and spend time at our parks and open spaces, wineries, and cultural venues.
General Plan Advisory Committee
• We have excellent City services and infrastructure…” sounds like we might not have excellent services in the future. Reword to say we create, maintain, or assure excellent City services.
• Note that services and infrastructure “support growing housing and population needs…” • Add language that commits to continual improvement “We improve upon our excellent City services.”
• Services and infrastructure should be “guided by fiscal sustainability.” Fiscal responsibility means we will have to prioritize.
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
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Planning Commission
• Add something about the reliability, resiliency, and security of water, electricity, and other resources.
• Liked GPAC suggestion to add “excellent City services and infrastructure guided by fiscal sustainability….”
• Add “local craft economy…”
• Add “parks and open spaces, wineries, breweries, and cultural venues.”
ADVISORY COMMITTEE AND PLANNING
COMMISSION VISIONING COMMENTS
ATTACHMENT 4
691
RESOLUTION NO.__________
IN THE CITY COUNCIL OF THE CITY OF LIVERMORE, CALIFORNIA A RESOLUTION APPROVING THE 2045 GENERAL PLAN UPDATE
VISION STATEMENT AND GUIDING PRINCIPLES
On March 1, 2021, the City prioritized the comprehensive update of the Livermore General Plan, including Housing Element and Programmatic Environmental Impact Report, to address changes in regional and state policy, market trends, and community preferences, to plan for growth and conservation for the next 25 years, and support and enhance Livermore quality of life.
On June 28, 2021, the City Council authorized a professional services agreement with PlaceWorks as the consultant team and directed staff to prepare and commence with the General Plan Update work program.
On June 28, 2021, the City authorized the formation of a General Plan Advisory Committee comprised of community members who live or work in Livermore to provide feedback and inform the General Plan Update.
On October 7, 2021, the City Council appointed 19 community members to the General Plan Advisory Committee.
From September through October 2021, the project team (made up of City and PlaceWorks staff) conducted a series of public engagement activities to solicit community input in the creation of the Draft General Plan Vision Statement.
On October 27, 2021, the General Plan Advisory Committee held a public meeting, received a presentation on the General Plan Draft Vision Statement and Guiding Principles, and provided their feedback to the project team.
On November 16, 2021, the Planning Commission held a public meeting, considered the Committee’s feedback, public testimony, and staff recommendations, and adopted a resolution recommending the Council approve the Draft Vision Statement subject to the Commission’s recommended revisions. The Planning Commission’s Resolution No. 29-21 is attached to this resolution as Exhibit A.
On December 13, 2021, the City Council held a public meeting, considered the Committee’s feedback, public testimony, and Planning Commission and staff recommendations for the proposed 2045 General Plan Update Vision Statement and Guiding Principles incorporating that feedback and the recommendations.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Livermore approves the General Plan Vision Statement and Guiding Principles, attached hereto as Exhibit B.
692
RESOLUTION NO.__________
On motion of Council Member , seconded by
Council Member , the foregoing resolution was passed
and adopted on January 10, 2022, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ATTEST: APPROVED AS TO FORM:
/s/ Jason R. Alcala
Marie Weber Jason R. Alcala
City Clerk City Attorney
Exhibit A – Planning Commission Resolution 29-21
Exhibit B – Vision Statement and Guiding Principles
693
EXHIBIT A
694
EXHIBIT A
695
Balance
We prioritize well-designed development
and thoughtful preservation and
collaborate to choose carefully among the
tradeoffs inherent in progress.
Diversity
We welcome and celebrate everyone,
respect and listen to differing viewpoints,
seek out the voices of those who have
been underserved, and ensure everyone
has a say in City decisions.
Equity
We provide everyone access to services
they need and the opportunities to flourish
in healthy homes and neighborhoods.
Prosperity
We have excellent City services and
infrastructure that support a thriving local
economy where people come to work,
shop, dine, and spend time at our parks
and open spaces, wineries, and cultural
venues.
Vision
In 2045, Livermore is safe and welcoming for all. Residents and visitors enjoy a vibrant, active, clean downtown, complemented by commercial districts distributed throughout the city’s various neighborhoods. Known for a healthy economy, Livermore supports a diverse variety of local jobs including those in science and technology, arts and trades, and agriculture. Livermore is recognized for its public art and cultural amenities, which are enjoyed by the local community and visitors alike. Individuals and families of all types and income levels find diverse housing choices close to shopping and entertainment, jobs, well-maintained parks, and exceptional schools.
Residents and visitors value clean energy, water, and air that contribute to Livermore’s high quality of life. Everyone appreciates the availability of pleasant, convenient, zero-emission mobility and enjoys a variety of travel options. People walk and bike on paths, sidewalks, and trails for errands, to meet their daily needs, and for fun.
In 2045, Livermore is a unique community with a big heart where families and individuals flourish, and diverse people work together for the common good. Neighbors cultivate a connection to their city and to each other fostering a close- knit community where civic life and opportunity thrive.
Guiding Principles
Sustainability
We protect open spaces, integrate nature
into the urban environment, minimize our
negative impacts on the planet, and plan
ahead to adapt to a changing climate.
Resiliency
We plan ahead to adapt to a changing
climate, manage resources wisely,
and ensure the stability of our homes,
businesses, energy, and infrastructure.
Integrity
We recognize the Ohlone people as the
original stewards of this area and honor
small-town roots as we plan for future
generations.
EXHIBIT B
696
Equilibrio
Priorizamos el desarrollo bien diseñado y
la preservación cuidadosa y colaboramos
para elegir cuidadosamente entre las
compensaciones inherentes al progreso.
Diversidad
Damos la bienvenida y celebramos a todos,
respetamos y escuchamos diferentes
puntos de vista, buscamos las voces de
aquellos que han sido desatendidos y nos
aseguramos de que todos tengan voz en
las decisiones de la Ciudad.
Equidad
Creamos oportunidades para prosperar
en hogares y vecindarios saludables
y conectamos a las personas con los
servicios que necesitan.
Prosperidad
Nos sentimos orgullosos de nuestros
excelentes y fiscalmente seguros servicios
e infraestructura de la Ciudad que apoyan
a una población en crecimiento y una
economía local abundante y adaptable
donde las personas vienen a trabajar,
comprar, cenar y pasar tiempo en nuestros
parques y espacios abiertos, bodegas,
cervecerías y lugares culturales.
Declaración de la visión
En 2045, Livermore es seguro y acogedor para todos. Los residentes y visitantes disfrutan de un centro vibrante, activo y limpio, complementado por distritos comerciales distribuidos en los diversos vecindarios de la ciudad. Conocido por una economía saludable, Livermore apoya una variedad de trabajos locales, incluidos los trabajos de ciencia y tecnología, artes y oficios, y agricultura. Livermore es reconocido por su arte público y servicios culturales, que son disfrutados por la comunidad local y los visitantes por igual. Las personas y las familias de todos los tipos y niveles de ingresos encuentran diversas opciones de vivienda cerca de tiendas y entretenimiento, trabajos, parques bien mantenidos y escuelas excepcionales.
Los residentes y visitantes valoran la energía, el agua y el aire limpio que contribuyen a la alta calidad de vida de Livermore. Todos aprecian la disponibilidad de una movilidad agradable, conveniente y de cero emisiones y disfrutan de una variedad de opciones de viaje. La gente camina y anda en bicicleta por rutas, aceras y senderos para hacer mandados, para satisfacer sus necesidades diarias y para divertirse.
En 2045, Livermore es una comunidad única con un gran corazón donde las familias y las personas florecen, y diversas personas trabajan juntas por el bien común. Los vecinos cultivan una conexión con su ciudad y entre sí fomentando una comunidad muy unida donde la vida cívica y las oportunidades prosperan.
Principios rectores
Sostenibilidad
Protegemos los espacios abiertos por
su valor escénico, hidrográfica, biológico
y recreativo, integramos la naturaleza
en el entorno urbano, minimizamos
nuestros impactos negativos a la planeta
y reducimos proactivamente nuestras
emisiones de gases de efecto invernadero.
Utilizamos nuestros recursos financieros
de manera productiva y a un ritmo
manejable.
Resiliencia
Planificamos con anticipación para
adaptarnos a un clima cambiante,
administrar los recursos sabiamente
y garantizar la estabilidad de
nuestros hogares, negocios, energía e
infraestructura.
Integridad
Reconocemos al pueblo Ohlone como los
administradores originales de esta área y
las raíces de la pequeña ciudad mientras
planeamos para las generaciones futuras.
EXHIBIT B
697
CITY COUNCIL STAFF REPORT
ITEM NO. 7.3
DATE:
January 10, 2022
TO:
Honorable Mayor and City Council
FROM:
Paul Spence, Community Development Director
SUBJECT:
Discussion and direction on Livermore's preferred approach regarding the Livermore Amador Valley Transit Authority's draft Zero Emission Bus Fleet Transition Study.
RECOMMENDED ACTION
Staff recommends City Council receive the presentation and provide direction to the Livermore representatives on the Livermore Amador Valley Transit Authority Board of Directors on Livermore's preferred approach to transition to a zero-emission bus fleet.
SUMMARY
On October 11, 2021, the City Council requested an overview of the Livermore Amador Valley Transit Authority (LAVTA) Zero-Emission Bus Study. LAVTA will present the Livermore Amador Valley Transit Authority's draft Zero Emission Bus Fleet Transition Study at tonight's meeting. The City Council may provide direction to the City's LAVTA Board representatives on Livermore's preferred approach to transition to zero-emission busses.
DISCUSSION
In December 2018, the California Air Resources Board (CARB) approved the new Innovative Clean Transit regulation, requiring the state’s public transit agencies to transition to all zero-emission bus purchases by 2030 and submit a board-approved zero-emission bus rollout plan to CARB by July 1, 2023. The new CARB regulation requires LAVTA’s new bus purchases to be a minimum of 25% zero- emission buses beginning in 2026 and ramping up to 100% zero-emission buses in 2029, with the goal of transitioning the state’s entire transit fleet to 100% zero-emission fleet by 2040.
At the October 11, 2021 meeting, the City Council requested that the Livermore Amador Valley Transit Authority's draft Zero Emission Bus Fleet Transition Study be placed on the agenda of a future Council meeting for discussion prior to the LAVTA Board taking any action on the item. A LAVTA representative will present the draft study at tonight's meeting. The City Council may ask questions and provide direction to the City's LAVTA Board representatives on Livermore's preferred approach to transition to zero-emission busses. The LAVTA Board is expected to review this item at their February 7, 2022 698
meeting.
FISCAL AND ADMINISTRATIVE IMPACTS
None.
ATTACHMENTS
1. Draft LAVTA ZEB Transition Master Plan
Prepared by: Julie Chiu
Associate Civil Engineer
Approved by:
____________________________________
Marc Roberts
City Manager
Fiscal Review by:
____________________________________
Bhavna Chaudhary
City Treasurer/Finance Manager
699
Presented by: The Center for Transportation and the
Environment
Date: August 11, 2021
ATTACHMENT 1
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Table of Contents
List of Figures ................................ ................................ ................................ ....................... iii List of Tables ................................ ................................ ................................ ......................... v Executive Summary ................................ ................................ ................................ ............... 1 Battery Electric Bus Only Scenario ....................................................................................................................... 4 Mixed Fleet: BEB and FCEB Scenario .................................................................................................................... 5 Fuel Cell Electric Bus Only Scenario ...................................................................................................................... 5 Recommendations ................................................................................................................................................ 6 1 Introduction ................................ ................................ ................................ ................... 8 CARB’s Innovative Clean Transit Regulation ................................ ................................ .................... 9 ZEB Purchase Requirements ................................................................................................................................. 9 ZEB Bonus Credits ............................................................................................................................................... 10 ZEB Rollout Plan .................................................................................................................................................. 10 Exemptions ......................................................................................................................................................... 11 Reporting Requirements .................................................................................................................................... 11 2 ZEB Transition Planning ................................ ................................ ................................ 12 Methodology ................................ ................................ ................................ ............................... 12 Assessment Scenarios ................................ ................................ ................................ .................. 13 Assessment Assumptions ................................ ................................ ................................ ............. 14 3 Requirements Analysis ................................ ................................ ................................ . 16 Baseline Data Collection ................................ ................................ ................................ ............... 16 Fleet Composition ............................................................................................................................................... 16 Routes and Blocks ............................................................................................................................................... 17 Miles and Fuel Consumption .............................................................................................................................. 17 4 Service Assessment................................ ................................ ................................ ....... 17 5 Fleet Assessment ................................ ................................ ................................ .......... 20 Cost Assumptions ................................ ................................ ................................ ........................ 21 Baseline ................................ ................................ ................................ ................................ ....... 21 BEB Only ................................ ................................ ................................ ................................ ...... 22 Mixed Fleet: BEB and FCEB ................................ ................................ ................................ ........... 24 FCEB Only ................................ ................................ ................................ ................................ .... 25 Fleet Assessment Cost Comparison ................................ ................................ ............................... 27 6 Fuel Assessment ................................ ................................ ................................ ........... 29 Charging Analysis ................................ ................................ ................................ ......................... 30 ATTACHMENT 1
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i
Hydrogen Pricing Sensitivity Analysis ................................ ................................ ............................ 31 Low Carbon Fuel Standard Credits ................................ ................................ ................................ 31 Baseline ................................ ................................ ................................ ................................ ....... 31 BEB Only ................................ ................................ ................................ ................................ ...... 32 Mixed Fleet BEB and FCEB ................................ ................................ ................................ ............ 35 FCEB Only ................................ ................................ ................................ ................................ .... 39 Fuel Assessment Cost Comparison ................................ ................................ ................................ 43 7 Maintenance Assessment ................................ ................................ ............................. 44 BEB Only ................................ ................................ ................................ ................................ ...... 45 FCEB Only ................................ ................................ ................................ ................................ .... 47 Maintenance Assessment Cost Comparison ................................ ................................ .................. 48 8 Facilities Assessment ................................ ................................ ................................ .... 49 Battery-Electric Charging Scenarios Depot Infrastructure ................................ .............................. 49 On-Route Charging Infrastructure ................................ ................................ ................................ . 51 BEB Only On-Route Charging Projects ................................................................................................................ 52 BEB Only Depot Planning Projects ...................................................................................................................... 52 BEB Only Depot Structural Projects .................................................................................................................... 53 BEB Only Power Upgrade Projects ..................................................................................................................... 54 BEB Only Depot Charger Installation Projects .................................................................................................... 56 BEB Only (with Depot and On-Route Charging) Infrastructure Cost Summary ................................................. 58 Mixed Fleet: BEB and FCEB Scenario – BEB Facility ................................ ................................ ........ 59 Mixed Fleet Charging Scenario Depot Planning Projects ................................................................................... 59 Mixed Fleet Charging Structural Projects ........................................................................................................... 59 Mixed Fleet Power Upgrade Projects ................................................................................................................. 61 Mixed Fleet Charger Installation Projects .......................................................................................................... 62 Mixed Fleet Charging Infrastructure Cost Summary .......................................................................................... 64 Hydrogen Fuel Cell Infrastructure Scenarios ................................ ................................ .................. 65 50-Bus Mechanical Projects................................................................................................................................ 65 Storage Capacity Projects ................................................................................................................................... 67 Mixed Fleet: BEB and FCEB Scenario – FCEB Facilities ................................ ................................ .... 67 Planning Projects ................................................................................................................................................ 67 Storage Capacity Projects ................................................................................................................................... 68 Maintenance Bay Upgrade Projects ................................................................................................................... 69 Mixed Fleet FCEB Infrastructure Summary ........................................................................................................ 70 FCEB Only ................................ ................................ ................................ ................................ .... 71 Planning Projects ................................................................................................................................................ 71 Storage Capacity Projects ................................................................................................................................... 72 Maintenance Bay Upgrade Projects ................................................................................................................... 72 FCEB Only Infrastructure Summary .................................................................................................................... 73 Facilities Assessment Cost Comparison ................................ ................................ ......................... 73 9 Total Cost of Ownership Assessment ................................ ................................ ............. 75 ATTACHMENT 1
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ii
Costs by Scenario ................................ ................................ ................................ ......................... 75 Baseline ............................................................................................................................................................... 75 BEB Only.............................................................................................................................................................. 75 Mixed Fleet: BEB and FCEB ................................................................................................................................. 76 FCEB Only ............................................................................................................................................................ 77 Total Estimated Costs ................................ ................................ ................................ ................... 77 10 Conclusions and Recommendations ................................ ................................ .......... 79 Appendix A1 ................................ ................................ ................................ ........................ 81 Addenda ................................ ................................ ................................ .............................. 91
ATTACHMENT 1
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iii
List of Figures
Figure 1 – Battery and Fuel Cell Bus Schematic .............................................................................. 2 Figure 2 - Total Cost of Ownership, by Scenario ............................................................................. 6 Figure 3 - LAVTA System Map Highlighting Facility Locations ........................................................ 8 Figure 4 - Battery and Fuel Cell Electric Bus Schematic .................................................................. 9 Figure 5 - CTE's ZEB Transition Study Methodology ..................................................................... 12 Figure 6 - 40’ BEB Block Achievability Percentage by Year ........................................................... 20 Figure 7 - Projected Bus Purchases, Baseline Scenario ................................................................ 21 Figure 8 - Annual Fleet Composition, Baseline Scenario .............................................................. 22 Figure 9 - Annual Capital Costs, Baseline Scenario ....................................................................... 22 Figure 10 – Projected Bus Purchases, BEB Only Scenario............................................................. 23 Figure 11 – Annual Fleet Composition, BEB Only Scenario .......................................................... 23 Figure 12 – Annual Capital Costs, BEB Only Scenario ................................................................... 24 Figure 13 – Projected Bus Purchases, Mixed Fleet Scenario ........................................................ 24 Figure 14 – Annual Fleet Composition, Mixed Fleet Scenario ...................................................... 25 Figure 15 – Annual Capital Costs, Mixed Fleet Scenario............................................................... 25 Figure 16 – Projected Bus Purchases, FCEB Only Scenario ........................................................... 26 Figure 17 – Annual Fleet Composition, FCEB Only Scenario ........................................................ 26 Figure 18 - Annual Capital Costs, FCEB Only Scenario .................................................................. 27 Figure 19 - Cumulative Bus Capital Costs, Fleet Assessment....................................................... 27 Figure 20 – Annual Fuel Consumption, Baseline Scenario ........................................................... 32 Figure 21 – Annual Fuel Costs, Baseline Scenario ........................................................................ 32 Figure 22 – Annual Fuel Consumption, BEB Only Scenario .......................................................... 33 Figure 23 – Annual Fuel Costs, BEB Only Scenario ....................................................................... 34 Figure 24 - Potential LCFS Credit Revenue for 100% Renewable Electric, BEB Only Scenario ..... 35 Figure 25 – Annual Fuel Consumption, Mixed Fleet Scenario ...................................................... 35 Figure 26 – Annual Fuel Costs, Mixed Fleet Scenario ................................................................... 36 Figure 27 - Potential LCFS Credit Revenue for Fossil Fuel SMR Hydrogen, Mixed Fleet Scenario 37 Figure 28 - Potential LCFS Credit Revenue for 100% Renewable Electrolysis Hydrogen, Mixed Fleet Scenario ................................................................................................................................ 38 Figure 29 - Potential LCFS Credit Revenue for Dairy Gas SMR Hydrogen, Mixed Fleet Scenario. 39 Figure 30 – Annual Fuel Consumption, FCEB Only Scenario......................................................... 40 Figure 31 – Annual Fuel Costs, FCEB Only Scenario ...................................................................... 40 Figure 32 - Potential LCFS Credit Revenue for Fossil Fuel SMR Hydrogen, FCEB Only Scenario .. 41 Figure 33 - Potential LCFS Credit Revenue for 100% Renewable Electrolysis Hydrogen, FCEB Only Scenario......................................................................................................................................... 42 Figure 34 – Potential LCFS Credit Revenue for Dairy Gas SMR Hydrogen, FCEB Only Scenario .. 42 Figure 35 – Total Costs, Fuel Assessments ................................................................................... 43 Figure 36 - Annual Fleet Maintenance Costs, Baseline ................................................................ 45 Figure 37 - Annual Fleet Maintenance Costs, BEB Only Scenario................................................. 46 Figure 38 - Annual Fleet Maintenance Costs, Mixed Fleet Scenario ............................................ 47 Figure 39 - Annual Maintenance Costs, FCEB Only Scenario ........................................................ 47 Figure 40 - Total Costs, Maintenance Assessments...................................................................... 48 ATTACHMENT 1
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iv
Figure 41 - On-Route Infrastructure Projects, BEB Only Scenario ................................................ 52 Figure 42 - Depot Planning Projects, BEB Only Scenario .............................................................. 53 Figure 43 –Incremental Depot Gantries, BEB Only Scenario ........................................................ 54 Figure 44 – Annual Depot Structural Projects Cost, BEB Only Scenario ....................................... 54 Figure 45 – Incremental Depot Electrical Demand, BEB Only Scenario (MW) ............................ 55 Figure 46 – Depot Recommended Power Upgrade Projects, BEB Only Scenario (MW) .............. 56 Figure 47 – Depot Annual Power Upgrade Project Costs, BEB Only Scenario .............................. 56 Figure 48 – Annual Depot Dispenser Installations, BEB Only Scenario ........................................ 57 Figure 49 – Annual Depot Charger Installations, BEB Only Scenario............................................ 57 Figure 50 - Annual Cost of Depot Charger and Dispenser Installations, BEB Only Scenario ........ 58 Figure 51 - Cumulative Total Infrastructure Costs, BEB Only Scenario ........................................ 59 Figure 52 - Planning Projects, Mixed Fleet Charging Scenario ..................................................... 59 Figure 53 – Incremental Gantries, Mixed Fleet Charging Scenario .............................................. 60 Figure 54 – Annual Structural Projects Cost, Mixed Fleet Scenario ............................................. 61 Figure 55 – Incremental Electrical Demand, Mixed Fleet Scenario (MW)................................... 61 Figure 56 – Recommended Power Upgrade Projects, Mixed Fleet Charging Scenario (MW) ..... 62 Figure 57 – Annual Power Upgrade Project Costs, Mixed Fleet Charging Scenario ..................... 62 Figure 58 – Annual Dispenser Installations, Mixed Fleet Charging Scenario ............................... 63 Figure 59 – Annual Charger Installations, Mixed Fleet Charging Scenario ................................... 63 Figure 60 - Annual Cost of Charger and Dispenser Installations, Mixed Fleet Charging Scenario 64 Figure 61 - Cumulative Total BEB Infrastructure Costs, Mixed Fleet Scenario ............................. 65 Figure 62 - Planning Projects, Mixed Fleet Scenario .................................................................... 68 Figure 63 - Mechanical Projects, Mixed Fleet Scenario ................................................................ 68 Figure 64 - Storage Capacity Projects, Mixed Fleet Scenario ....................................................... 69 Figure 65 - Hydrogen Maintenance Bay Upgrade Projects, Mixed Fleet Scenario ....................... 69 Figure 66 - Annual FCEB Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario ................... 70 Figure 67 - Cumulative Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario ..................... 70 Figure 68 – Planning Projects, FCEB Only Scenario ...................................................................... 71 Figure 69 – Hydrogen Mechanical Projects, FCEB Only Scenario ................................................. 71 Figure 70 - Hydrogen Storage Capacity Projects, FCEB Only Scenario ......................................... 72 Figure 71 - Hydrogen Maintenance Bay Upgrade Projects, FCEB Only Scenario ......................... 72 Figure 72 - Cumulative Infrastructure Costs, FCEB Only Scenario ................................................ 73 Figure 73 - Total Cumulative Costs, Facilities Assessment ........................................................... 74 Figure 74 – Total Costs by Type, Baseline Scenario ...................................................................... 75 Figure 75 – Total Costs by Type, Depot and On-Route Charging Scenario ................................... 76 Figure 76 – Total Costs by Type, Mixed Fleet: BEB and FCEB Scenario ........................................ 76 Figure 77 – Total Costs by Type, FCEB Only Scenario ................................................................... 77 Figure 78 – Total Cost of Ownership, by Scenario ........................................................................ 77
ATTACHMENT 1
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v
List of Tables
Table 1 - ICT ZEB Percentage Requirements ................................................................................... 1 Table 2 - Total Cost of Ownership, by Scenario .............................................................................. 4 Table 3 – CARB Innovative Clean Transit (ICT) ZEB Transition Timeline for Small Agencies .......... 9 Table 4 - ZEB Bonus Credits Applied to CARB ICT Transition Schedule ........................................ 10 Table 5 - Fleet Breakdown by Depot and Length.......................................................................... 16 Table 6 – Count of Blocks by Depot and Bus Length .................................................................... 17 Table 7 – Annual Service Miles by Depot and Bus Length ............................................................ 17 Table 8 – Annual Diesel Consumption by Depot and Bus Length................................................. 17 Table 9 – Selected Routes for Modeling ....................................................................................... 18 Table 10 – Modeling Results Summary......................................................................................... 19 Table 11 – Fleet Assessment Cost Assumptions ........................................................................... 21 Table 12 - Total Bus Capital Costs, Fleet Assessment ................................................................... 28 Table 13 – Fuel Cost Assumptions ................................................................................................ 29 Table 14 – PG&E Rate Schedule .................................................................................................... 30 Table 15 – LCFS Credit Revenue Estimates by Year, BEB Only Scenario ...................................... 34 Table 16 – LCFS Credit Revenue Estimates by Year for Fossil Fuel SMR Hydrogen, Mixed Fleet Scenario......................................................................................................................................... 37 Table 17 – LCFS Credit Revenue Estimates by Year for 100% Renewable Electrolysis Hydrogen, Mixed Fleet Scenario..................................................................................................................... 38 Table 18 – LCFS Credit Revenue Estimates by Year for Dairy Gas SMR Hydrogen, Mixed Fleet .. 39 Table 19 – LCFS Credit Revenue Estimates by Year for Fossil Fuel SMR Hydrogen, FCEB Only Scenario......................................................................................................................................... 41 Table 20 – LCFS Credit Revenue Estimates by Year for 100% Renewable Electrolysis Hydrogen, FCEB Only Scenario ....................................................................................................................... 41 Table 21 – LCFS Credit Revenue Estimates by Year for Dairy Gas SMR Hydrogen, FCEB Only Scenario......................................................................................................................................... 42 Table 22 - Total Fuel Costs Over Entire Transition Period, Fuel Assessment ............................... 43 Table 23 – Labor and Materials Cost Assumptions ...................................................................... 44 Table 24 - Midlife Overhaul Cost Assumptions............................................................................. 45 Table 25 - Total Costs, Maintenance Assessments ....................................................................... 48 Table 26 – BEB Infrastructure Project Cost Assumptions ............................................................. 51 Table 27 – On-Route Infrastructure Project Cost Assumptions ................................................... 52 Table 28 – Structural Project Cost Assumptions ........................................................................... 53 Table 29 – Depot Power Upgrade Cost Assumptions, BEB Only Scenario................................... 55 Table 30 - Dispenser and Charger Project Cost Assumptions....................................................... 57 Table 31 - Total Infrastructure Costs, BEB Only Scenario ............................................................. 58 Table 32 - Structural Project Cost Assumptions ........................................................................... 60 Table 33 - Total BEB Infrastructure Costs, Mixed Fleet Scenario ................................................. 64 Table 34 – FCEB Infrastructure Planning Assumptions ................................................................. 67 Table 35 – Total Infrastructure Costs, FCEB Only Scenario .......................................................... 73 Table 36 - Total Cumulative Costs, Facilities Assessment............................................................. 74 Table 37 – Total Cost of Ownership, by Scenario ......................................................................... 78 ATTACHMENT 1
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LAVTA Zero-Emission Bus Transition Study
1 Executive Summary
Livermore-Amador Valley Transit Authority (LAVTA) engaged the Center for Transportation and the Environment (CTE) to perform a zero-emission bus (ZEB) transition study in May 2020. The study’s goal is to create a plan for a 100% zero-emission fleet by 2040 to comply with the Innovative Clean Transit (ICT) regulation enacted by the California Air Resources Board (CARB).
The results of the study will inform LAVTA Board members and LAVTA staff of the estimated costs, benefits, constraints, and risks of the transition to a zero-emission fleet and will guide future planning and decision-making.
On December 14, 2018, CARB enacted the ICT regulation, setting a goal for California public transit agencies to have 100% zero-emission fleets by 2040. The ruling specifies the percentage of new bus procurements that must be zero-emission for each year of the transition period (2023 – 2040). Those annual percentages are outlined in Table 1 below.
Table 1 - ICT ZEB Percentage Requirements
Starting January 1 ZEB Percentage of Total New Bus Purchases 2026 25%
2027 25%
2028 25%
2029 100%
This schedule lays out a pathway to reaching 100% zero-emission fleets in 2040 based on a 12- year projected lifespan for a transit bus. There is the opportunity to request waivers, however, that allow purchase deferrals in the event of economic hardship or if zero-emission technology has not matured enough to meet the service requirements of a given route. These concessions recognize that zero-emission technologies may cost more than current internal combustion engine (ICE) technologies on a lifecycle basis and that zero-emission technology may not currently be able to meet all service requirements.
Zero-emission technologies considered in this study include battery-electric buses (BEB) and hydrogen fuel cell electric buses (FCEB). BEBs and FCEBs have similar electric drive systems that feature a traction motor powered by a battery. The primary differences between BEBs and FCEBs are the respective amount of battery storage and the method by which the batteries are recharged. The energy supply in a BEB comes from electricity provided by an external source, ATTACHMENT 1
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LAVTA Zero-Emission Bus Transition Study
2 typically the local utility’s electrical grid, which is used to recharge the batteries. The energy supply for an FCEB is on-board the bus, where hydrogen, stored in tanks, is converted to electricity using a fuel cell. The electricity from the fuel cell is used to recharge the batteries.
The electric drive components and energy source for a BEB and FCEB are illustrated in Figure 1.
Figure 1 – Battery and Fuel Cell Bus Schematic
CTE worked closely with LAVTA staff throughout the project to develop an approach, define assumptions, and confirm the results. The approach for the study is based on analysis of three ZEB technology scenarios compared to a baseline scenario:
1. Baseline
2. BEB Only
3. Mixed Fleet: BEB and FCEB
4. FCEB Only
To accurately project service feasibility for each of these zero-emission technologies, CTE then assessed the block achievability of LAVTA’s current service schedules. Block achievability is determined by comparing the estimated energy required to operate a BEB on a given block to the usable onboard energy storage capacity of the bus. If the block energy requirement exceeds the onboard storage capacity, the block is considered unachievable. If the block energy requirement does not exceed the usable onboard storage capacity, the block is considered to be achievable. Although not a zero-emission scenario, this study also includes a baseline scenario that is used to compare the cost of a ZEB transition to a “business-as-usual” case (i.e., without the need to meet ICT requirements).
The BEB Only scenario was developed to model a fleet option with a fleet consisting entirely of battery electric buses that can meet existing service range requirements. Fleets consisting of BEBs that only charge at a depot may not be able to meet the range requirements of many routes and require additional time returning to the depot to charge. These constraints would necessitate additional bus purchases to cover the charging times. On-route charging mitigates the possible need for additional bus purchases by extending the range of in-service buses and only
•
ATTACHMENT 1
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LAVTA Zero-Emission Bus Transition Study
3 reducing the depot time necessary for charging. A uniform technology throughout the fleet allows for the installation of a single fueling technology at the depot. The challenges of on- route charging are finding space along the routes for chargers and the additional costs of land acquisition, equipment, and infrastructure installation.
A Mixed Fleet: BEB and FCEB scenario was developed with the assumption that all of the blocks that could be achieved with depot only charged BEBs. Because the range of FCEBs exceeds that of BEBs, FCEBs are capable of completing blocks that BEBs cannot and are modeled therefore to replace ICE buses at a 1:1 ratio. FCEBs and hydrogen, however, are more expensive than BEBs and electricity, so a mixed fleet allows an agency to use the less expensive BEB technology where possible and cover service needs with FCEBs as needed. A mixed fleet is also more resilient to service interruptions if either fuel becomes temporarily unavailable. For agencies such as LAVTA that operate only one depot, however, mixed fleets present the spatial challenge of hosting both infrastructure types in one depot.
The FCEB scenario was developed to help identify benefits and mitigate challenges associated with switching the entire fleet to fuel cell technology. An FCEB fleet could replace ICE buses on a 1:1 ratio and avoids the need to install two types of fueling infrastructure or purchase additional land for on-route charging. A FCEB fleet, however, lacks the redundancy provided by diverse fuels that a mixed fleet utilizes. Additionally, the cost of the buses and fuel for this scenario make an FCEB fleet the most expensive option despite the savings in infrastructure costs compared to a large-scale fleet transition to BEBs.
Improvements in technology are expected, but there is no indication of when BEB technology may improve to the point of one-for-one replacement of internal combustion engine buses or when the cost of FCEBs and hydrogen fuel will decrease to cost-competitive levels. Given these unknowns and the possible rapid changes in zero-emission technologies as interest in the field grows, this study presents a range of estimated costs that can be expected for LAVTA’s ZEB fleet transition.
The underlying basis for the assessment is CTE’s ZEB Transition Planning Methodology, a complete set of analyses used to inform agencies planning the conversion of their fleets to zero-emission technologies. The methodology consists of data collection, analysis, and evaluation stages; these stages are sequential and build upon findings in previous steps. In the evaluation stage, CTE assesses energy efficiency and energy use by the buses to calculate the distance that a bus will be able to travel on a single charge or hydrogen fill. CTE collected sample data from eight of LAVTA’s routes. Then, using generic ZEB battery capacity specifications for given bus lengths, CTE estimated range and energy consumption on all LAVTA routes and blocks under varying environmental and passenger load conditions. Once this information was established, CTE completed the following assessments to develop cost estimates for each of the three scenarios:
The Fleet Assessment develops a projected timeline for replacement of current buses with ZEBs that is consistent with the agency’s fleet replacement plan. This assessment also includes a projection of fleet capital cost over the transition lifetime and it can be optimized with regard ATTACHMENT 1
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LAVTA Zero-Emission Bus Transition Study
4 to any state mandates, like CARB’s ICT regulation, or to meet agency goals, such as minimizing cost or maximizing service levels.
The Fuel Assessment merges the results of the Service Assessment and Fleet Assessment to determine annual fuel requirements and associated costs. The Fuel Assessment calculates energy costs through the full life of the transition, including the agency’s current fossil fuel buses. As current technologies are phased out in later years of the transition, the Fuel Assessment calculates the increasing energy requirements for ZEBs. The Fuel Assessment also provides a total energy cost over the transition lifetime.
The Facilities Assessment determines the necessary infrastructure to support the projected zero-emission fleet based on results from the Fleet Assessment and Fuel Assessment. The Facilities Assessment is calculated to meet the fleet procurement schedules defined in the Fleet Assessment and the and fueling capacity required based on the Fuel Assessments. The result shows quantities of hydrogen and battery electric infrastructure and calculates associated costs.
The Maintenance Assessment calculates all projected fleet maintenance costs over the life of the project. This includes costs related to existing fossil fuel buses remaining in the fleet, as well as new BEBs.
The Total Cost of Ownership Assessment compiles results from the previous assessment stages and provides a comprehensive view of all associated costs, over the transition lifetime. The table and figure below provide a side-by-side comparison of the cumulative transition costs for each scenario.
Table 2 - Total Cost of Ownership, by Scenario
Assessment Type Baseline BEB Only Mixed Fleet: BEB
and FCEB FCEB Only
Fleet $ 96,507,000 $ 133,274,000 $ 137,106,000 $ 150,188,000 Fuel* $ 19,050,000 $ 19,965,000 $ 21,833,000 $ 30,399,000 Infrastructure $ 0 $ 19,955,000 $ 14,427,000 $ 9,752,000 Maintenance $ 22,902,000 $ 21,961,000 $ 23,536,000 $ 25,303,000 Total $ 138,459,000 $ 195,155,000 $ 196,902,000 $ 215,642,000 % ZEB in 2040 0% 100% 100% 100%
*Excludes any potential LCFS credit revenue
Battery Electric Bus Only Scenario
As seen in Table 2, in an all BEB strategy, ZEB transition costs are likely to be $195 million for the BEB Only scenario (100% of LAVTA’s fleet is replaced with BEBs by 2035 without adding additional buses). The costs shown in this graph increase over time because they are cumulative. The capital and maintenance costs for FCEBs exceed the additional costs from on- ATTACHMENT 1
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LAVTA Zero-Emission Bus Transition Study
5 route charging infrastructure and utility costs in the BEB scenario. The difference in cost between the Baseline and BEB scenario is largely the result of higher capital costs for BEBs compared to diesel-hybrid buses and the fact that infrastructure is already in place for diesel fueling. It should be noted that only 40-foot buses were considered in all ZEB transition scenarios. These parameters were based on LAVTA’s current fleet structure and planned procurements, which include replacing 30-foot buses that are currently in their fleet with 40- foot buses going forward. Also, these bus lengths have passed Altoona testing and are thus allowable under the CARB ICT regulation.
Mixed Fleet: BEB and FCEB Scenario
The Mixed Fleet: BEB and FCEB scenario resulted in a total cost of approximately $197 million.
Though the costs are less for a mixed fleet deployment than for the FCEB Only deployment, there is the added complexity of installing infrastructure for both fuel types. Since LAVTA has only one depot, the space constraint of installing both infrastructure types may be a challenge.
Compared to ICE buses, ZEBs may require significantly less maintenance since their engines require no fluids and have fewer components to maintain.1 It is possible then that a ZEB fleet would require fewer maintenance bays than an ICE fleet, possibly further reducing space constraints.
Fuel Cell Electric Bus Only Scenario
In the FCEB Only scenario, ZEB transition costs are estimated at $216 million for replacement of 100% of the fleet with FCEBs by 2035. A primary assumption for the FCEB Only scenario is that 40-foot fuel cell electric buses will be available during the entire transition period. It is expected that, due to the limited deployment of FCEBs in service in the United States, capital costs for these buses and hydrogen fuel costs will remain high in the near-term due to low market competition which is expected to change; however, more data is needed to adequately project these cost decreases. As such, this study uses current FCEB and infrastructure pricing for the entirety of the ZEB transition period.
For estimates of FCEB maintenance costs, CTE used data reported from Orange County Transit Authority’s (OCTA) FCEB fleet of 10 New Flyer buses in their first year of operation. Fuel cell technology was new to OCTA and, as a result, the maintenance costs were higher than expected. OCTA does expect reductions in the long run. Given the necessary reliance on this early-adoption maintenance data, FCEB maintenance cost data has a wider error margin than BEB cost estimates. More concrete data will become available, and costs will likely fall as a larger number of fuel cell electric buses and hydrogen infrastructure are deployed. Significant investments in hydrogen infrastructure may take years to materialize, however.
1 Eudy, Leslie and Matthew Jeffers. 2018. Zero-Emission Bus Evaluation Results: County Connection Battery Electric Buses.
Golden, CO: National Renewable Energy Laboratory. NREL/TP-5400-72864. https://www.nrel.gov/docs/fy19osti/72864.pdf.
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LAVTA Zero-Emission Bus Transition Study
6 Figure 2 - Total Cost of Ownership, by Scenario
Recommendations
In addition to the uncertainty of technology improvements, there are other risks in trying to estimate costs over the 20-year transition period to consider. Although current BEB range limitations may be improved over time as a result of advancements in battery energy density and more efficient components, battery degradation may re-introduce range limitations, which is a cost and performance risk to an all-BEB fleet over time. In emergency scenarios that require use of BEBs, agencies may face challenges supporting long-range evacuations and providing temporary shelters in support of fire and police operations. Furthermore, fleetwide energy service requirements, power redundancy, and resilience may be difficult to achieve at any given depot in an all-BEB scenario. Although FCEBs may not be subject to these same limitations, higher capital equipment costs and availability of hydrogen may constrain FCEB solutions.
Given these considerations, the recommendations for LAVTA are as follows:
1. Remain proactive with ZEB deployments: LAVTA has been proactive in the purchase and deployment of BEBs through their ZEB Program. For successful fleetwide deployment, BEBs will require charge management software, hardware, and standards to manage the fleetwide transition. For FCEB deployment to be competitive, lower fuel costs that will evolve over time with the production of hydrogen at scale will be required. LAVTA should move forward thoughtfully, taking advantage of various grant and incentive programs to offset the incremental cost for ZEB deployment. Incentive programs may be eliminated in future years as ZEB procurements are required instead of being optional.
2. Target specific routes and blocks for early ZEB deployments: LAVTA should consider the strengths of given ZEB technologies and focus those technologies on routes and blocks that take advantage of their efficiencies and minimize the impact of the constraints related to the respective technologies. These technologies cannot follow a one-size-fits-all approach from either a performance or cost perspective. Matching the technology to the service will be a critical best practice. Results from early LAVTA ZEB deployment will help to inform these decisions.
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
2020
2022
2024
2026
2028
2030
2032
2034
2036
2038
2040
Cost of Ownership
Year
Total Cost of Ownership, by Scenario
FCEB Only $210,950,000-
$215,642,000
Depot&On-Route BEB $195,155,000
Depot BEB&FCEB $195,747,000-
$196,902,000
Baseline $138,459,000
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7 The transition to ZEB technologies represents a paradigm shift in bus procurement, operation, maintenance, and infrastructure. It is only through a continual process of deployment with specific goals for advancement that the industry can achieve the goal of economically sustainable, zero-emission transportation sector.
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8 1 Introduction
Beginning operation in 1986, LAVTA provides bus services to communities in the cities of Dublin, Livermore, Pleasanton and Alameda County. LAVTA’s mission is “to provide equal access to a variety of safe, affordable and reliable public transportation choices, increasing the mobility and improving the quality of life of those who live or work in and visit the Tri-Valley area.” LAVTA currently has one facility, located on Rutan Court, but will be moving to Atlantis Court by 2028:
1. LAVTA Current Facility: 1362 Rutan Court, Livermore, CA 94551
2. LAVTA Future Facility: 875 Atlantis Court, Livermore, CA 94551
Figure 3 - LAVTA System Map Highlighting Facility Locations LAVTA engaged CTE to perform a ZEB transition study in May 2020. The study’s goal is to create a plan for a 100% zero-emission fleet by 2040 to comply with the Innovative Clean Transit (ICT) regulation enacted by California Air Resources Board (CARB). The results of the study will inform LAVTA Board members and LAVTA staff of the estimated costs, benefits, constraints, and risks of the transition to a zero-emission fleet and will guide future planning and decision- making.
Zero-emission technologies considered in this study include battery electric buses (BEBs) and hydrogen fuel cell electric buses (FCEBs). BEBs and FCEBs have similar electric drive systems that feature a traction motor powered by a battery. The primary differences between BEBs and FCEBs are the respective amount of battery storage and the method by which the batteries are recharged. The energy supply in a BEB comes from electricity provided by an external source, typically the local utility’s electric grid, which is used to recharge the batteries. The energy supply for an FCEB is completely on-board, where hydrogen is converted to electricity within a fuel cell. The electricity from the fuel cell is used to recharge the batteries. The electric drive Rutan Court Facility
Atlantis Court Facility
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9 components and energy source for a BEB and FCEB are illustrated in
Figure 4 - Battery and Fuel Cell Electric Bus Schematic .
Figure 4 - Battery and Fuel Cell Electric Bus Schematic CARB’s Innovative Clean Transit Regulation
On December 14, 2018, CARB enacted the ICT regulation, requiring all California public transit agencies to purchase only ZEBs from 2029 onward, with partial ZEB purchasing requirements beginning in 2023 for large agencies, and 2026 for small agencies, with the goal of transitioning agencies to ZEB fleets. This section summarizes key elements of the ICT.
ZEB Purchase Requirements
LAVTA’s fleet is designated as a small fleet by the California Air Resources Board (CARB) because the fleet does not exceed 100 vehicles at pullout. The ICT regulation requires that all ATTACHMENT 1
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10 new bus purchases include a specified percentage of ZEBs in accordance with the following schedule:
Table 3 – CARB Innovative Clean Transit (ICT) ZEB Transition Timeline for Small Agencies Starting
January 1
Percent of New Bus
Purchases
Purchase
Discharge Criteria
2023 If 850 ZEBs by 12/31/2020
2024 If 1250 ZEBs by 12/31/2020
2025 -
2026 25% -
2027 25% -
2028 25% -
2029 100% -
New bus purchase requirements may be eliminated in 2023 and 2024 if a minimum number of buses are purchased by a specified date across all transit agencies in California. ZEB bonus credits do not count toward these milestones. Purchase of a cutaway bus, over-the-road bus, double-decker bus, or articulated bus may be deferred until either January 1, 2026 or until a model of a given type has passed the Altoona bus testing procedure and obtained a Bus Testing Report, regardless of if purchasing milestones are met or not.
ZEB Bonus Credits
Agencies may earn bonus credits for early acquisition of ZEBs, which may be used against future compliance requirements. To earn bonus credits, ZEBs must be placed into service according to the following schedule. Bonus credits expire on December 31, 2028.
Table 4 - ZEB Bonus Credits Applied to CARB ICT Transition Schedule Technology Placed in Service ZEB Bonus Credit
BEB Before January 1, 2018 1
FCEB January 1, 2018 Before 2
FCEB January 1, 2018 to December 31, 2022 1
Since LAVTA does not plan to purchase any ZEBs until 2023, it will not be eligible to receive these credits for their purchases.
ZEB Rollout Plan
LAVTA is required to submit a ZEB Rollout Plan to CARB that has been approved by their governing board by July 1, 2023. ZEB Rollout Plans must include all of the following components:
• A goal of full transition to ZEBs by 2040 with careful planning that avoids early retirement of conventional internal combustion engine (ICE) buses; ATTACHMENT 1
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11 • Identification of the types of ZEB technologies a transit agency is planning to deploy, such as battery-electric or fuel cell electric buses;
• A schedule for construction of facilities, infrastructure modifications, or upgrades including charging, fueling, and maintenance facilities to deploy and maintain ZEBs. This schedule must specify the general location of each facility, type of infrastructure, service capacity of an infrastructure, and a timeline for construction; • A schedule for zero-emission and conventional ICE bus purchases and lease options. This schedule for bus purchases replacements must identify the bus types, fuel types, and number of buses;
• A schedule for conversion of conventional ICE buses to ZEBs, if any. This schedule for bus conversion must identify number of buses, bus types, the propulsion systems being removed and converted to;
• A description on how a transit agency plans to deploy ZEBs in disadvantaged communities as listed in the latest version of CalEnviroScreen at the time the Rollout Plan is submitted;
• A training plan and schedule for ZEB operators and maintenance and repair staff; and • The identification of potential funding sources.
Exemptions
Agencies may request exemptions from ZEB purchase requirements in a given year due to circumstances beyond the transit agency’s control. Acceptable circumstances include:
• Delay in bus delivery caused by setback of construction schedule of infrastructure needed for the ZEB;
• Available depot-charged BEBs cannot meet a transit agency’s daily mileage needs; • Available ZEBs do not have adequate gradeability performance to meet the transit agency’s daily needs;
• When a required ZEB type for the applicable weight class [based on gross vehicle weight rating (GVWR)] is unavailable for purchase because the ZEB has not passed Altoona, cannot meet ADA requirements, or would violate any federal, state, or local regulations or ordinances;
• When a required ZEB type cannot be purchased by a transit agency due to financial hardship.
Reporting Requirements
Starting March 31, 2021 and continuing every year thereafter through March 31, 2050, each transit agency must submit an annual ICT ZEB compliance report by March 31 for the prior calendar year. The initial report must be submitted by March 31, 2021 and must include the number and information of active buses in the transit agency’s fleet as of December 31, 2018.
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12 2 ZEB Transition Planning
Methodology
This study uses CTE’s ZEB Transition Planning Methodology, which is a complete set of analyses, used to inform agencies converting their fleets to zero-emission technology. The methodology consists of data collection and analysis and assessment stages; these stages are sequential and build upon findings in previous steps. The work steps specific to this study are outlined below:
1. Planning and Initiation
2. Requirements & Data Collection
3. Service Assessment
4. Fleet Assessment
5. Fuel Assessment
6. Facilities Assessment
7. Maintenance Assessment
8. Total Cost of Ownership Assessment
Figure 5 - CTE's ZEB Transition Study Methodology
The Planning and Initiation phase builds the administrative framework for the transition study.
During this phase, the project team drafted the scope, approach, tasks, assignments and timeline for the project. CTE worked with LAVTA staff to plan the overall project scope and all deliverables throughout the full life of the study.
For the Requirements & Data Collection, CTE collected GPS data on selected LAVTA routes and used software models to estimate ZEB performance. The outputs from this modeling were used to estimate the achievability of serving every block in LAVTA’s network using BEBs and FCEBs.
The Service Assessment phase initiated the data collection and technical analysis of the study.
CTE met with LAVTA to define assumptions and requirements used throughout the study and to collect operational data. The results from the Service Assessment were used to guide ZEB procurement analysis in the Fleet Assessment and to determine energy requirements (depot charging, on-route charging, and/or hydrogen) in the Fuel Assessment.
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13 The Fleet Assessment develops a projected timeline for replacing current buses with ZEBs that is consistent with the agency’s fleet replacement plan. Multiple projection scenarios with different combinations of ZEB technologies are created. This assessment also includes a projection of fleet capital costs over the transition timeline, and it can be optimized for any state mandates like CARB’s ICT regulation or agency goals such as minimizing cost or maximizing service levels.
The Fuel Assessment merges the results of the Service Assessment and Fleet Assessment to determine annual fuel requirements and associated costs. The Fuel Assessment calculates energy costs through the full transition timeline for each scenario, including the agency’s current fossil-fuel buses. To more accurately estimate BEB charging costs, a focused Charging Analysis is performed to simulate daily system-wide charging use. As current technologies are phased out in later years of the transition, the Fuel Assessment calculates the increasing energy requirements for ZEBs. The Fuel Assessment also provides a total energy cost over the transition lifetime.
The Facilities Assessment determines the necessary infrastructure to support the projected zero-emission fleet based on results from the Fleet Assessment and Fuel Assessment. The Facilities Assessment is calculated for each scenario used in the Fleet and Fuel Assessments.
The result shows quantities of hydrogen and battery-electric infrastructure and calculates associated costs.
The Maintenance Assessment calculates all projected fleet maintenance costs over the life of the project. This includes costs related to existing fossil-fuel buses remaining in the fleet, as well as new BEBs and FCEBs, calculated for each scenario.
The Total Cost of Ownership Assessment compiles results from the previous assessment stages and provides a comprehensive view of all associated costs, organized by scenario, over the transition lifetime.
Assessment Scenarios
The approach for this ZEB transition study is based on the creation and analysis of three scenarios, as well as a baseline:
0. Baseline
1. BEB Only
2. Mixed Fleet: BEB and FCEB
3. FCEB Only
Current battery electric bus technologies do not have the range to allow for a one-for-one replacement of all types of fossil-fuel buses. Technology and range improvements are expected; however, there are significant challenges to overcome, and the timeline to achieve the goal is uncertain. In many cases, if a transit agency were to maintain service levels after transitioning to a fleet of BEBs charged only at a depot, it would be necessary to replace conventional ICE buses at a 2:1 ratio to cover the range limitations and charging times of the new BEB fleet.
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14 increased costs for purchasing, fueling, and maintaining additional buses and the additional infrastructure required to charge them. On-route charging provides an alternative to the larger fleet approach and, as such, the BEB Only scenario was developed to explore this alternative solution for deploying a ZEB fleet. In this scenario, BEBs are charged at the depots when not in- service and are charged on-route when necessary to complete service requirements.
The Mixed Fleet: BEB and FCEB scenario utilizes both battery electric and fuel cell electric technologies. The underlying assumption for the mixed scenario is that neither technology is suitable for 100% of the fleet replacement due to inherent constraints and that including both technologies allows for more flexibility. Additionally, using a mixed fleet of BEBs and FCEBs achieves a 100% zero-emission fleet without the need to add buses.
Finally, the FCEB Only scenario is based on the outputs of the Requirements Analysis, which found that FCEBs can meet all LAVTA’s daily service requirements by block. This scenario examines the costs incurred by hydrogen fueling and transitioning to a 100% FCEB fleet.
Assessment Assumptions
Due to varying conditions over the course of a long-term fleet transition, it is necessary to establish a number of simplifying assumptions. These assumptions were developed based on discussions between CTE and LAVTA:
• Transition period is defined as achieving 100% ZEB fleet purchasing by 2040 to comply with the CARB ICT regulation;
• No change in fleet size will occur during the transition period except where necessary to maintain route achievability;
• Agency’s planned procurements are included;
• A 12-year bus lifespan is assumed for future heavy-duty transit buses (i.e. buses are retired after 12 years of service);
• Costs are expressed in 2021 dollars with no escalation, and prices remain constant for the entire transition period;
• Current battery sizes for BEBs and fuel tank sizes for FCEBs are based on existing specifications for buses that have completed Altoona testing; • A 5% improvement in battery capacity (for BEB) and efficiency (for FCEB) occurs every two years;
• A battery replacement will occur at the midlife of each heavy-duty transit BEB (six years), but the cost of this maintenance is included in the extended warranty cost; and • A battery replacement and fuel-cell overhaul will occur at the midlife of each heavy-duty transit FCEB (six years) and the cost of this battery maintenance will also be included in the extended warranty. This cost is factored into the estimated maintenance costs as a sum expended in the year of vehicle purchase.
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15 BEB-Specific Assumptions
Research by the US Department of Energy (DOE) suggests that battery density for electric vehicles has improved by an average of 5% each year.2 For this study, considering the extended period of a complete fleet transition through 2040, CTE assumes a more conservative 5% improvement of battery density every two years. If the trend continues, buses will continue to increase the amount of energy they carry without incurring a weight penalty or reduction in passenger capacity.
Initially, as more BEBs entered the market, many believed that the costs of BEBs would continue to decrease due to higher production volumes and competition from new vendors.
While cost decreases did occur for a time, costs appear to have leveled out in recent years.
However, it should be also noted that vendors have added more battery storage over the same time period without increasing base costs.
The terms “fuel” and “energy” are used interchangeably in this assessment, as ZEB technologies do not always require traditional liquid fuel. In the case of BEBs, “fuel” is electricity and costs include energy, demand and other utility charges.
BEB labor and maintenance costs come from an analysis completed by the U.S. DOE National Renewable Laboratory (NREL).3
For infrastructure cost estimates, CTE and AECOM developed estimates for components of each project type to build up a total cost estimate by project type. Assumptions used for BEB infrastructure are shown in Table 26. Conceptual BEB Scenario layouts, prepared by AECOM, are provided in Appendix A1 – LAVTA Depot Site Plans, .
FCEB-Specific Assumptions
FCEBs do not have the same range constraints as BEBs. Alameda-Contra Costa Transit District (AC Transit) and Orange County Transportation Authority (OCTA) have reported operational ranges for FCEBs up to 350 miles. Typically, FCEBs can more readily serve an agency’s current blocks on a one-to-one basis with fossil fuel buses; however, costs of hydrogen fuel and bus capital costs create financial barriers to entry. This study assumes 5% bi-annual improvement in hydrogen tank size as a proxy for other component improvements such as battery capacity, motor efficiency, and fuel cell efficiency.
FCEB prices are expected to decrease over time as bus orders increase; however, CTE does not currently have an adequate basis to assume reduced costs for future FCEB purchases.
FCEBs are similar to fossil fuel buses in that they are fueled by a gaseous fuel— hydrogen—at a dispenser. In addition to the cost of the fuel itself, however, there are additional operational
2 U.S. Department of Energy; LONG-RANGE, LOW-COST ELECTRIC VEHICLES ENABLED BY ROBUST ENERGY STORAGE, MRS Energy & Sustainability, Volume 2, Wednesday, September 9, 2015; https://arpa-e.energy.gov/?q=publications/long-range-low- cost-electric-vehicles-enabled-robust-energy-storage
3 Eudy, Leslie and Matthew Jeffers. 2019. Foothill Transit Agency Battery Electric Bus Progress Report: Data Period Focus:
Jul.2018 through Dec. 2018. Golden, CO: National Renewable Energy Laboratory. NREL/PR-5400-72209. https://afdc.energy.gov/files/u/publication/foothill_transit_beb_progress_rpt_5-2019.pdf.
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16 costs for a hydrogen fueling station that must be considered. The fuel prices used in CTE’s assessment were based on current prices at OCTA. These prices include fueling infrastructure maintenance, and delivery fees. CARB funded projects are also subject to a 33% renewables requirement, which mandates that 33% of the hydrogen delivered to OCTA must be produced with renewable energy, which further increases this price.
There is limited information on maintenance costs for FCEBs due to the limited number of buses in operation in the United States. Much of the information currently available comes from AC Transit, which has the largest FCEB fleet in the country. Unfortunately, many of these buses are older models that are past their warranty period and require expensive maintenance service from their European manufacturer, thus skewing the available dataset toward more expensive cases. CTE decided to model FCEB maintenance costs based on OCTA’s FCEB fleet of 10 New Flyer buses during their first year of operation. 3 Requirements Analysis
Baseline Data Collection
Understanding the key elements of LAVTA’s service is essential to evaluating the costs of a complete transition to a zero-emission fleet. LAVTA staff provided key data on current LAVTA service including the following:
• Fleet composition: vehicle propulsion types and lengths currently in operation • Route and block information including distances and trip frequency • Mileage and fuel consumption
• Maintenance costs
Fleet Composition
In 2020, the LAVTA bus fleet totaled 60 diesel hybrid buses including a six-bus contingency fleet. The fleet provided service on 31 fixed routes. A breakdown of the fleet by size is shown in Table 5. Bus services operate out of one depot, but since that depot will be moving, it is referred to as “Rutan” while the buses operate out of the Rutan Court depot and “Atlantis” when the ZEBs will operate out of the new facility at Atlantis Court. For the purposes of this document, that is assumed to be by 2028. Operations, maintenance, and fueling functions are performed at the depot.
Table 5 - Fleet Breakdown by Depot and Length
Depot
Bus Length (ft)
Total
30’ 35’ 40’
Rutan 17 10 33 60
Total 17 10 33 60
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17 Routes and Blocks
LAVTA’s current service consists of 31 routes run on 102 blocks, as detailed in Table 6.
Table 6 – Count of Blocks by Depot and Bus Length
Depot
Bus Length (ft)
Total
30’ 35’ 40’
Rutan 18 17 67 102
Total 18 17 67 102
Miles and Fuel Consumption
Data on LAVTA’s current fuel use was collected and used to estimate energy costs throughout the transition period. This study assumes that no cost escalation for fuel occurs throughout the transition period. Annual fleet mileage and fuel use are shown in Table 7 and Table 8.
Table 7 – Annual Service Miles by Depot and Bus Length
Depot
Bus Length (ft)
Total
30’ 35’ 40’
Rutan 583,020 523,565 983,851 2,090,436
Total 583,020 523,565 983,851 2,090,436
Table 8 – Annual Diesel Consumption by Depot and Bus Length [Diesel Gas Equivalence (DGE)] Depot
Bus Length (ft)
Total (DGE)
30’ 35’ 40’
Rutan 111,029 113,724 192,186 416,938
Total 111,029 113,724 192,186 416,938
4 Service Assessment
The Service Assessment analyzes the feasibility of maintaining LAVTA’s current level of service using BEB and FCEB buses. This assessment does not incorporate any plans for expansions except where necessary to maintain block achievability. The main focus of the Service ATTACHMENT 1
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18 Assessment is the Block Analysis, which analyzes bus range limitations to determine if ZEBs could meet the service requirements of the blocks within the transition period. The energy needed to complete a block is compared to the available energy for the prospective bus type that is planned for the block. If the prospective bus’s available energy exceeds the block’s required energy, then that block is considered achievable for that ZEB type. The Service Assessment also outputs a timeline for when blocks become achievable for zero-emission buses as technology improves. This information is used to then inform ZEB procurements in the Fleet Assessment.
Bus efficiency and range are primarily driven by bus specifications; however, both metrics can be impacted by a number of variables including the route profile (i.e., distance, dwell time, acceleration, sustained top speed over distance, average speed, traffic conditions), topography (i.e. grades), climate (i.e. temperature), driver behavior, and operational conditions (e.g. passenger loads and auxiliary loads). As such, efficiency and range of a given BEB model can vary dramatically from one agency to another. Therefore, it is critical to determine efficiency and range estimates that are based on an accurate representation of LAVTA’s operating conditions.
The first task in the Service Assessment is to develop route and bus models to run operating simulations for representative LAVTA routes. Rather than collecting data from all of LAVTA’s routes, CTE used a sampling approach in which representative sample routes were identified based on topography and average speed characteristics. CTE then collected GPS data from 8 LAVTA routes that were identified for sampling. GPS data includes time, distance, bus speed, bus acceleration, GPS coordinates, and roadway grade. These variables were used to develop the route model. CTE used component-level specifications and the collected route data to develop a baseline performance model by simulating the operation of an electric bus on each route. Collecting data on and modeling every route in LAVTA’s network would be ideal; however, this is impractical due to the amount of time and labor this approach would require.
The modeling outputs of the sample routes were then applied to all routes and blocks that share the same characteristics. Routes selected for the analysis are included in Table 9 below.
CTE uses Autonomie, a powertrain simulation software program developed by Argonne National Labs for the heavy-duty trucking and automotive industry. Within Autonomie, CTE modified software parameters to assess energy efficiencies, energy consumption, and range projections for electric buses specifically.
Table 9 – Selected Routes for Modeling
Depot Hills/ Low Speed Hills/High Speed Flat/Low Speed Flat/High Speed Count Rutan 503, 611 2, 8, 14, 30 70, 580 8
Count 2 0 4 2 8
The route modeling includes analysis of varying passenger load, accessory load, and battery degradation to estimate real-world bus performance, fuel efficiency, and range. The GPS data from routes and the specifications for each of the bus models are used to simulate operation on ATTACHMENT 1
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19 each type of route. The models were run with varying loads to represent “nominal” and “strenuous” loading conditions. Nominal loading conditions assume average passenger loads and moderate temperature over the course of the day, which places marginal demands on the motor and heating, ventilation, and air conditioning (HVAC) system. Strenuous loading conditions assume high or maximum passenger loading and near-maximum output of the HVAC system. This nominal/strenuous approach offers a range of operating efficiencies to use for estimating average annual energy use (nominal) or planning minimum service demands (strenuous).
Route modeling ultimately provides an average energy use per mile (kilowatt-hour/mile [kWh/mi]) for each combination of route, bus size, and load case. System-wide energy use is estimated in subsequent assessments, using the results shown in Table 10.
Table 10 – Modeling Results Summary
Bus Length [ft] Route Nominal Efficiency
[kWh/mi]
Strenuous Efficiency
[kWh/mi]
40 2 2.05 2.70
8 2.02 2.78
14 1.90 2.52
30X 2.16 2.91
70X 2.24 2.58
503 2.14 2.86
580X 2.14 2.59
611 1.61 2.28
The Block Analysis, using the assumed 5% improvement in battery capacity or hydrogen storage capacity every other year, determines the timeline for when routes and blocks become achievable for BEBs and FCEBs. This information is then used to inform ZEB procurement decisions in the Fleet Assessment. Overall, the block analysis helps to determine when, or if, a full transition to BEBs or FCEBs may be feasible. Results from this analysis are also used to determine the specific energy requirements and develop the estimated costs to operate the ZEBs in the Fuel Assessment.
Results from the block analysis are included in Figure 6 below.
The BEB achievability in Figure 6 shows that, by 2040, 72% of LAVTA’s blocks can be completed by 40-foot BEBs and that all blocks are achievable with FCEBs throughout the transition period.
This analysis assumes that FCEBs can already complete any block under 350 total miles.
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20 Figure 6 - 40’ BEB Block Achievability Percentage by Year While routes and block schedules are unlikely to remain the same over the course of the transition period, these projections assume the blocks maintain a similar distribution of distance, relative speeds, and elevation changes because LAVTA maintains service to similar destinations within the city. This core assumption affects energy use estimates and block achievability in each year.
Another factor affecting block achievability is battery degradation. BEB range is negatively impacted by battery degradation over time. A BEB may be placed in service on a given block with beginning-of-life batteries; however, it may not be able to complete the entire block at some point in the future before the batteries reach end-of-life. End-of-life is typically defined as when batteries reach 80% of available service energy. Conceptually, older buses can be moved to shorter, less demanding blocks and newer buses can be assigned to longer, more demanding blocks. LAVTA can rotate the fleet to meet demand, assuming there is a steady procurement of BEBs each year to match service requirements.
5 Fleet Assessment
The goal of the Fleet Assessment is to determine the technology type and quantity of zero- emission buses, as well as the schedule and cost to transition the entire fleet to zero emissions.
Results from the Service Assessment are integrated with LAVTA’s current fleet replacement plan and purchase schedule to produce two main outputs: a projected bus replacement timeline through the end of the transition period and the total capital costs of those replacements.
58%
60%
72%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
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2032
2033
2034
2035
2036
2037
2038
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2040
Depot BEB
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21 Cost Assumptions
CTE and LAVTA developed cost assumptions for each bus length and technology type (e.g. CNG, gasoline hybrid, BEB, FCEB). Key assumptions for bus costs for the LAVTA ZEB Transition Study are as follows:
• Bus costs are based on LAVTA’s most recent procurement price and the Metropolitan Transit Commission (MTC) Pricelist
• Bus costs are inclusive of estimates for configurable options and taxes • Future bus costs are based on year 2020 prices
Table 11 provides estimated bus costs used in the analysis.
Table 11 – Fleet Assessment Cost Assumptions
Length [ft] BEB FCEB
40’ $1,270,577 $1,412,602
Note: Based on MTC Pricelist
Baseline
In the Baseline Scenario, LAVTA continues to replace retired buses with diesel-hybrid buses on a 12-year replacement cycle. This scenario illustrates the costs LAVTA would expect over the 20- year period if it purchased no ZEBs. Figure 7 shows the number of diesel-hybrid buses that would be purchased each year through 2040 in this scenario.
Figure 7 - Projected Bus Purchases, Baseline Scenario
Figure 8 depicts the annual fleet composition through 2040 for the Baseline scenario; the fleet remains composed of diesel-hybrids over the 20-year period. 16 12
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Number of Buses Purchased
Year
Projected Bus Purchases, Baseline Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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22 Figure 8 - Annual Fleet Composition, Baseline Scenario Figure 9 shows the annual total bus capital costs for the diesel-hybrid buses purchased in each year in the Baseline Scenario.
Figure 9 - Annual Capital Costs, Baseline Scenario
BEB Only
On-route charging allows an agency to add energy to buses while the bus is in service, complementing depot charging and improving block achievability for BEBs. On-route charging removes the need to travel extra distance and take extra time to charge at a depot. Based on LAVTA’s Service Assessment, on-route charging would be required to accommodate an all-BEB fleet without increasing fleet size by extending the range of on-route charged buses indefinitely.
The figures below show projected purchases, annual fleet composition, and annual total capital costs for the BEB Only scenario. By 2035, the addition of on-route charging allows LAVTA to replace 100% of the fleet with BEBs without needing any additional buses. 60 60 60
68 68 68 68 68 68 68 68 68 68 68 68 68 68 68 68 68 68
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Number of Buses in Fleet
Year
Annual Fleet Composition, Baseline Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$13,483,000
$10,112,000
$16,232,000 $16,853,000
$13,483,000
$10,112,000
$16,232,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Capital Costs
Year
Annual Capital Costs, Baseline Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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23 Figure 10 – Projected Bus Purchases, BEB Only Scenario
Figure 11 – Annual Fleet Composition, BEB Only Scenario
16 8
4 20
16 1
20 4
15 8
0 5
10 15
20 25
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses Purchased
Year
Projected Bus Purchases, BEB with Depot and On-Route Charging Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
60 60 60 64 64 64 64 64
44 24 24 24 24
8 8
4 4 4 4 4
24 40 40 40 40
41 41
41 41 41 41 41 41
4 4 4 4
19 19
27 27 27 27 27 27
0 10
20 30
40 50
60 70
80 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses in Fleet
Year
Annual Fleet Composition, BEB with Depot and On-Route Charging Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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24 Figure 12 – Annual Capital Costs, BEB Only Scenario
Mixed Fleet: BEB and FCEB
In the Mixed Fleet: BEB and FCEB scenario, LAVTA operates a mixed-technology depot and fleet. The longest blocks are run by FCEBs, allowing LAVTA to take advantage of the greater range of FCEBs. BEBs are then able to run the less demanding routes. Under this approach, LAVTA only incurs the higher costs of FCEBs where necessary to maintain block achievability.
The figures below show projected purchases, annual fleet composition, and annual total capital costs for the Mixed Fleet: BEB and FCEB fleet.
By 2035, LAVTA would be able to replace 100% of its fleet with BEB and FCEBs.
Figure 13 – Projected Bus Purchases, Mixed Fleet Scenario
$13,483,000
$11,824,000
$23,489,000
$25,412,000
$20,330,000
$15,247,000
$23,489,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Capital Costs
Year
Annual Capital Costs, BEB with Depot and On-Route Charging Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
16 8
4 20
16 1
4 20
4 15 8
0 5
10 15
20 25
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses Purchased
Year
Projected Bus Purchases, Mixed Fleet Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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25 Figure 14 – Annual Fleet Composition, Mixed Fleet Scenario
Figure 15 – Annual Capital Costs, Mixed Fleet Scenario
FCEB Only
FCEBs do not have the same range constraints as BEBs. FCEBs are assumed to be able to achieve any block that is up to 350 miles long. Analysis results show that all of LAVTA’s blocks can be served by an FCEB on a one-for-one replacement basis to diesel-hybrids by the end of the transition period.
The figures below show projected purchases, annual fleet composition, and annual total capital costs for the FCEB Only scenario.
By 2035, LAVTA is able to replace 100% of its fleet with FCEBs. An accelerated purchasing schedule that illustrates purchasing only FCEBs in 2023 and the additional costs incurred can be found in Addenda – Accelerated FCEB Purchase Cost Information. 60 60 60 64 64 64 64 64
44 24 24 24 24
8 8
4 4 4 4 4
24 40 40 40 40
41 41
41 41 41 41 41 41
4 4 4 4
19 19
27 27 27 27 27 27
0 10
20 30
40 50
60 70
80 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses in Fleet
Years
Annual Fleet Composition, Mixed Fleet Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$13,483,000
$11,824,000
$23,489,000
$25,980,000
$22,460,000
$16,384,000
$23,489,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Capital Costs
Year
Annual Capital Costs, Mixed Fleet Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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26 Figure 16 – Projected Bus Purchases, FCEB Only Scenario
Figure 17 – Annual Fleet Composition, FCEB Only Scenario
16 8
4 20 20
16 12
20 0
5 10
15 20
25 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses Purchased
Year
Projected Bus Purchases, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
60 60 60 64 64 64 64 64
44 24 24 24 24
4 4 4 4 4
24 44 44 44 44
60 60
68 68 68 68 68 68
0 10
20 30
40 50
60 70
80 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses in Fleet
Year
Annual Fleet Composition, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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27 Figure 18 - Annual Capital Costs, FCEB Only Scenario Fleet Assessment Cost Comparison
The transition and fleet composition schedules were used to develop the total capital cost for bus purchases through the transition period. Figure 19 shows the cumulative bus purchase costs for each scenario.
Figure 19 - Cumulative Bus Capital Costs, Fleet Assessment By the end of the transition period, the cumulative bus costs vary substantially according to the technology selected, although all scenarios result in 100% of the fleet transitioning to zero- emission by 2040. Table 12 provides the combined total costs for each transition scenario and the percentage of ZEBs present in the fleet in 2040 for the scenario. $13,483,000
$12,392,000
$28,253,000 $28,253,000
$22,602,000
$16,952,000
$28,253,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Capital Costs
Year
Annual Capital Costs, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
$180,000,000
2020
2022
2024
2026
2028
2030
2032
2034
2036
2038
2040
Cummulative Bus Cost
Year
Total Costs, Bus Capital Costs
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28 Table 12 - Total Bus Capital Costs, Fleet Assessment Scenario Cost % ZEB in 2040
Baseline $ 95,503,000 0%
BEB Only $ 133,271,000 100%
Mixed Fleet: BEB and FCEB $ 137,105,000 100%
FCEB Only $ 150,182,000 100%
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29 6 Fuel Assessment
The Fuel Assessment estimates fuel consumption and cost for each of the fuel technologies— diesel, electric and hydrogen—studied in the relevant scenario. This assessment calculates fuel costs using 2020 prices.
Using ZEB performance data from the route simulation, CTE analyzed expected bus performance on each block in LAVTA’s service catalog to calculate daily fuel required to complete that block. CTE completed this analysis for each of the four fleet scenarios, estimating the fuel costs unique to each fleet projection throughout the transition period.
The Fuel Assessment includes operation and maintenance costs for fueling infrastructure for both BEBs and FCEBs. Fuel cost estimates are based on the assumptions shown in Table 13 below.
Table 13 – Fuel Cost Assumptions
Fuel Cost Source
Diesel $2.24/DGE LAVTA-contracted rate
Hydrogen (trucked) $7.95/kg Contracted rate at OCTA
Electricity Varies PG&E Commercial EV Tariff Schedule
The primary source of energy for a BEB comes from the local electrical grid. Utility companies typically charge separate rates for total electrical energy used (kilowatt-hours (kWh) or megawatt-hours (MWh)) and for peak power demand (kilowatts (kW) or megawatts (MW)) on a monthly basis. Peak demand is defined as the maximum amount of energy that a customer pulls from the grid for any 15-minute window within a month. Demand charges are then applied on a per kW basis to that maximum demand in addition to per kWh costs for energy consumption. As a transit agency adds more buses and chargers, the agency’s energy consumption and the peak power demand both increase. Rates also vary throughout the year and throughout the day, making costs highly variable if charging is not managed. Charge management includes strategies like charging buses during times of day at which rates are lower, avoiding demand charges, and spreading out the number of buses charging at once to minimize increases in peak power demand.
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30 Table 14 shows a summary of the PG&E Commercial EV rate schedule used in the Fuel Assessment to estimate electrical costs for BEBs. These rates are averaged from monthly rates and are a summarized version of PG&E’s full rate schedule. Since this is a time-of-use (TOU) rate, the rate per kWh changes based on the time of day and year that the kWh was consumed.
Since it is assumed that depot charged buses would fuel entirely in the Off-Peak hours between 9:00pm and 9:00am, the depot charge rate is the same as the Off-Peak rate. Since the On-Route charged buses operate partially in the On-Peak period, the On-Route per kWh rate is slightly higher. Most TOU rates also include a demand charge, which is dependent on the maximum demand that the meter measures in a given month. For PG&E’s Commercial EV Rate, however, there is a subscription fee of $95.56/50kW of demand, which would apply to the demand at the depot, as well as at each of the On-Route charging stations. The depot charge rate and on-route charge rate included in the table represent the average cost per kilowatt-hour (kWh) rate expected for LAVTA.
Table 14 – PG&E Rate Schedule
Electric
Utility
Rates
Per meter charge NA
summer winter annual
On Peak (per kWh) $0.35 $0.35 $0.35
Off-Peak (per kWh) $0.14 $0.14 $0.14
Super Off (per kWh) $0.11 $0.11 $0.11
Depot charge rate $0.14
On-Route charge rate $0.19
Depot Demand Charge (per
50kW/month) $95.56
On-Route Demand charge (per
50kW/month) $96.56
Charging Analysis
To accurately estimate energy consumption, peak power demand, and resulting costs, charging simulations at the depot for each year of the transition were conducted. Electrical energy consumption and peak power demand were estimated based on current block schedules and projections of BEB purchases. CTE then used PG&E tariff schedules to calculate the annual cost of charging. This annual cost is evaluated for each year of the study (2020–2040) to obtain a total charging cost of BEBs with depot charging for the transition period. This estimate of total charging cost is used as the total fuel cost for the BEB Only scenario and is used in the other ATTACHMENT 1
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31 fleet scenarios, where relevant, in addition to on-route charging costs, hydrogen fuel costs, or fossil-fuel costs.
The local utility, PG&E, calculates total energy costs, measured per kWh, using a time-of-use rate (TOU), as shown in Table 14. Ideally, buses would all charge exclusively in the least expensive Super Off-Peak and Off-Peak times for the lowest overall cost, which the buses at LAVTA should be able to achieve by charging at night.
Hydrogen Pricing Sensitivity Analysis
Although CTE assumes pricing remains at 2020 levels throughout the ZEB transition period, a sensitivity analysis was conducted for LAVTA regarding hydrogen pricing because it is widely believed that these prices will fall over time. The high end of the expected price is the current price paid by OCTA ($7.95/kg) and the bottom rate was estimated based on NREL and DOE projections at $5.50.4,5 This pricing sensitivity is shown in the summary and total estimates for the fuel cell scenarios in Figure 35.
Low Carbon Fuel Standard Credits
For the zero-emission fleet scenarios, CTE included an estimation of the fuel cost reductions LAVTA would receive if it engages in CARB’s Low Carbon Fuel Standard (LCFS) credit program.
The LCFS program aims to reduce carbon emissions by setting carbon emissions intensity goals for the transportation sector and then reducing that limit over time. The current program extends through 2030 but is expected to be renewed within the next few years. In the LCFS program, one credit is equivalent to one metric ton of carbon dioxide reduction. Although this program is optional, these credits would allow LAVTA to greatly reduce their expected fuel costs. A graph illustrating an estimate of the potential for each scenario to generate LCFS credits will follow the Fuel Assessment graphs for each scenario; however, since the exact credit revenue would be difficult to predict at this stage, especially considering the uncertainty of potential hydrogen fuel pathways for LAVTA, only the initial Fuel Assessment values were included in the Total Cost Analysis. The discussion of LCFS credits is included illustrate the financial impact participating in the LCFS credit trading program could have on LAVTA’s fuel costs and the state incentives related to zero-emission technology deployments.
Baseline
Figure 20 depicts energy consumption by fuel type over the transition period for the Baseline scenario. In this scenario, the fleet remains composed of only diesel-hybrid buses. Fleet energy use remains constant over the entire period at around 0.4 million DGE.
4 Melaina, M. and Penev, M. 2013. Hydrogen Station Cost Estimates Comparing Hydrogen Station Cost Calculator Results with Recent Estimates. Golden, CO: National Renewable Energy Laboratory. NREL/TP-5400-56412 https://www.nrel.gov/docs/fy13osti/56412.pdf
5 Hydrogen Production Tech Team Roadmap. 2017. U.S. DRIVE (Driving Research and Innovation for Vehicle efficiency and Energy sustainability). Washington, DC: Department of Energy. https://www.energy.gov/sites/prod/files/2017/11/f46/HPTT%20Roadmap%20FY17%20Final_Nov%202017.pdf
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32 Figure 20 – Annual Fuel Consumption, Baseline Scenario Figure 21 shows the annual fuel costs for each fuel type in the Baseline scenario, based on the consumption quantities shown in Figure 20. Total estimated fuel costs in 2040 are approximately $0.9 million. Since this scenario uses only diesel hybrids, the Baseline scenario fleet would not be eligible for LCFS credits.
Figure 21 – Annual Fuel Costs, Baseline Scenario
BEB Only
The BEB Only scenario models a transition to an all-BEB fleet that employs depot-charging and on-route charging to extend bus range. The fuel costs for the BEB Only scenario are based on three key assumptions:
0.0 M
0.1 M
0.2 M
0.3 M
0.4 M
0.5 M
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Fuel Consumed (DGE)
Year
Annual Fuel Consumption, Baseline Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Fuel Cost
Year
Annual Fuel Costs, Baseline Scenario
Hydrogen
On-Route Electric
Depot Electric
Hybrid
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33 1. The total number of buses in the fleet does not increase.
2. The buses that are charged on-route incur additional demand charges and operate partially during peak time-of-use rates, resulting in on-route energy charges that are higher than depot energy charges.
3. The buses are assumed to charge fully at the depot and only require enough charging on-route to make up the difference between the battery capacity and the block demand. The rate for on-route energy consumption is only applied to the portion of the block’s energy demand that exceeds the battery capacity of the bus.
Because bus replacements are based on block achievability, there may be instances where block coverage is insufficient and depot-charged BEBs cannot meet service requirements. In this scenario, on-route chargers are used to supplement depot charging to extend the range of buses, thus allowing the achievability of a 100% ZEB fleet. On-route charging allows an agency to add energy to buses while in service, providing the additional energy necessary to complete a block without having to travel the extra distance and take the extra time to return to a depot for charging.
Figure 22 depicts energy consumption for each fuel type over the transition period, assuming a combination of depot-charged and on-route charged BEBs. Legacy fuels are phased out as electricity consumption increases, reflecting an increasing number of BEBs in the fleet. Fleet energy use is reduced from about 0.4 million DGE in 2020 to just over 0.1 million DGE in 2040, an approximately 75% decrease.
Figure 22 – Annual Fuel Consumption, BEB Only Scenario
Figure 23 shows the annual costs for each fuel type based on the quantities in Figure 22. Total estimated fuel costs in 2040 are approximately $1.15 million. The buses charged on-route incur additional demand charges and electricity use costs are slightly higher for on-route charging.
These additional costs have been included in the figure below.
416,938 407,284 388,796 388,796
281,996
205,903 205,903
133,652
108,286 108,286 108,286
0.0 M
0.1 M
0.2 M
0.3 M
0.4 M
0.5 M
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Fuel Consumed (DGE)
Year
Annual Fuel Consumption, BEB with Depot and On-Route Charging Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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34 Figure 23 – Annual Fuel Costs, BEB Only Scenario
Operating BEBs would also make LAVTA eligible for LCFS credits. Procuring electricity from 100% renewable energy would generate the most credits for LAVTA. Purchasing Renewable Energy Credits (RECs) is one pathway to obtaining renewable energy and would enable LAVTA to qualify for LCFS credits while still receiving its energy from PG&E. Table 15 below illustrates the credit revenue estimates through 2030.
Table 15 – LCFS Credit Revenue Estimates by Year, BEB Only Scenario
In this table, the LCFS credit gross value is calculated at an estimated 2% per year reduction rate from current credit pricing. Within this model, a broker service fee of 10% was subtracted from the gross credit value. Finally, although the current LCFS credit program only extends through $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Fuel Cost
Year
Annual Fuel Cost, BEB with Depot and On-Route Charging
Hydrogen
On-Route Electric
Depot Electric
Hybrid
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of BEBs in Fleet 0 0 4 4 4 4 4 24 44 44
LCFS Credit Gross Value
per BEB $28,000 $27,000 $26,000 $25,000 $25,000 $24,000 $23,000 $22,000 $21,000 $21,000 Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $97,000 $93,000 $90,000 $87,000 $84,000 $487,000 $862,000 $832,000 ATTACHMENT 1
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35 2030, speculating on how the pricing will trend after the program renewal is challenging.
Therefore, in Figure 24 below, 2030 the per bus LCFS credit revenue remains at 2030 values.
Figure 24 - Potential LCFS Credit Revenue for 100% Renewable Electric, BEB Only Scenario Mixed Fleet BEB and FCEB
In the Mixed Fleet: BEB and FCEB scenario, BEBs replace diesel-hybrid buses on all achievable blocks. FCEBs supplement the BEB fleet to cover the blocks that are not achievable with battery electric technologies. Building the fleet in this way ensures that all routes are achievable while minimizing the higher costs of FCEBs.
Figure 25 depicts energy consumption for each fuel type over the transition period for the Mixed Fleet: BEB and FCEB scenario. Legacy fuels are phased out as electricity and hydrogen consumption increases, reflecting an increasing number of BEBs and FCEBs in the fleet. Fleet energy use is reduced from about 0.4 million DGE in 2020 to just under 0.15 million DGE in 2040, an approximately 63% decrease.
Figure 25 – Annual Fuel Consumption, Mixed Fleet Scenario $ -
$0.5M
$1.0M
$1.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
On-Route Electric Fuel
Cost (Without LCFS)
Depot Electric Fuel Cost
(Without LCFS)
Hybrid Fuel Cost
(Without LCFS)
LCFS Credit Revue from
SMR
LCFS Credit Revenue for
Renewable Electric
Net Fuel Cost
416,938 407,284 391,902 391,902
285,103
213,249 213,249
163,625 146,742 146,742 146,742
0.0 M
0.1 M
0.2 M
0.3 M
0.4 M
0.5 M
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Fuel Consumed (DGE)
Year
Annual Fuel Consumption, Mixed Fleet Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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36 Figure 26 shows the estimated annual costs for each fuel type based on the quantities consumed, as shown in Figure 25. Total estimated fuel costs in 2040 are approximately $1.26 million, which are incurred from electricity use for BEBs and hydrogen fuel for FCEBs. Although the total amount of energy consumed decreases over the ZEB transition period (Figure 25), the total fuel costs increase over that timeframe. These trends reflect hydrogen’s greater efficiency but also its higher costs compared to diesel fuel.
Figure 26 – Annual Fuel Costs, Mixed Fleet Scenario
The Mixed Scenario is also eligible for participation in the LCFS Credit Program; however, revenue potential for hydrogen is highly variable depending on how the fuel is produced. CTE therefore explored three potential hydrogen fuel production pathways for LCFS credits. The first pathway, fossil steam methane reformation (SMR), is currently the most common but, given that fossil fuels are used as to produce the hydrogen, this method is not very lucrative on the LCFS market. The second pathway, electrolysis using 100% renewable energy, generates a significant number of LCFS credits. The third pathway, dairy gas SMR, has a negative carbon intensity and would therefore generate the most LCFS credits of any of the pathways explored.
For all the hydrogen fuel pathways explored in the Mixed Fleet Scenario, the LCFS credits that would be generated by the BEBs in the fleet remain constant because only the 100% renewable pathway was explored.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Fuel Cost
Year
Annual Fuel Costs, Mixed Fleet Scenario
Hydrogen
On-Route Electric
Depot Electric
Hybrid
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37 Table 16 – LCFS Credit Revenue Estimates by Year for Fossil Fuel SMR Hydrogen, Mixed Fleet Scenario
Figure 27 - Potential LCFS Credit Revenue for Fossil Fuel SMR Hydrogen, Mixed Fleet Scenario
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of BEBs in Fleet 0 0 4 4 4 4 4 24 40 40
Number of FCEBs in
Fleet
0 0 0 0 0 0 0 0 4 4
LCFS Credit Gross Value
per BEB
$28,000 $27,000 $26,000 $25,000 $25,000 $24,000 $23,000 $22,000 $21,000 $21,000 LCFS Credit Gross Value
per FCEB - SMR $1,392 $1,136 $887 $647 $419 $198 $- $- $- $- Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $97,000 $93,000 $90,000 $87,000 $84,000 $487,000 $784,000 $756,000 $ -
$0.5M
$1.0M
$1.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hydogen Fuel Cost
(Without LCFS)
Electric Fuel Cost
(Without LCFS)
Hybrid Fuel Cost
(Without LCFS)
LCFS Credit Revenue for
SMR
LCFS Credit Revenue For
Renewable Electric
Net Fuel Cost
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38 Table 17 – LCFS Credit Revenue Estimates by Year for 100% Renewable Electrolysis Hydrogen, Mixed Fleet Scenario
Figure 28 - Potential LCFS Credit Revenue for 100% Renewable Electrolysis Hydrogen, Mixed Fleet Scenario
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of BEBs in Fleet 0 0 4 4 4 4 4 24 40 40
Number of FCEBs in
Fleet
0 0 0 0 0 0 0 0 4 4
LCFS Credit Gross Value
per BEB
$28,000 $27,000 $26,000 $25,000 $25,000 $24,000 $23,000 $22,000 $21,000 $21,000 LCFS Credit Gross Value
per FCEB - Electrolysis $16,000 $15,000 $15,000 $14,000 $13,000 $13,000 $13,000 $12,000 $12,000 $11,000 Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $97,000 $93,000 $90,000 $87,000 $84,000 $487,000 $827,000 $798,000 $ -
$0.5M
$1.0M
$1.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hydogen Fuel Cost
(Without LCFS)
Electric Fuel Cost
(Without LCFS)
Hybrid Fuel Cost
(Without LCFS)
LCFS Credit Revenue for
Electrolysis
LCFS Credit Revenue For
Renewable Electric
Net Fuel Cost
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39 Table 18 – LCFS Credit Revenue Estimates by Year for Dairy Gas SMR Hydrogen, Mixed Fleet
Figure 29 - Potential LCFS Credit Revenue for Dairy Gas SMR Hydrogen, Mixed Fleet Scenario FCEB Only
Fuel cell electric buses are able to complete all of LAVTA’s blocks by the end of the transition period in 2040. Figure 30 depicts fuel consumption for each fuel type over the transition period for the FCEB Only scenario. Legacy fuels are phased out as hydrogen consumption increases, reflecting an increasing number of FCEBs in the fleet. Fleet energy use is reduced from about
0.4 million DGE in 2020 to just over 0.2 million DGE in 2040, an approximately 50% decrease. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of BEBs in Fleet 0 0 4 4 4 4 4 24 40 40
Number of FCEBs in
Fleet
0 0 0 0 0 0 0 0 4 4
LCFS Credit Gross Value
per BEB
$28,000 $27,000 $26,000 $25,000 $25,000 $24,000 $23,000 $22,000 $21,000 $21,000 LCFS Credit Gross Value
per FCEB – Dairy Gas $42,000 $41,000 $40,000 $39,000 $38,000 $37,000 $36,000 $35,000 $34,000 $33,000 Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $97,000 $93,000 $90,000 $87,000 $84,000 $487,000 $906,000 $875,225 $ -
$0.5M
$1.0M
$1.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hydogen Fuel Cost
(Without LCFS)
Electric Fuel Cost
(Without LCFS)
Hybrid Fuel Cost
(Without LCFS)
LCFS Credit Revenue for
Dairy Gas
LCFS Credit Revenue For
Renewable Electric
Net Fuel Cost
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40 Figure 30 – Annual Fuel Consumption, FCEB Only Scenario Figure 31 shows estimated annual costs for each fuel type based on the quantities consumed, as shown in Figure 30. Total estimated fuel costs, entirely from hydrogen fuel, in 2040 are approximately $2 million. As in the Mixed Fleet Scenario, the fuel costs increase over the transition period while the DGE consumption decreases. These trends reflect hydrogen’s greater efficiency but also its higher costs compared to diesel fuel.
Figure 31 – Annual Fuel Costs, FCEB Only Scenario
The LCFS credit revenue in this scenario also depends largely on the method of hydrogen production for the fuel that LAVTA purchases. Fossil fuel SMR generates the least LCFS credits, and dairy gas SMAR generates the most.
416,938 407,284 395,679 395,679
325,554
278,014 278,014
229,623
214,661 214,661 214,661
0.0 M
0.1 M
0.2 M
0.3 M
0.4 M
0.5 M
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Fuel Consumed (DGE)
Year
Annual Fuel Consumption, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Fuel Cost
Year
Annual Fuel Costs, FCEB Only Scenario
Hydrogen
On-Route Electric
Depot Electric
Hybrid
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41 Table 19 – LCFS Credit Revenue Estimates by Year for Fossil Fuel SMR Hydrogen, FCEB Only Scenario
Figure 32 - Potential LCFS Credit Revenue for Fossil Fuel SMR Hydrogen, FCEB Only Scenario
Table 20 – LCFS Credit Revenue Estimates by Year for 100% Renewable Electrolysis Hydrogen, FCEB Only Scenario
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of FCEBs in
Fleet
0 0 4 4 4 4 4 24 44 44
LCFS Credit Gross Value
per FCEB - SMR $1,392 $1,136 $887 $647 $419 $198 $- $- $- $- Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $3,000 $2,000 $1,000 $700 $ - $ - $ - $ - $ -
$0.5M
$1.0M
$1.5M
$2.0M
$2.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hybrid Fuel Cost
(Without LCFS)
Hydogen Fuel Cost
(Without LCFS)
LCFS Credit
Revenue for SMR
Net Fuel Cost
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of FCEBs in
Fleet
0 0 4 4 4 4 4 24 44 44
LCFS Credit Gross Value
per FCEB - Electrolysis $16,000 $15,000 $15,000 $14,000 $13,000 $13,000 $13,000 $12,000 $12,000 $11,000 Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $54,000 $52,000 $50,000 $48,000 $47,000 $271,000 $479,000 $462,000 ATTACHMENT 1
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42 Figure 33 - Potential LCFS Credit Revenue for 100% Renewable Electrolysis Hydrogen, FCEB Only Scenario Table 21 – LCFS Credit Revenue Estimates by Year for Dairy Gas SMR Hydrogen, FCEB Only Scenario
Figure 34 – Potential LCFS Credit Revenue for Dairy Gas SMR Hydrogen, FCEB Only Scenario
$ -
$0.5M
$1.0M
$1.5M
$2.0M
$2.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hybrid Fuel Cost
(Without LCFS)
Hydogen Fuel Cost
(Without LCFS)
LCFS Credit Revenue
for Electrolysis
Net Fuel Cost
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Number of FCEBs in
Fleet
0 0 4 4 4 4 4 24 44 44
LCFS Credit Gross Value
per FCEB – Dairy Gas $42,000 $41,000 $40,000 $39,000 $38,000 $37,000 $36,000 $35,000 $34,000 $33,000 Credit Processing Fee 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% LAVTA LCFS Credit
Revenue $ - $ - $143,000 $139,000 $135,000 $132,000 $129,000 $752,000 $1,343,000 $1,308,000 $ -
$0.5M
$1.0M
$1.5M
$2.0M
$2.5M
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Hybrid Fuel Cost
(Without LCFS)
Hydogen Fuel Cost
(Without LCFS)
LCFS Credit Revenue
for Dairy Gas
Net Fuel Cost
ATTACHMENT 1
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43 Fuel Assessment Cost Comparison
The Fuel Assessment includes all fuel costs over the transition for each scenario. Figure 35 shows the cumulative fuel costs for each scenario over a twenty-year period. Table 22 - Total Fuel Costs Over Entire Transition Period, Fuel Assessment shows the combined total costs and the percentage of the fleet that is zero-emission in 2040.
Figure 35 – Total Costs, Fuel Assessments
Table 22 - Total Fuel Costs Over Entire Transition Period, Fuel Assessment Scenario Cumulative Fuel Cost Average Annual Fuel
Cost % ZEB in 2040
Baseline $ 19,077,000 $ 954,000 0%
BEB Only $ 19,965,000 $ 1,025,000 100%
Mixed Fleet: BEB and
FCEB
$ 20,149,000 –
$ 21,833,000
$ 1,007,000 –
$ 1,092,000
100%
FCEB Only
$ 23,792,000 –
$ 30,398,000
$ 1,190,000 –
$ 1,520,000
100%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Cummulative Fuel Cost
Year
Total Costs, Fuel Assessment
FCEB Only: $23,792,000 –
$30,398,000
BEB & FCEB: $20,149,000 –
$21,847,000
BEB Only: $19,965,000
Baseline: $19,077,000
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44 7 Maintenance Assessment
One of the anticipated benefits of operating a BEB or FCEB fleet is reduced maintenance costs.
Early adopters of ZEB technologies have reported that a transit agency may attain 30% to 50% in maintenance cost savings for a BEB compared to an ICE vehicle. These savings result from there being fewer fluids to replace (no engine oil or transmission fluid), fewer brake changes due to regenerative braking, and far fewer moving parts than in an internal combustion engine.
The savings in traditional maintenance costs may be offset by the cost of battery or fuel cell replacements over the life of the buses. These costs, however, may be covered by extended warranties.
Diesel-hydrid bus labor and maintenance costs were provided by LAVTA for their current fleet.
BEB labor and maintenance costs were estimated as a 35% reduction on the diesel-hybrid cost, which was based on industry expectations and labor and maintenance costs from King County as reported by the U.S. DOE National Renewable Energy Laboratory (NREL).6 Hydrogen maintenance costs were based on OCTA’s reported labor and maintenance costs. It should be noted that this FCEB maintenance per mile value is based on the costs for the first year of service at OCTA. Therefore, this cost is likely higher than expected over time since this is a first generation vehicle.
In addition to labor and materials, this study also estimates the cost impact of midlife overhauls for major components for each type of bus. Table 23 shows the assumed costs of scheduled and unscheduled labor and maintenance used in this analysis.
Table 23 – Labor and Materials Cost Assumptions
Type Estimate (Per Mile) Source
40’ Hybrid $ 0.38 LAVTA
40’ BEB $ 0.25 U.S. DOE & NREL
40’ FCEB $ 0.59 OCTA price used
Assumptions used in this analysis are given in Table 24. Cost assumptions for fossil-fuel buses are based on LAVTA data. Midlife battery overhaul cost estimates for BEBs are based on extended warranty costs provided by bus OEMs, and the FCEB battery warranty cost is a prorated estimate of that rate based on battery storage capacity.
6 Eudy, Leslie and Matthew Jeffers. 2019. Foothill Transit Agency Battery Electric Bus Progress Report: Data Period Focus:
Jul.2018 through Dec. 2018. Golden, CO: National Renewable Energy Laboratory. NREL/PR-5400-72209. https://afdc.energy.gov/files/u/publication/foothill_transit_beb_progress_rpt_5-2019.pdf.
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45 Table 24 - Midlife Overhaul Cost Assumptions
Type Overhaul Scope Estimate Source
Diesel Engine/Transmission Overhaul $50k per bus LAVTA
BEB Warranty Cost $75k per bus Bus OEM
FCEB
Battery Replacement Warranty
Fuel Cell Overhaul
$16.7k per bus
$40k per bus
Estimate Based on Bus
OEM
Fuel Cell OEM
Note that there are spikes in the expected maintenance costs six years after a large number of buses are purchased, such as 2021 and 12 years later when those buses are replaced in 2033.
The 12-year replacement cycle creates a cyclical pattern in maintenance costs in midlife years because the diesel-hybrids would be expected to incur a midlife overhaul at that time. Since this scenario represents a fleet that stays entirely composed of diesel-hybrid buses, the peaks consistently repeat every 12 years at the midlife of large purchases. In non-midlife years, the annual price is around $780,000 and, in the years, where up to 20 buses are expected to reach the midlife in the same year, the price increases to $1.78 million. Figure 36 shows the combined labor, materials, and midlife overhaul costs for the Baseline scenario for each year of the transition, in 2020 dollars.
Figure 36 - Annual Fleet Maintenance Costs, Baseline
BEB Only
Figure 37 shows the combined labor, materials, and midlife overhaul costs for the BEB Only scenario for each year of the transition, in 2020 dollars. For the Depot with On-Route Charging scenario, warranty costs are used in place of the midlife battery replacement, so there are spikes in the expected maintenance costs the same years that a large number of buses are purchased, such as 2028. In this scenario, the 12-year replacement cycle shifts the cyclical $-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Maintenance Costs
Year
Annual Fleet Maintenance Costs, Baseline
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
ATTACHMENT 1
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46 pattern in maintenance costs from non-purchasing years to purchasing years. Comparing 2020 to 2032—a non-purchasing and non-midlife year when the fleet is composed of only hybrids compared to when the fleet is mostly BEBs—the annual maintenance drops from around $780,000 to around $500,000. Despite the $75,000 for the warranty exceeding the $50,000 expected for the midlife overhaul of the hybrids, the reduced per mile maintenance expected for the BEBs results in a 4% reduction of maintenance costs for this scenario compared to the Baseline.
Figure 37 - Annual Fleet Maintenance Costs, BEB Only Scenario Mixed Fleet: BEB and FCEB
Figure 38 shows the combined labor, materials, and midlife overhaul costs for the Mixed Fleet:
BEB and FCEB scenario for each year of the transition, in 2020 dollars. Unlike in the BEB Only scenario, the FCEB scenarios have their largest maintenance costs at the midlife overhaul.
These events coincide because the FCEBs have a smaller warranty cost—$16,700 as opposed to $75,000 for BEBs because FCEBs have a significantly smaller battery on board— that applies to their purchase year. Their fuel cells, however, are expected to be replaced midlife—six years after purchasing. This timing results in the years with the highest expected maintenance amounts being years that are at the buses’ midlife. Comparing 2020 to 2032 shows a slight decrease in expected maintenance costs per mile due to the fact that the per-mile maintenance cost for the BEBs is lower than that of the diesel-hybrids. $-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Maintenance Cost
Year
Annual Fleet Maintenance Costs, Depot and On-Route Charging Scenario Fuel Cell
On-Route Electric
Depot Only Electric
Hybrid
ATTACHMENT 1
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47 Figure 38 - Annual Fleet Maintenance Costs, Mixed Fleet Scenario FCEB Only
Figure 39 shows the combined labor, materials and midlife overhaul costs for the FCEB Only scenario for each year of the transition, in 2020 dollars. As discussed with the Mixed Fleet scenario, FCEB’s have significant maintenance costs at their midlife when the fuel cells are expected to be replaced. Comparing 2020 to 2032 reveals a slight increase in expected maintenance costs per mile compared to the Baseline or the BEB Only scenarios. This increase is a result of using OCTA’s reported maintenance cost, which was used to estimate the maintenance costs for FCEBs in this study; OCTA’s reported costs were higher than the estimates used for the diesel-hybrids or BEBs.
Figure 39 - Annual Maintenance Costs, FCEB Only Scenario $-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Maintenance Cost
Year
Annual Fleet Maintenance Costs, Mixed Fleet Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Maintenance Cost
Year
Annual Fleet Maintenance Costs, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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48 Maintenance Assessment Cost Comparison
The Maintenance Assessment includes all labor, materials and, overhaul costs over the transition for each scenario. Figure 40 shows the cumulative maintenance costs for each scenario.
Table 25 shows the total maintenance costs for each scenario. All of these scenarios are within $3 million of each other at the end of the 20-year period. The FCEB Only scenario incurs the most maintenance costs while the BEB Only incurs the least. The fact that the FCEB Only scenario was more expensive than the BEB Only Scenario —despite the difference in the $75,000 for the BEB battery warranty and the $56,700 for the FCEB fuel cell replacement and battery warranty cost—shows that the differential in the per-mile maintenance cost of $0.25 per mile for BEBs and $0.59 per mile for FCEBs had a larger impact on the overall annual maintenance costs for the technologies than the warranties costs. It should also be noted that the BEB Depot and On-Route Charging scenario cost about $1 million less than the Baseline scenario over the 20-year transition period.
Figure 40 - Total Costs, Maintenance Assessments
Table 25 - Total Costs, Maintenance Assessments
Scenario Cost % ZEB
Baseline $ 22,902,000 0%
BEB Only $ 21,960,000 100%
Mixed Fleet: BEB and
FCEB $ 23,535,000 100%
FCEB Only $ 25,303,000 100%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2020
2022
2024
2026
2028
2030
2032
2034
2036
2038
2040
Maintenance Cost
Year
Total Costs, Maintenance Cost Assessment
FCEB Only $25,303,000
Depot&On-Route BEB $21,960,000
Depot BEB & FCEB $23,535,000
Baseline $22,902,000
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49 8 Facilities Assessment
The Facilities Assessment determines the scale of supporting infrastructure—charging infrastructure for BEBs and hydrogen infrastructure for FCEBs—necessary to meet the projected energy use estimated in the Fleet and Fuel Assessments. Facilities costs are then estimated based on the assessed infrastructure requirements for the given fleet. This section is divided between battery-electric infrastructure and hydrogen fueling infrastructure, which are further subdivided by their relevant assessment scenarios. Also, since the Baseline assumes that LAVTA already has the facilities necessary to support their diesel hybrid fleet, the Baseline was not included in the facilities assessment. Since LAVTA will be moving their depot from Rutan Court to their new facility at Atlantis Court, the BEB scenarios will include charging infrastructure at Rutan Court for the initial four bus deployment before the full facility build out occurs at the Atlantis Court facility. The charging infrastructure at Rutan Court would be put in place to support BEBs deployed prior to the shift in depots. Some of the costs of the electrical upgrades may be offset by PG&E’s EV Fleet Program. If one of the BEB scenarios is pursued by LAVTA, the agency should apply to participate in this program. Similarly, since the permanent FCEB infrastructure cannot be scaled down to the level of four buses, the FCEB Only Scenario would involve a mobile fueler at Rutan Court before there is permanent infrastructure installed at the Atlantis Court facility.
Battery-Electric Charging Scenarios Depot Infrastructure Scaling to a fleetwide BEB deployment requires a significantly different approach to charging and substantial infrastructure upgrades compared to smaller pilot deployments. With small BEB pilot deployments, charging requirements are met relatively easily with a handful of plug-in pedestal chargers and minimal infrastructure investment. For fleetwide BEB transitions, plug-in charging is impractical as charger dispenser cables can create hazards in the bus yard. Instead, the preferred approach is to use overhead pantograph or reel dispensers attached to gantries installed above bus parking lanes.
In addition to the installation of charging stations, improvements to existing electrical infrastructure, such as upgrades to switchgear or service connections, are required to support deployment of BEBs. Planning and design work, including development of detailed electrical and construction drawings required for permitting, is necessary once specific charging equipment has been selected. To define the installation timeline and costs for charging equipment, the scope of work is broken into four key project types: planning, structural, power upgrades, and charger installation. These projects are typically sized and scheduled to meet near-term charging requirements rather than immediately building out all necessary infrastructure for a full fleet transition.
CTE and AECOM developed estimates for components of each project type to build up a total cost estimate by project type. Assumptions used for BEB infrastructure are shown in Table 26.
Conceptual layouts for the BEB Only Scenario, prepared by AECOM, are provided in Appendix A1 – LAVTA Depot Site Plans, . As previously mentioned, when LAVTA begins its ZEB transition in 2023, the depot and administrative facilities will still be located at the Rutan Court facility, but will be moving to a new facility on Atlantis Court before its next ZEB purchase in 2028. In ATTACHMENT 1
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50 the BEB scenarios, LAVTA elected to pursue installation of two pedestal chargers at the Rutan facility to support the initial four buses, but the full BEB facility buildout will take place at the Atlantis Court location. AECOM did note that deploying the initial four BEBs from Rutan Court will likely require a transformer upgrade unless the existing load on the transformer is below 60kVA but did not identify any other factors that might impede the four-bus deployment.
AECOM also supplied a report including the power requirements, equipment and raceway routing, gantries, and phasing for Atlantis Court as an electric charging depot for both the BEB Only Scenario and the Mixed Fleet: BEB and FCEB Scenario.
For both the BEB Only Scenario and the Mixed Fleet Scenario, AECOM expects that, in 2027, gantries and chargers are installed for the next 40 buses at Atlantis Court. This installation will require a contractor lay-down area to cover the existing driveway and use of temporary access driveways to the north of the existing driveway. At this stage, there will be hybrid parking on the north half of the parking lot, with BEB parking on the southern half. This stage of the project also encompasses phase 1 of the power upgrade phasing outlined by AECOM. To accommodate the demand resulting from the addition of this series of 120kW chargers, a new 480 volt, 3- phase service and a new 2500kVA transformer will be required. See Appendix A1 – LAVTA Depot Site Plans, Depot and On-Route Charging Scenario Phase 1 - 2027 and A5 for 2027 phasing plan.
In the BEB Only Scenario, the remaining hybrid parking will be converted to additional BEB parking in 2032. This project will require the contractor lay-down area to shift to the north and cover one of the temporary access driveways. At this stage, lot access is also possible through the primary driveway, as well as one of the temporary driveways. At this stage, the second phase of the power upgrade phasing is scheduled to occur in order to accommodate the 13 chargers being added to charge the 24 additional buses. This will require a 2000kVA transformer, as well as a switchboard rated for 2500A at 480V, three-phase. See Appendix A2 for 2032 phasing plan.
In that same year for the Mixed Fleet Scenario, the same BEB infrastructure projects and service upgrades would be needed. This is also the time when the hydrogen fueling infrastructure will be installed. See Appendix A6 for 2032 phasing plan.
The final site plans for the completed transition can be seen in the 2035 site layouts in Appendix A3 for Depot and On-Route Charging Scenario and A7 for the Mixed Fleet.
Although some of the costs that AECOM supplied such as the power upgrade costs, were estimated as part of CTE’s analysis included in this Master Plan, it is recommended that more detailed cost analysis be done before build and or funding obligation based on AECOM’s recommendations.
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51 Table 26 – BEB Infrastructure Project Cost Assumptions Project Cost Estimate Metrics Source
Infrastructure Planning $200k per project Engineer’s estimate Structural Projects (Gantries,
Conduit, duct banks, etc.)
Design/Construction: avg. $117k per
bus
Engineer’s estimate, includes
20% contingency
Power Upgrade Projects
Design, Construction, & Equip:
$96k per MW
Engineer’s estimate, includes
20% contingency
Charging Projects Charging Equipment & Installation:
$89k per bus
Quotes and estimates, includes
20% contingency
Key assumptions applied in LAVTA’s Facilities Assessment are as follows:
• Gantry structures are used at each depot;
• One plug-in reel or overhead pantograph per bus;
• Two buses per 120 kW charger;
• Two charge windows, i.e. no more than half the buses charge at any given moment; • Off-peak, overnight charging with automated charge management software; and • Dispenser capacity to serve up to 80% of the fleet at a time; no movement of buses overnight.
On-Route Charging Infrastructure
The BEB Only scenario has on-route charging infrastructure in addition to the depot charging infrastructure already developed and presented in the previous section. The addition of on- route charging supports deployment and on-route charging of 27 electric buses in addition to 41 depot-only charged buses before 2040. In this section, the on-route infrastructure costs are summarized along with the depot infrastructure costs.
Although it is not always the case, on-route chargers may not require additional support structures, such as gantries, to be built and may not require any structural project planning, as depot chargers do. Required infrastructure projects for on-route chargers include planning, power upgrade, and charger purchase and installation, which can be summarized as design costs and equipment costs. On-route chargers were assumed to be located at transit hubs, the Livermore Transit Center and The East Dublin Pleasanton BART station already planned for and utilized in LAVTA’s service.
shows the cost assumptions used in the following sections to estimate costs for on-route charging infrastructure. This study did not include the costs of land acquisition for on-route charging sites. On-route chargers were assumed to be located at transit hubs, the Livermore ATTACHMENT 1
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52 Transit Center and The East Dublin Pleasanton BART station already planned for and utilized in LAVTA’s service.
Table 27 – On-Route Infrastructure Project Cost Assumptions Project Cost Estimate Metrics Source
Structural Projects (Gantries,
Conduit, duct banks, etc.)
Design/Construction: avg. 30k per
bus
Engineer’s estimate, includes
20% contingency
Power Upgrade Projects
Design, Construction, & Equip:
$264k per MW
Engineer’s estimate, includes
20% contingency
Charging Projects Charging Equipment & Installation:
$39k per bus
Quotes and estimates, includes
20% contingency
BEB Only On-Route Charging Projects
It is assumed that each on-route charging project will cost around $2.7 million per site. The number of on-route projects occurring in a given year are shown in Figure 41, below. A total of two on-route charging sites will be required to serve the additional 27 on-route-charged buses, which is expected to cost around $5.4 million. The East Dublin Pleasanton BART Station and the Livermore Transit Center have been identified as potential sites for on-route stations. Site designs for the two identified potential on-route station sites can be found in Appendix A9.
Figure 41 - On-Route Infrastructure Projects, BEB Only Scenario BEB Only Depot Planning Projects
In addition to on-route charger projects, the Depot and On-Route Scenario also requires infrastructure planning at the depot. Planning is estimated to cost $200,000 at each depot. One $200,000 project is therefore planned for LAVTA over the transition period. 2 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 On-Route Infrastructure Projects, BEB Only Scenario
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53 Figure 42 - Depot Planning Projects, BEB Only Scenario
BEB Only Depot Structural Projects
Structural projects include (1) trenching and build out duct banks from the switchgear to the charger pads, (2) construction of charger pads (i.e. foundation for charging equipment), (3) construction of gantry foundations and overhead gantry structures that hold the dispensers, and (4) installation of conduit from switchgear to charger pads and gantries. Table 28 shows the detailed cost assumptions for structural projects. These cost assumptions also apply to other projection scenarios. Duct bank cost is incurred only once per depot, other costs are on a per gantry basis.
Table 28 – Structural Project Cost Assumptions
Item Cost Unit
Initial Duct/Bank $ 300,000 per depot
Gantry & Foundation $ 450,000 per gantry
Incremental Duct Bank/Conduit $ 22,000 per gantry Charger Pad (3 chargers per gantry) $ 25,000 per gantry Contingency 20% on project costs
Design Engineering 6% on project costs and contingency
Each bar in the figure below indicates a structural project to add overhead gantry capacity to the depot. Figure 43 shows the number of gantries added in a given year. Each gantry can serve up to six buses. A total of 12 gantries will be needed at LAVTA’s Atlantis depot. 1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Depot Planning Projects, BEB Only Scenario
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54 Figure 43 –Incremental Depot Gantries, BEB Only Scenario Figure 44 shows the total annual costs of structural projects by depot for the BEB Only scenario.
These costs include the initial duct bank costs, gantry and foundation costs, incremental duct bank/conduit costs, and charger pad costs per gantry, sequenced in accordance with the costs in the table above. On top of these costs, 20% contingency and 6% engineering costs are added.
Figure 44 – Annual Depot Structural Projects Cost, BEB Only Scenario
BEB Only Power Upgrade Projects
Power upgrade projects include construction of transformer foundations and installation of transformers. It is assumed that transformers will be modular, and incremental power requirements are met over time. The table below shows the estimated costs for depot power upgrade projects.
7 5
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Incremental Depot Gantries, BEB Only Scenario
$4,426,000
$3,161,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
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2034
2035
2036
2037
2038
2039
2040
Depot Structural Projects, BEB Only
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55 Table 29 – Depot Power Upgrade Cost Assumptions, BEB Only Scenario Transformer/Switchback Pad Cost Unit
Transformer Covered by PG&E
Trench and Ductbank $ 30,000 per project
Construction, Equipment (1 MW) $ 125,000 per project Construction, Equipment (2 MW) $ 125,000 per project Construction, Equipment (4 MW) $ 250,000 per project Contingency 20% on project costs
Design Engineering 6% on project costs and contingency
Figure 45 shows incremental required electrical demand, in megawatts, for each depot. Each entry indicates the minimum amount of power that must be added in a given year to meet the growing demand at a given facility as more BEBs are purchased.
Figure 45 – Incremental Depot Electrical Demand, BEB Only Scenario (MW) Power upgrades are consolidated to occur in selected years, in accordance with the required demand in Figure 45. These recommended upgrades are shown in Figure 46. LAVTA will need to add an additional estimated 6 MW of capacity to its system by 2040 to accommodate charging for 68 BEBs.
200
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Incremental Electrical Demand (MW)
Year
Incramental Electrical Demand, BEB with Depot and On-Route Scenario (MW) ATTACHMENT 1
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56 Figure 46 – Depot Recommended Power Upgrade Projects, BEB Only Scenario (MW) The total cumulative cost of power upgrade projects at the depot, in 2020 dollars, is provided in Error! Reference source not found.. Total estimated power upgrade costs over the project life are approximately $0.57 million.
Figure 47 – Depot Annual Power Upgrade Project Costs, BEB Only Scenario
BEB Only Depot Charger Installation Projects
Charging projects include purchase and installation of 120 kW chargers and dispensers. Each bus will require one dispenser. Every two buses (40-foot and larger) will require one charger.
Dispensers are expected to be either overhead reel or pantograph style. Table 30 provides the costs assumed for charger and dispenser installs. As seen in Figure 48 and Figure 49, in total, this scenario would require 33 chargers (66 dispensers) at LAVTA’s Atlantis site. 4 2
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Depot Recommended Power Upgrade Projects, BEB Only Scenario $370,000
$205,000
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2020
2021
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Cost of Upgrades
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57 Table 30 - Dispenser and Charger Project Cost Assumptions Item Cost Unit
Charger $ 120,000 per 120 kW charger
Charger Installation $ 12,000 per 120 kW charger Dispenser/Pantograph $ 10,000 per dispenser
Dispenser Installation $ 5,000 per dispenser Contingency 20% on project costs
Figure 48 and Figure 49 show the annual dispensers and charger installations by depot for each year of the project.
Figure 48 – Annual Depot Dispenser Installations, BEB Only Scenario
Figure 49 – Annual Depot Charger Installations, BEB Only Scenario 4 18 18
16 6
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Annual Depot Dispenser Installations, BEB Only Scenario 4 18 18
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58 Figure 50 shows the annual cost of charger and dispenser installations based on these cost assumptions and the above estimated charger and dispenser quantities.
Figure 50 - Annual Cost of Depot Charger and Dispenser Installations, BEB Only Scenario BEB Only (with Depot and On-Route Charging) Infrastructure Cost Summary Table 31 summarizes all costs for charging infrastructure for the BEB Only scenario. Figure 51 - Cumulative Total Infrastructure Costs, BEB Only Scenario shows the cumulative total cost breakdown. The estimated total infrastructure costs for the BEB Only scenario is approximately $20 million. This total cost includes all gantry structural projects, all power upgrade projects, all charger and dispenser installations, all planning projects, design engineering costs and the added 20% contingency on all costs, as well as the design and equipment costs for on-route charging infrastructure.
Table 31 - Total Infrastructure Costs, BEB Only Scenario Depot Cost
Atlantis $ 14,387,000
On-Route $ 5,370,000
Total $ 19,757,000
$389,000
$1,750,000 $1,750,000
$1,556,000
$778,000
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
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Charger and Dispenser Annual Cost
Year
Annual Cost of Charger and Dispenser Installations, BEB Depot and On-Route Scenario ATTACHMENT 1
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59 Figure 51 - Cumulative Total Infrastructure Costs, BEB Only Scenario Mixed Fleet: BEB and FCEB Scenario – BEB Facility
Mixed Fleet Charging Scenario Depot Planning Projects
In the Mixed Fleet Scenario, BEB infrastructure planning will be required at the depot. Planning is estimated to cost $200,000 for planning the infrastructure transition at the Atlantis depot.
One $200,000 project is therefore planned for LAVTA over the transition period.
Figure 52 - Planning Projects, Mixed Fleet Charging Scenario
Mixed Fleet Charging Structural Projects
Structural projects include (1) trenching and build out duct banks from the switchgear to the charger pads, (2) construction of charger pads (i.e., foundation for charging equipment), (3) construction of gantry foundations and overhead gantry structures that hold the dispensers, and (4) installation of conduit from switchgear to charger pads and gantries. See Table 32 for $200,000
$389,000
$6,546,000
$1,750,000
$4,921,000
$778,000
$5,371,000
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2020
2021
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2027
2028
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2030
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2037
2038
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2040
Annual Infrastructure Cost
Year
Depot and On-Route Infrastructure Costs
On-Route
Depot BEB
1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Infrastructure Planning Projects, Mixed Fleet Scenario
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60 the detailed cost assumptions for structural projects. Duct bank cost is incurred only once per depot, other costs are on a per gantry basis.
Table 32 - Structural Project Cost Assumptions
Item Cost Unit
Initial Duct/Bank $ 300,000 per depot
Gantry & Foundation $ 450,000 per gantry
Incremental Duct Bank/Conduit $ 22,000 per gantry Charger Pad (3 chargers per gantry) $ 25,000 per gantry Contingency 20% on project costs
Design Engineering 6% on project costs and contingency
Each entry in the table below indicates a structural project to add overhead gantry capacity to the depot. Figure 53 shows the number of gantries added in a given year at the depot. Each gantry can serve up to eight buses. A total of 7 gantries will be needed at LAVTA to support BEB charging in this scenario.
Figure 53 – Incremental Gantries, Mixed Fleet Charging Scenario Figure 54 – Annual Structural Projects Cost, Mixed Fleet Scenario shows the total annual costs of structural projects by depot for the Mixed Fleet Charging scenario. These costs include the initial duct bank costs at each depot, plus gantry and foundation costs, incremental duct bank/conduit costs and charger pad costs per gantry, sequenced in accordance with the above tables. On top of these costs, 20% contingency and 6% engineering costs are added. 7 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Incremental Gantries, Mixed Fleet Scenario
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61 Figure 54 – Annual Structural Projects Cost, Mixed Fleet Scenario
Mixed Fleet Power Upgrade Projects
Power upgrade projects include construction of transformer foundations and installation of transformers. It is assumed that transformers will be modular, and incremental power requirements are met over time. Table 29 shows the estimated costs for depot power upgrade projects.
Figure 55 shows incremental required electrical demand, in megawatts, for each depot. Each entry indicates the minimum amount of power that must be added in a given year to meet the growing demand at a given facility as more BEBs are purchased.
Figure 55 – Incremental Electrical Demand, Mixed Fleet Scenario (MW)
$4,426,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
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Annual Structural Costs
Year
Structural Projects, Mixed Fleet
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Incremental Electrical Demand (MW)
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Incremental Electrical Demand, Mixed Fleet Scenario (MW) ATTACHMENT 1
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62 Power upgrades are consolidated to occur in selected years, in accordance with the required demand in Figure 55. These recommended upgrades are shown in Figure 56. LAVTA will need to add an additional estimated 4 MW of capacity to its system by 2040 to accommodate charging for 41 BEBs.
Figure 56 – Recommended Power Upgrade Projects, Mixed Fleet Charging Scenario (MW) The total cumulative cost of power upgrade projects at the depot, in 2020 dollars, is provided in Figure 57 – Annual Power Upgrade Project Costs, Mixed Fleet Charging Scenario. Total estimated power upgrade costs over the project life are approximately $0.3 million.
Figure 57 – Annual Power Upgrade Project Costs, Mixed Fleet Charging Scenario
Mixed Fleet Charger Installation Projects
Charging projects include purchase and installation of 120 kW chargers and dispensers. Each bus will require one dispenser. Every two buses (40-foot and larger) will require one charger with two dispensers. Dispensers are expected to be either overhead reel or pantograph style. 4 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Recommended Power Upgrade Projects, Mixed Fleet Scenario $304,000
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
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Cost of Upgrades
Year
Annual Power Upgrade Project Costs, Mixed Fleet
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63 Table 30 above provides the costs assumed for charger and dispenser installs. As seen in Figure 58 – Annual Dispenser Installations, Mixed Fleet Charging Scenario and Figure 59 – Annual Charger Installations, Mixed Fleet Charging Scenarioin total, this scenario would require 21 chargers (42 dispensers) at LAVTA.
Figure 58 – Annual Dispenser Installations, Mixed Fleet Charging Scenario and Figure 59 – Annual Charger Installations, Mixed Fleet Charging Scenarioshow the annual dispensers and charger installations by depot for each year of the project.
Figure 58 – Annual Dispenser Installations, Mixed Fleet Charging Scenario
Figure 59 – Annual Charger Installations, Mixed Fleet Charging Scenario Figure 60 shows the annual cost of charger and dispenser installations based on these cost assumptions and the above estimated charger and dispenser quantities. 4 18
16 4
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Annual Dispenser Installations, Mixed Fleet Scenario
2 9
8 2
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Annual Charger Installations, Mixed Fleet Scenario
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64 Figure 60 - Annual Cost of Charger and Dispenser Installations, Mixed Fleet Charging Scenario
Mixed Fleet Charging Infrastructure Cost Summary
Table 33 summarizes all costs for charging infrastructure for the Mixed Fleet scenario. Figure 61 shows the cumulative total cost breakdown for the BEBs in the fleet. The estimated total BEB infrastructure costs for the Mixed Fleet scenario are approximately $9.0 million. This total cost includes all gantry structural projects, all power upgrade projects, all charger and dispenser installations, all planning projects, design engineering costs and the added 20% contingency on all costs, as well as the design and equipment costs for on-route charging infrastructure.
Table 33 - Total BEB Infrastructure Costs, Mixed Fleet Scenario Depot Cost
Atlantis $ 9,011,000
Total $9,011,000
$389,000
$1,750,000
$1,556,000
$389,000
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
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Charger and Dispenser Annual Cost
Year
Annual Cost of Charger and Dispenser Installations, Mixed Fleet Scenario ATTACHMENT 1
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65 Figure 61 - Cumulative Total BEB Infrastructure Costs, Mixed Fleet Scenario
Hydrogen Fuel Cell Infrastructure Scenarios
To define the timeline and costs to build hydrogen fueling infrastructure, CTE breaks the scope of work into four key project types: (1) planning, (2) structural, (3) maintenance bay upgrades, and (4) fueling. Rather than building out the infrastructure all at once, projects are sized and scheduled to meet near-term fueling requirements.
50-Bus Mechanical Projects
For hydrogen fueling equipment, it is economical to package projects in 50-bus increments with all necessary mechanical and fueling components included except for liquid hydrogen storage tanks. Storage tanks can be added in a modular fashion as demand increases, separately from other fueling components. The 50-bus mechanical projects include:
1. Two dispensers (additional dispensers may be added);
2. All mechanical process equipment and hydrogen wetted components;
3. Design, engineering, and permitting;
4. Construction;
5. Demolition of existing pavement, and excavation;
6. Installation of new equipment foundations;
7. All electrical conduit, conductors, and termination;
8. Emergency shut down and notification system;
9. Mechanical installation; and
10. Electrical utilities and switchgear.
For LAVTA, Fiedler Group conducted an assessment of the FCEB infrastructure requirements at this facility for the Mixed Fleet: BEB and FCEB scenario and the FCEB Only Scenario. Fiedler $200,000
$389,000
$6,479,000
$1,556,000
$389,000
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
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Annual Structural Costs
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Cumulative Total BEB Infrastructure Mixed Fleet
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66 Group has over 60 years of experience working on innovative engineering and design projects and is widely viewed as the industry expert on hydrogen fueling station design.
Since both of the scenarios involving FCEBs had several years where there would only be four or five FCEBs in the yard, in the Mixed Scenario and the FCEB Only Scenario respectively, Fiedler Group recommends using a mobile fueler until the number of FCEBs meets or exceeds 19 buses. The infrastructure for a mobile fueler is expected to cost around $72,000 per year. In the Mixed Scenario, that cost is incurred for four years and in the FCEB Only Scenario, it is incurred for five years. When the permanent station is installed, the 50-bus incremental design cost is estimated at around $4.2 million with the incremental capacity expected at $300,000. The other major cost of hydrogen infrastructure is the maintenance bay upgrades required to make the bays hydrogen safety compliant. Upgrading all 14 of the bays at Atlantis Court is estimated at $1.9 million. This cost also assumes that some gas detection equipment will already be installed in the Atlantis Court maintenance bays during construction.
Hydrogen storage must comply with safety distance requirements outlined by the National Fire Protection Association (NFPA). These requirements are primarily outlined in NFPA 2
8.3.2.3.1.6(A) and NFPA 2 8.3.2.3.1.6(B) and are designed to prevent ignition of the hydrogen.
Fiedler Group reviewed these hydrogen storage requirements, including siting location with consideration of physical protection minimum distances and alternate minimum distances, as well as hydrogen dispensing requirements and selected a location for the hydrogen storage and fueling infrastructure that complies with these regulations. This site layout can be seen in Appendix A5-A7 for the Mixed Fleet Scenario and A8 for the final FCEB Only Layout.
For the assessment of the permanent fueling facility, Fiedler Group assumed liquid hydrogen would be trucked in and stored on site in an above-ground tank. According to Fiedler Group’s estimates, for each 50-bus increment, a 15,000-gallon tank will be needed. In the Mixed Scenario, that tank is expected to be installed in 2033 when there are 19 FCEBs in the fleet. In the FCEB Only Scenario, it will be installed when the capacity for the full 68 bus transition is reached in 2028. The size of these tanks allows for storage of four service days’ worth of fuel.
Two dispensers will be required, both to allow for all the buses to be fueled within an eight- hour window and for the purpose of redundancy.
Fiedler Group worked with AECOM to integrate hydrogen fueling infrastructure into the BEB project design phasing. These designs can be seen in Appendix A5-A7. The FCEB Only Scenario site design can be seen in Appendix A8.
The cost estimates that Fiedler Group provided for FCEB infrastructure were integrated into CTE’s Facilities Assessment and are summarized in Table 34. These estimates are based on the 50-bus increments employed by Fiedler Group.
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67 Table 34 – FCEB Infrastructure Planning Assumptions
Project Cost Estimate Source
Infrastructure Planning $200,000 per depot Engineer’s estimate 50-Bus Incremental
Mechanical Equipment and
Installation Package
Varies by facility; Includes design, permitting, and
installation for two (2) dispensers; all mechanical
process equipment; electrical utilities and switchgear.
Excludes storage tanks.
Engineer’s estimate,
vendor quotes
Incremental Addition of
15,000 Liquid Hydrogen Tank $300,000 per tank for installation Engineer’s estimate, vendor quotes
Maintenance Upgrades
Electrical, Lighting, Ventilation, and Gas Detection
- $191,500 to upgrade all of LAVTA’s
maintenance bays
Engineer’s estimate
Storage Capacity Projects
Storage capacity projects include the incremental addition of one or more 15,000-gallon liquid hydrogen storage tanks. Tanks are sized at 15,000 gallons to accommodate one truckload of liquid hydrogen, or approximately 3,000 kilograms. Storage capacity projects are planned in conjunction with bus mechanical projects to reduce disruptions for construction projects. This practice is standard and has been successfully implemented at OCTA and AC Transit and was recommended by Fiedler Group to San Diego Metropolitan Transit System and Long Beach Transit. The required capacity of hydrogen storage at a given depot is sized to accommodate an approximately four-day supply of average daily fuel use.
Mixed Fleet: BEB and FCEB Scenario – FCEB Facilities
In the Mixed Fleet: BEB and FCEB scenario, charging infrastructure is required to service a total of 41 BEBs while additional hydrogen fueling infrastructure services 27 FCEBs. All buses transition to zero-emission in this scenario.
In addition to BEB charging, hydrogen fueling is required to support the Mixed Fleet: BEB and FCEB scenario. For the FCEB fueling costs, the scope of work is broken into four key project types: (1) planning, (2) structural, (3) maintenance bay upgrades, and (4) fueling. Infrastructure is built out over time as necessary to support FCEB deployment.
Planning Projects
The building of hydrogen infrastructure will require planning at the depot. It is assumed that a planning project costs $200,000, occurring as shown in the table below, and occurs only once per depot. The total cost of planning projects for the one depot is therefore approximately $200,000.
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68 Figure 62 - Planning Projects, Mixed Fleet Scenario
Figure 63 shows the estimated mechanical projects by year. Costs vary per project in a given year due to the scale of the implementation at each depot. Building mechanical infrastructure is grouped into one phase to minimize disruption of service and capital expenses. The total cost of mechanical projects to support the Mixed Fleet scenario is approximately $4.1 million for the one project expected in this scenario.
Figure 63 - Mechanical Projects, Mixed Fleet Scenario
Storage Capacity Projects
Figure 64 shows the planned storage capacity project and costs by year. The total storage capacity projects costs approximately $300,000 over the life of the study with one project in 2028 at LAVTA.
1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Hydrogen Infrastructure Planning Project, Mixed Fleet Scenario 1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Annual Mechanical Projects, Mixed Fleet Scenario
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69 Figure 64 - Storage Capacity Projects, Mixed Fleet Scenario
Maintenance Bay Upgrade Projects
Maintenance bays at each depot require hydrogen detection and exhaust equipment to ensure safety. Figure 65 indicates the timing and location of upgrade projects, as well as the number of bays that require upgrades at each depot. All 14 maintenance bays will require upgrades so that all bays will be able to service FCEBs.
Figure 65 - Hydrogen Maintenance Bay Upgrade Projects, Mixed Fleet Scenario At LAVTA, CTE assumed nearly $14,000 per bay for the required upgrades. This cost comes from the requirement of additional ventilation systems necessary for hydrogen detection. Since LAVTA is in the process of building a new facility, these costs are reduced from what they would usually be for upgrading a diesel maintenance bay, because designing the bays for servicing FCEBs will be less expensive than retrofitting an existing bay. For maintenance bay upgrade projects, CTE estimates a total cost of $1,900,000 at LAVTA in 2028.
1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Annual Storage Capacity Projects, Mixed Fleet Scenario
14 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Maintenance Bay Upgrade Projects, Mixed Fleet Scenario
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70 Mixed Fleet FCEB Infrastructure Summary
Figure 61 provides the total infrastructure costs for the Mixed Fleet scenario for the entire transition period. The total build of required FCEB infrastructure will cost approximately $5.1 million for the FCEB Only scenario. It is important to note that this scenario also includes procurement of 41 BEBs between 2023 and 2033, which will require additional charging infrastructure, as outlined in the BEB infrastructure section. The cost of these projects combined would be around $19.8 million. Figure 67 shows a cumulative summary of infrastructure costs by year.
Annual costs for the FCEB infrastructure portion of the mixed fleet are provided in Figure 66.
The total combined infrastructure costs for the Mixed Fleet Scenario can be seen in Figure 67 - Cumulative Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario.
Figure 66 - Annual FCEB Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario
Figure 67 - Cumulative Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario
$264,000
$72,000
$272,000
$4,807,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
Estimated Infrastructure Cost
Year
Cumulative Infrastructure Costs, Mixed Fleet: BEB and FCEB Scenario Hydrogen Fueling Infrastructure
$264,000
$72,000
$272,000
$4,807,000
$200,000
$389,000
$6,479,000
$1,556,000
$389,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Estimated Infrastructure Cost
Year
BEB and FCEB Infrastructure Costs
Electric Charging Infrastructure
Hydrogen Fueling Infrastructure
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71 FCEB Only
The FCEB Only scenario assumes that FCEBs are utilized to run all of LAVTA’s routes by 2035.
The following estimates calculate necessary hydrogen infrastructure costs to support a fleet of 68 FCEBs by 2035.
Planning Projects
The building of permanent hydrogen infrastructure will require planning at each depot. It is assumed that each planning project will cost $200,000, occurring as shown in the graph below, and only once per depot. The total cost of planning projects for the one depot is therefore approximately $200,000.
Figure 68 – Planning Projects, FCEB Only Scenario
Figure 69 shows the estimated mechanical projects by year. Costs vary per project in a given year due to the scale of the implementation at each depot. Building mechanical infrastructure at each depot are grouped into no more than two phases to minimize disruption of service and capital expenses. The total cost of mechanical projects to support the FCEB Only scenario is approximately $4.2 million, and the project is scheduled in 2027.
1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Planning Projects, FCEB Only Fleet
1 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Hydrogen Mechanical Projects, FCEB Only Scenario
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72 Figure 69 – Hydrogen Mechanical Projects, FCEB Only Scenario Storage Capacity Projects
Figure 70 - Hydrogen Storage Capacity Projects, FCEB Only Scenarioshows the planned storage capacity projects and costs by year and depot. The total storage capacity projects will cost approximately $0.6 million over the life of the study. There will be a single project in 2027 that will add the capacity for the initial 50-bus capacity tank, as well as the additional capacity for the 18 additional buses required in the full fleet transition.
Figure 70 - Hydrogen Storage Capacity Projects, FCEB Only Scenario
Maintenance Bay Upgrade Projects
Maintenance bays at each depot will require hydrogen detection and exhaust equipment to ensure safety. Figure 71 indicates the timing and location of upgrade projects, as well as the number of bays that require upgrades. A total of 14 maintenance bays will require upgrades.
Figure 71 - Hydrogen Maintenance Bay Upgrade Projects, FCEB Only Scenario 2 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Hydrogen Storage Capacity Projects, FCEB Only Scenario
14 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Maintenance Bay Upgrade Projects, FCEB Only Scenario
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73 CTE assumed $13,600 per bay for the required upgrades. This cost comes from the requirement of additional ventilation systems. For maintenance bay upgrade projects, CTE estimates a total cost of $1,900,000 for LAVTA in 2022.
FCEB Only Infrastructure Summary
Table 35 provides the total infrastructure costs for the FCEB Only scenario for the entire transition period. The total build of required FCEB infrastructure will require approximately $9.8 million for the FCEB Only scenario. Figure 72 shows a cumulative summary of infrastructure costs by year at the depot including the cost of the mobile fuelers prior to the install of the permanent infrastructure in 2027.
Table 35 – Total Infrastructure Costs, FCEB Only Scenario Depot Cost
Atlantis $ 9,752,000
Total $ 9,752,000
Figure 72 - Cumulative Infrastructure Costs, FCEB Only Scenario Facilities Assessment Cost Comparison
The Facilities Assessment includes all infrastructure-related costs over the transition for each scenario. Figure 73 shows the cumulative infrastructure costs for each scenario. Table 36 shows the combined total costs and percentage of ZEBs in the fleet in 2040.
$391,500
$72,000
$72,000
$72,000
$72,000
$9,072,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Infrastructure Cost
Year
FCEB Infrastructure Costs
Hydrogen Fueling
Infrastructure
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74 Figure 73 - Total Cumulative Costs, Facilities Assessment
Table 36 - Total Cumulative Costs, Facilities Assessment
Scenario Cost % ZEB in
2040
Baseline $ 0 0%
BEB Only $ 19,955,000 100%
Mixed Fleet: BEB and FCEB $ 14,427,000 100%
FCEB Only $ 9,752,000 100%
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Infrastructure Cost
Year
Total Cost, Infrastructure Assessment
FCEB Only $9,752,000
Depot & On-Route BEB $19,955,000
Depot BEB & FCEB $14,427,000
Baseline $0
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75 9 Total Cost of Ownership Assessment
The Total Cost of Ownership Assessment compiles the results from the Fleet, Fuel, Facilities, and Maintenance Assessments to show cumulative and annual costs throughout the transition period for each scenario. It includes selected capital and operating costs of each fleet scenario over the transition timeline. Other costs may be incurred (e.g. incremental operator and maintenance training) during a fleet transition; however, these four assessment categories are the key drivers in ZEB transition decision-making.
This study assumes no cost escalation or any cost reduction due to economies of scale for ZEB technology because there is no historical basis for these assumptions. Future changes to LAVTA’s service level, depot locations, route alignments, block scheduling, or other operations are unknown. The analyses below provide best estimates using the information currently available and the assumptions detailed throughout this report.
Costs by Scenario
The following sections show total costs per scenario, broken down by assessment type.
Baseline
Figure 74 shows the combined fleet, fuel, facilities, and maintenance costs for the Baseline scenario in 2020 dollars. Since bus capital costs represent the most expensive cost examined, the peaks in these expenses occur during large purchasing years. Compared to bus costs, the fluctuations in fueling and maintenance cost are minimal and appear fairly stable from one year to the next. Since this scenario assumes that the necessary infrastructure is already present at the depot, there are no infrastructure costs associated with the Baseline scenario. The total combined cost is approximately $138 million over twenty years from 2020 to 2040. This scenario estimates a total of 68 diesel-hybrids in service in 2040.
Figure 74 – Total Costs by Type, Baseline Scenario
BEB Only
Figure 75 shows the combined fleet, fuel, facilities, and maintenance costs for the BEB Only scenario in 2020 dollars. The total combined cost is approximately $195 million over the length $1,636,000
$16,083,000
$2,600,000
$11,793,000
$1,681,000 $1,681,000
$18,508,000 $18,540,000
$1,687,000 $1,687,000
$16,170,000
$2,687,000
$11,799,000
$1,687,000 $1,687,000
$18,519,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Total Annual Cost
Year
Baseline Cumulative Costs
Maintenance
Infrastructure
Fuel
Fleet
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76 of the transition, from 2020 to 2040. This scenario estimates a total of 68 total BEBs in service by 2040. The trends in the total cost fluctuations between years are largely the same as the Baseline and are also the result of bus capital costs being the main component of yearly costs.
Infrastructure costs factor in towards the beginning of the project and maintenance and fueling costs remain relatively stable from year to year.
Figure 75 – Total Costs by Type, Depot and On-Route Charging Scenario Mixed Fleet: BEB and FCEB
Figure 76 shows the combined fleet, fuel, facilities, and maintenance costs related to the Mixed Fleet: BEB and FCEB scenario in 2020 dollars. The total combined cost is approximately $197 million over the length of the transition, from 2020 to 2040. This scenario estimates a total of 41 BEBs and 27 FCEBs (68 total ZEBs) in service by 2040. The patterns of this scenario’s bus purchasing, maintenance costs, and fueling costs are similar to those of the previously discussed scenarios with the infrastructure costs being even more isolated towards the beginning of the project.
Figure 76 – Total Costs by Type, Mixed Fleet: BEB and FCEB Scenario $1,709,000
$16,356,000
$3,062,000
$13,793,000
$1,669,000 $2,469,000
$8,215,000
$33,946,000
$28,318,000
$1,406,000 $1,406,000
$6,327,000
$22,934,000
$2,182,000
$17,574,000
$1,427,000 $1,427,000
$26,416,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Total Annual Cost
Year
Depot and On-Route Cumulative Costs
Maintenance
Infrastructure
Fuel
Fleet
$1,709,000
$16,355,000
$3,062,000
$13,807,000
$1,683,000
$1,683,000
$2,483,000
$8,162,000
$28,395,000 $28,970,000
$1,533,000 $1,733,000
$6,656,000
$24,542,000
$1,918,000
$18,732,000
$1,915,000 $1,915,000
$27,224,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Total Annual Cost
Year
Depot BEB and FCEB Cumulative Costs
Maintenance
Infrastructure
Fuel
Fleet
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77 FCEB Only
Figure 77 shows the combined fleet, fuel, facilities, and maintenance costs related to the FCEB Only scenario in 2020 dollars. The total combined cost is approximately $216 million over the length of the transition, from 2020 to 2040. This scenario estimates a total of 68 FCEBs in service by 2040. The general trends of this scenario are similar to the previous two ZEB scenarios discussed although this scenario has the highest overall expense of any of the scenarios; however, because the infrastructure costs for FCEBs are significantly lower than the costs for FCEBs, this scenario’s annual expenses never exceed $32 million, whereas the two scenarios with BEBs both have years that exceed $33 million.
Figure 77 – Total Costs by Type, FCEB Only Scenario
Total Estimated Costs
Figure 78 shows the combined total costs from the assessments above, broken down by scenario. Table 37 shows the detailed cost totals.
Figure 78 – Total Cost of Ownership, by Scenario
$1,709,000
$16,156,000
$3,065,000
$14,291,000
$1,833,000
$1,833,000
$2,633,000
$10,833,000
$31,131,000 $30,980,000
$2,393,000 $2,393,000
$26,375,000
$3,507,000
$20,030,000
$2,878,000 $2,878,000
$31,944,000
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Total Annual Cost
Year
FCEB Only Cumulative Costs
Maintenance
Infrastructure
Fuel
Fleet
$96,507,000
$133,274,000 $137,106,000 $150,188,000
$19,050,000
$19,965,000 $21,833,000
$30,399,000 $19,955,000 $14,427,000
$9,752,000
$22,902,000
$21,961,000 $23,536,000
$25,303,000
$138,459,000
$195,155,000 $196,902,000
$215,642,000
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
Baseline 2. Depot + On-Route 3. Depot + FCEB 4. FCEB Only Cost of Ownership
Scenario
Total Cost of Ownership
Maintenance
Infrastructure
Fuel
Fleet
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78 Table 37 – Total Cost of Ownership, by Scenario
Assessment Type Baseline BEB Only Mixed Fleet: BEB
and FCEB FCEB Only
Fleet $ 96,507,000 $ 133,274,000 $ 137,106,000 $ 150,188,000 Fuel* $ 19,050,000 $ 19,965,000 $ 21,833,000 $ 30,399,000 Infrastructure $ 0 $ 19,955,000 $ 14,427,000 $ 9,752,000 Maintenance $ 22,902,000 $ 21,961,000 $ 23,536,000 $ 25,303,000 Total $ 138,459,000 $ 195,155,000 $ 196,902,000 $ 215,642,000 % ZEB in 2040 0% 100% 100% 100%
*Excludes any potential LCFS credit revenue
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79 10 Conclusions and Recommendations
ZEB technologies are in a period of rapid development and change. While the technologies have been proven in many pilot deployments, they are not yet matured to the point where they can easily replace current fossil-fuel technologies on a large scale. BEBs require significant investment in facilities and infrastructure and may require changes to service and operations to manage their constraints. On the other hand, FCEBs can provide an operational equivalent to diesel or CNG buses; however, the cost of buses, fueling infrastructure, and fuel are a significant hurdle.
CARB’s ICT regulation is an achievement toward addressing the challenges of climate change and improving local air quality with a goal of 100% zero-emission transit fleets by 2040.
However, as demonstrated in this analysis, there will be substantial costs and technical challenges to overcome. Transit agencies may be challenged to meet this goal while maintaining the same level of passenger service.
In an all-BEB strategy, total ZEB transitional costs are likely to be around $195 million not including LCFS credit revenue to offset fuel costs. By adding on-route charging, LAVTA could achieve a transition to a 100% battery-electric fleet without increasing fleet size or sacrificing block achievability. The difference in cost between this scenario and the Baseline scenario is largely the result of the price difference between diesel-hybrid buses and BEBs. Both 40-foot and 60-foot BEBs have completed Altoona testing and are acceptable under the CARB ICT regulation. The BEB Only scenario meets the CARB ICT regulation.
The Mixed Fleet: BEB and FCEB scenario achieves the transition of LAVTA’s fleet to 100% zero- emission by 2040 with an estimated total cost of $197 million (not including LCFS credit revenue on fuel). This total cost falls between the BEB-only strategy on the low-cost end and the FCEB-only strategy on the high-cost end. Though the costs are considerably less for a mixed fleet deployment than the FCEB Only scenario, managing a mixed fleet through a transition presents its own complexities, such as installing new BEB infrastructure and installing new FCEB fueling infrastructure in a time frame that does not disrupt service. In this scenario, the depot would also need to have the capacity to fit both kinds of fueling infrastructure. LAVTA may also experience additional benefits as a result of the transition to ZEBs; one commonly cited benefit of ZEBs in the reduction in maintenance requirements. Less maintenance for ZEBs may result in the need for fewer maintenance bays.
If LAVTA selects an FCEB Only strategy, total ZEB transitional costs are estimated at approximately $216 million (not including LCFS credit revenue on fuel) for replacement of 100% of the fleet with FCEBs by 2040. FCEB technology would allow service to continue unaltered without increasing fleet size. A primary assumption for the FCEB analysis is that FCEB buses will be available for all bus types and lengths during the transition period. Due to the lack of market diversity of FCEBs and hydrogen available in the United States, fuel costs and bus capital costs remain high. These costs are expected to come down in the future as more buses are deployed; however, more data is needed to understand how much they may fall. Additionally, data for FCEB maintenance costs reflect higher costs than what might be expected as agencies become ATTACHMENT 1
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80 more familiar with the technology. As such, there are more unknowns associated with costs for the FCEB Only scenario, and costs are more subject to change.
Given these considerations, the recommendations for LAVTA are as follows:
1. Remain proactive with ZEB deployments: For successful fleetwide deployment, BEBs will require charge management software, hardware, and standards to manage the fleetwide transition. For FCEB deployment to be competitive, lower fuel costs that will evolve over time with the production of hydrogen at scale will be required. LAVTA should move forward thoughtfully, taking advantage of various grant and incentive programs to offset the incremental cost for ZEB deployment. Incentive programs may be eliminated in future years as ZEB procurements are required instead of being optional.
2. Target specific routes and blocks for early ZEB deployments: LAVTA should consider the strengths of given ZEB technologies and focus those technologies on routes and blocks that take advantage of their efficiencies and minimize the impact of the constraints related to the respective technologies. For example, depot-charged BEBs for shorter routes and blocks, on-route charged BEBs for mid-range routes with layovers at a transit center, and FCEBs for long routes or routes with higher speeds and/or heavier loads, is recommended. These technologies cannot follow a one-size-fits-all approach from either a performance or cost perspective. Matching the technology to the service will be a critical best practice. Results from the ZEB Pilot Program will help to inform these decisions.
The transition to ZEB technologies represents a paradigm shift in bus procurement, operation, maintenance, and infrastructure. It is only through a continual process of deployment with specific goals for advancement that the industry can achieve the goal of economically sustainable, zero-emission public transit.
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81 Appendix A1 – LAVTA Depot Site Plans, Depot and On-Route Charging Scenario Phase 1 - 2027
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82 Appendix A2 – LAVTA Depot Site Plans, Depot and On-Route Charging Scenario Phase 2 - 2032
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83 Appendix A3 – LAVTA Depot Site Plans, Depot and On-Route Charging Scenario Phase 3 - 2035
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84 Appendix A4 – LAVTA Depot Site Plans, Depot and On-Route Charging Scenario Electrical Phasing
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85 Appendix A5 – LAVTA Depot Site Plans, Mixed Fleet Scenario Phase 1 - 2027
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86 Appendix A6 – LAVTA Depot Site Plans, Mixed Fleet Scenario Phase 2 - 2032
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87 Appendix A7 – LAVTA Depot Site Plans, Mixed Fleet Scenario Phase 3 - 2035
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88 Appendix A8 – LAVTA Depot Site Plans, FCEB Only Scenario Final - 2035
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89 Appendix A9 – LAVTA On-Route Charging Site Plans, Depot and On-Route Charging Scenario – East Dublin/Pleasanton BART
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90 Appendix A10 - LAVTA On-Route Charging Site Plans, Depot and On-Route Charging Scenario – Livermore Transit Center
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91 Addenda – Accelerated FCEB Purchase Cost Information In the event that LAVTA chooses to purchase 12 FCEBs in 2023 rather than the previously projected 4 FCEBs and 8 Hybrids, additional costs would be incurred in 2023 for the capital cost of the bus purchases that year.
Additionally, since there would be 8 additional FCEBs in the fleet from 2023-2035 compared to the original scenario (as demonstrated in Addenda Figure 79: Original Scenario (4 FCEB/8 Hybrid Purchased in 2023) Addenda Figure 1b: Accelerated 2023 FCEB Purchase Scenario (12 FCEB/0 Hybrid Purchased in 2023)and 1b), the maintenance and fuel costs would also differ from the 4 FCEB/8 Hybrid scenario since those additional FCEBs would be incurring slightly higher fuel and maintenance costs over their lifespan. However, since no additional infrastructure would be required by LAVTA if 4 or 12 FCEBs were purchased in 2023 due to the ability to easily scale the mobile fueler to accommodate and service 8 more FCEBs than modeled in the previous projections, there are no added infrastructure costs if 12 FCEBs are purchased in place of 4 FCEBs and 8 Hybrids.
The additional costs that would be incurred by purchasing 12 FCEBs in 2023 as opposed to 4 FCEBs and 8 Hybrids are outlined below. Additional costs incurred are summarized as incremental relative to the original scenario and as the cumulative total for the accelerated 2023 FCEB Purchase Scenario:
Costs incurred in 4 FCEB/8 Hybrid 2023
Purchase Scenario
Additional costs incurred 12 FCEB/0
Hybrid 2023 Purchase Scenario
Total Cumulative Costs Incurred 12
FCEB/0 Hybrid 2023 Purchase Scenario
Fleet $150,188,000 $4,560,000 $154,748,000
Fuel $30,399,000 $1,492,000 $31,890,000
Maintenance $25,303,000 $617,000 $25,920,000
Facilities $9,752,000 No additional cost $9,752,000
TOTAL $215,642,000 $6,669,000 $222,310,000
In summary, purchasing an additional 8 FCEBs instead of 8 hybrids in 2023, would incur an additional $6,669,000 over the lifetime of those vehicles.
Addenda Figure 79: Original Scenario (4 FCEB/8 Hybrid Purchased in 2023) Addenda Figure 1b: Accelerated 2023 FCEB Purchase Scenario (12 FCEB/0 Hybrid Purchased in 2023)
60 60 60 64 64 64 64 64
44 24 24 24 24
4 4 4 4 4
24 44 44 44 44
60 60
68 68 68 68 68 68
0 10
20 30
40 50
60 70
80 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses in Fleet
Year
Annual Fleet Composition, FCEB Only Scenario
Fuel Cell
On-Route BEB
Depot BEB
Hybrid
60 60 60 56 56 56 56 56
36 16 16 16 16
12 12 12 12 12
32 52 52 52 52
68 68 68 68 68 68 68 68
0 10
20 30
40 50
60 70
80 2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Number of Buses in Fleet
Year
Annual Fleet Composition, Accelerated 2023 FCEB Purchase Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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92 Addenda Figure 2: Annual Bus Capital Costs, Accelerated 2023 FCEB Purchase Scenario $13,483,000
$16,952,000
$28,253,000 $28,253,000
$22,602,000
$16,952,000
$28,253,000
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Capital Costs
Year
Annual Capital Costs, Accelerated 2023 FCEB Purchase Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
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93 Addenda Figure 3: Annual Fuel Costs, Accelerated 2023 FCEB Purchase Scenario
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Fuel Cost
Year
Annual Fuel Costs, Accelerated 2023 Purchase Scenario
Hydrogen
On-Route Electric
Depot Electric
Hybrid
ATTACHMENT 1
799
94 Addenda Figure 4: Annual Bus Maintenance Costs, Accelerated 2023 FCEB Purchase Scenario
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
Annual Bus Maintenance Cost
Year
Annual Fleet Maintenance Costs, Accelerated 2023 FCEB Purchase Scenario Fuel Cell
On-Route BEB
Depot BEB
Hybrid
ATTACHMENT 1
800
CITY COUNCIL STAFF REPORT
ITEM NO. 10.1
DATE:
January 10, 2022
TO:
Honorable Mayor and City Council
FROM:
Donald Hester, Acting Administrative Services Director
SUBJECT:
Supplemental materials received prior to the meeting.
RECOMMENDED ACTION
SUMMARY
These materials were posted online and made available to the public at the same time that they were distributed to the City Council.
6.1 Hearing to consider approving an Amended and Restated Disposition, Development and Loan Agreement with 2205 Railroad Avenue LLC to develop a four-story hotel on the southeast corner of Railroad Avenue and South Livermore Avenue, which includes a site acquisition loan for 2205 Railroad Avenue LLC to develop a parking facility on 2080 Railroad Avenue; to declare that the parcels to be transferred from the City to 2205 Railroad Avenue LLC are identified for disposition for the development of a hotel in the Livermore Successor Agency’s Long Range Property Management Plan and are exempt surplus land; and authorizing a supplemental appropriation of $1,923,750 from the General Fund for the site acquisition loan.
Materials: Public Comment Received, Revised Resolutions and Exhibits, and PowerPoint Presentation
7.1 Oral report from the Director of Emergency Services regarding the COVID-19 emergency, its impacts, and the governmental operations in response to that emergency, as well as discussion and direction regarding the City’s emergency operations in response to that emergency.
Material: PowerPoint Presentation
7.2 Comprehensive General Plan and Housing Element Update – Draft Vision Statement and Guiding Principles
Material: PowerPoint Presentation
7.3 Discussion and direction on Livermore's preferred approach regarding the Livermore Amador Valley Transit Authority's draft Zero Emission Bus Fleet Transition Study.
Material: PowerPoint Presentation
801
8.0 Council Committee Reports and Matters Initiated by City Manager, City Attorney, Staff, Council Members.
Material: Council Members' Reports.
DISCUSSION
ATTACHMENTS
1. Supplemental Materials
Prepared by: Debbie Elam
Deputy City Clerk
Approved by:
____________________________________
Marc Roberts
City Manager
Fiscal Review by:
____________________________________
Bhavna Chaudhary
City Treasurer/Finance Manager
802
From: W Schaefer
To: Cityclerk - Livermore
Subject: Downtown Hotel parking lot loan
Date: Thursday, January 6, 2022 4:37:24 PM
City of Livermore Clerk,
I appose loaning Livermore Tax Dollars to a Private Company for the purchase of land for a parking lot.
The land purchase should be the hotels responsibility not ours.
What if the hotel owners
default, who will end up
with the bill?
This is a bad decision.
Sincerely,
Wolf Schaefer
Item 6.1
Public Comment Received
803
From: Mark Sobrepena
To: Cityclerk - Livermore
Subject: No to the $1.9 million loan
Date: Monday, January 10, 2022 4:23:23 PM
Hello,
Remember the inflationary 1980’s and the incredible rising cost of material and resources. The prices we see now at the supermarket is just the beginning. Not only is this parking garage a bad plan but a waste of taxpayer money when Livermore needs to keep the general fund fully stocked for this oncoming inflation cost. What about affordable housing, taking care of our community, and infrastructure repairs. These cost will certainly increase soon. We cannot expect continuous federal bailouts like the
American Rescue Plan Act of 2021 (ARPA) of $4.97M into our funds.
We need to stop this “loan expenditure” which leaves the city at risk holding the bag on a loan that may not recoup the principal due to cost overruns. There are many reasons to stop this building - born from closed door meetings - but another reason is the financial risk to Livermore and its services. As voters we need to tell the city council to have financial foresight and not just give away our future into bad debt.
Regards,
Mark Sobrepena
Item 6.1
Public Comment Received
804
From: Rich Buckley
To: Cityclerk - Livermore
Cc: Rich Buckley
Subject: My Public Input on Agenda Item 6.1 City Council Date: Monday, January 10, 2022 10:55:03 AM
Attachments: Letter on Agenda Item 6.1 Jan 10, 2022.pdf Exercise Caution: This message is from outside the City email system. Do not open links or attachments from untrusted sources.
Dear City Clerk,
Please include my attached letter in any correspondence allowed read into the public record on agenda item 6.1 of City Council.
Thank you
Rich Buckley
--
Rich Buckley Realty
411 So L St, Ste C
Livermore, CA 94550
Listings:
www.BuckleyRealty.com
email: [email protected]
925-443-1122 Off
925-216-4378 Cel
925-215-2058 Fax
DRE Lic. #00336569
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Your kind words are my life's blood. I live to serve others. I can't thank you enough when you mention my name to your friends to help them with their real estate needs...
Rich
Buckley
Item 6.1
Public Comment Received
805
From the desk of:
Rich Buckley. Bkr Lic 00336569
Rich Buckley Realty
www.BuckleyRealty.com
Office: 925-443-1122
Cell: 925-216-4378
Fax: 925-215-2058