2020_01-28_PWETCpacket - Laserfiche WebLink

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INTERNAL TEAM Execution of these actions will require staff to be strategic and intentional about reducing emissions through efficiency, conservation, and clean energy. The creation of an internal team that sets targets and develops a schedule of action will help drive operations toward achieving city-wide goals. The team should include: • Staff across departments • A designated point -person to keep group on track • Regular meetings to report progress and advance goals • Regular updates to council, at least twice per year There are different methods the city can utilize to achieve the goals of this plan and minimize the additional pressure it may have on staff and resources. The city is already completing actions that are directly or indirectly related to the actions outlined in the CAP. By identifying how the CAP can be integrated into the normal functions of the city, existing resources will be better able to absorb the change. For instance, how the city spends its money each year has a GHG impact. If the budget is designed to consider greenhouse gas emissions, additional spending can be avoided in several instances. Further, leveraging existing programs and working with partners can help externalize some of the burden and distribute the additional load. Additional dedicated funding will be necessary to achieve the goal of this plan. The city should consider funding mechanisms to support implementation of emissions reductions action. One option to consider is increasing utility franchise fee and dedicating any additional revenue to drive efficiency action in the residential, commercial, and industrial sectors. Lead — Influence — Inspire The city has enormous influence over how the community functions. The greatest impact the city has is in areas where it has decision -making authority. This includes existing policies and regulations that may enhance or restrict the implementation of carbon reduction strategies. Several of these polices have been identified throughout this CAP as tools that can be leveraged to support strategies and demonstrate the city's leadership. In areas where the city has less control, it should use its influence to support the decision -making entities that have direct impact on the actions included in the CAP. One example from this plan is that the city is not able to set its own building code, so it should support legislation or rule -making at the state level that would enable cities to increase energy standards for all new buildings. When the city does not have control or influence, but is interested in driving change, it can utilize its platform to provide information, inspiration, and incentives that support GHG reduction actions. The CAP Resource Hub is a good example of how the city can centralize much of this plan and create a go -to destination for action. There are many existing resources from Minnesota energy non -profits that can be adapted to fit the needs of the city. Specific steps the Internal Team can take are to identify those areas where the city has existing tools that can be leveraged to achieve action; provide budget and capital improvement recommendations that consider the GHG impact; integrate support for climate action into regular city communications, where appropriate. Outside of city functions, the Internal Team can direct action by aligning interests, highlighting success, and inspiring its businesses and residents to be leaders. Implementation of this Plan is no small task. It will require a shift in the way city functions to make climate action part of normal operations. The city has dedication, ingenuity, and community support to be successful.