Meeting_Body
EXECUTIVE MANAGEMENT COMMITTEE
OCTOBER 20, 2016
Subject/Action
SUBJECT: SUSTAINABILITY STRATEGIES
ACTION: RECEIVE AND FILE
Heading
RECOMMENDATION
Title
RECEIVE AND FILE report back on sustainability strategies, accomplishments and short and long-term plans related to green infrastructure, sustainability transportation and workforce development and resources needs to implement Metro’s sustainability program.
Issue
ISSUE
In February 2016, the Metro Board of Directors passed Motion #57 by Directors Garcetti, Kuehl, Ridley-Thomas, Fasana, Solis and Bonin to direct the CEO on a number of items related to Metro’s environmental and sustainability efforts to further Metro’s goals to reduce emissions, clean the air, and improve urban areas (Attachment A).
There are two reports required by the Motion. Staff reported back on May 31, 2016 on Item A of the Motion. This Receive and File document is the second report that is also required by the Motion. This report includes an outline of staff’s response for each of the items pertaining to Water Conservation and Green Infrastructure, First and Last Mile Connections to Metro’s transit system, and Strategies to better Deploy Technology and promote Green Jobs.
BACKGROUND
Central to Metro's mission of continually improving the effectiveness and efficiency of Los Angeles' transportation system is the process of ensuring the implementation of sustainability-related efforts and infrastructure. Transit systems by definition already form a sustainable air quality strategy as any agency that reduces vehicle miles travelled, congestion, and promotes land use co-benefits as a result of transit investments lead to a reduction in criteria air pollutants and greenhouse gas emissions.
Although Metro has been implementing sustainability strategies, specifically as part of its construction efforts since 2003, sustainability only became a formal part of Metro's priorities in 2007, with our Board's adoption of the Sustainability and Energy Policy; and the formation of the Ad Hoc Sustainability and Climate Change Committee. In the summer of 2008, the Board adopted the Metro Sustainability Implementation Plan (MSIP), which outlined specific actions to reduce our contribution to climate change and to further increase our sustainability. The MSIP is the cornerstone of our sustainability activities and provides overall guidance in our effort to implement sustainability-related projects in the most cost-effective and efficient manner.
To allow a most systematic implementation of our sustainability programs, the Board adopted an Environmental Policy in 2009 which established an Environmental Management System (EMS) as the tool for reducing environmental liabilities and implementing a continual improvement process with environmental objectives and targets that are measurable, meaningful and understandable. Metro’s internationally certified EMS is the common thread in the development, implementation, and operations and maintenance of all sustainability related infrastructure in our agency. It is also the means for us to implement a coordinated sustainability program within Metro.
Our agency has consistently been the international leader in the sustainability space. Metro has developed the following baseline documents to ensure that sustainability principles are implemented uniformly in all of our construction programs:
1. Update in 2010 (and revised in 2012) of the Metro Rail Design Criteria specifically in Section 2 to include the consideration of multi-mobility hubs with various first and last mile strategies, climate change adaptation principles and green infrastructure;
2. Update in 2012 of Metro’s baseline specifications to require the development and implementation of a project-specific Sustainability Plan regardless of the size of projects. Each one of these plans outlines the environmental and sustainability commitments for each project. These commitments are consistent with statutory and regulatory requirements. The Sustainability Plan specifically adheres to the requirements of the California Green Building Code and the California Building Code. However, Metro’s requirements (if more stringent) are followed, as feasible, when in conflict with those of the statute or regulations.
3. Requirement for annual reports in environmental and sustainability metrics that is reported as the following: Energy and Resource Report (formerly called Sustainability Report, since 2010), annual Energy and Renewable Energy program update (since 2012), Annual Green Construction Policy Implementation (since 2012). Attachments B, C, D provide specific details on the projects and the metrics that Metro is measuring itself against in sustainability, energy, and green construction, respectively.
The basis for these documents include a number of agency-wide policies such as:
- Green Construction Policy;
- Renewable Energy Policy;
- Energy and Sustainability Policy (to include the requirement for the use of Leadership in Energy and Environmental Design [LEED] as the standard rating system to document the implementation of green infrastructure for projects 10,000 square feet or larger);
- Environmental Policy;
- Environmental Liabilities Reduction Policy;
- Construction Demolition Debris Recycling and Reuse Policy;
- Water Use and Conservation Policy; and
- Complete Streets Policy.
A complete inventory of all policies, plans, description of projects, metrics, and other relevant information could be found at www.metro.net/sustainability <http://www.metro.net/sustainability>.
Discussion
DISCUSSION
In the context of the items in the preceding section, Motion #57 provides a framework and opportunity for Metro to strengthen and expand its sustainability policies, plans, and implementation efforts for the benefit of our metropolitan region and to foster a greater level of coordination with peer agencies trying to address overlapping sustainability mandates. Based on our staff-initiated consultation process, staff concurs with our stakeholders that Metro will need to adapt its sustainability implementation strategy to reflect rapidly evolving technology, increasing impacts of extreme weather events, more stringent federal, state, and local requirements, advancements in best management practices for active transportation infrastructure, as well as the need for closer coordination among agencies. We want to stay on the forefront of sustainability, and also recognize that we are not alone in this space. Continuing our leadership in sustainability implementation is necessary to carry out the co-related and cooperative green infrastructure goals to efficiently converge transportation, open space, air and water resource, and biodiversity protection into a shared vision of all our 88 cities and unincorporated areas of LA County and surrounding jurisdictions.
MSIP To Be Updated By March 2017
To holistically do so and to increase logistical efficiency, staff determined that updating the MSIP would be the most logical first step. While, on a project per project basis, a requirement is in place to develop a Sustainability Plan for all projects, regardless of size, the intent of the MSIP update is to make sure that we capture all of the gains we achieved in the last few years, summarize our lessons learned as well as draw from our experience and the input of diverse stakeholders to implement the most-effective strategies to mitigate the impacts from those challenges, and optimize our resources to optimally achieve environmental and sustainability goals. Developing an updated plan to be completed within the next six months is key to ensuring the continued implementation of existing sustainability efforts as well as opportunities for increased sustainability while maintaining a state of good repair and to be able to operate our expanding system in the most cost-effective and resilient manner.
To better address the request of the Motion and to set the stage for developing an updated MSIP, our response to each element of the Motion for this report is characterized by its current stage of development:
• Bench - Research & Development stage;
• Pilot - Advanced from Bench stage and Metro is in the process of scaling up;
• Fully Implemented - Policy is applied to all eligible assets and projects; and
• Process Improvement - Continual improvement and innovation to meet targets.
The responses below for each of the elements of the Motion are developed in close coordination with Metro Operations, the Metro Highways Group and the Metro Countywide Planning Department. The Countywide Planning Department coordination specifically focused on the development and implementation of responses related to First and Last Mile Connections to Metro’s transit system, Parking Management as well as Goods Movement initiatives.
Water Conservation & Green Infrastructure
Goal: All Metro future construction projects (that are currently not out to bid) implement methods to capture and treat storm water and apply reclaimed water best practices.
Current Status: Process Improvement status for Storm Water; Pilot status for Reclaimed Water practices.
Summary: Since 2003, Metro has implemented a best practice to capture and treat storm water. The requirement is reflected in the agency Design Criteria for all major capital projects. Section 2 of the Design Criteria describes Metro’s commitment to develop a Construction Storm Water Control Plan for all above ground fixed facilities. These would include the implementation of applicable Standard Urban Stormwater Mitigation Plan (SUSMP) guidelines for permanent management of storm water. Where treatment is within Metro jurisdiction and if feasible to achieve the highest and best transportation use of the property, treatment would include the establishment of minimum buffers from riparian corridors and wetlands, where water quality is of particular importance. Engineering strategies are required to be constructed for the permanent control of water runoff during the operation phase of the project.
Throughout the County, Metro follows the City or County of Los Angeles’ Low Impact Development (LID) protocols in addition to regulations from state and other local regulatory agencies that govern the treatment and re-use of storm water. Major capital transit projects where these strategies were implemented include the Orange Line, Central Maintenance Facility, Division 13, Santa Monica Yard, and Monrovia Yard. For future projects, Metro will coordinate with Countywide stormwater managers and land use planners to determine the overlap of potential LID treatment sites with Metro properties and locate optimal sites of implementation within Metro parcels based on drainage corridors and critical water sources. Metro will work with other jurisdictions to integrate their LID strategies with those of Metro at the time of Metro implementation.
Our Board has mandated the reduction of potable water use agency-wide by as much as 20% by 2017 using 2015 baseline levels. Current efforts continue for process improvements to meet the target. Since mid-2000, our bus washes have supplemented potable water use with reused treated washwater in all of our bus and rail car washing activities. We have implemented the use of recycled water in some segments of the Orange Line for landscaping, specifically where we are able to connect to recycled water main pipelines installed by the Los Angeles Department of Water and Power. The use of dewatering water can pose some challenges, especially if the water quality is impacted by chemical contamination (natural [e.g., in the case of stations adjacent to the La Brea Tar Pits area] or anthropogenic [e.g., due to industrial activities adjacent to the dewatering site]).
Full scale reclaimed water implementation at Metro (specifically for landscaping) faces significant impediments for consistent implementation on construction projects. In most cases, the local jurisdiction or utility companies are currently in the planning stages or have constrained resources to align with the schedule and proximity of their projects to Metro’s projects. Based upon Motion #57 and feedback from stakeholders, Metro will continue its close coordination specifically with the City of LA’s Bureau of Sanitation, Department of Water and Power, Los Angeles County Department of Public Works, County Sanitations District of Los Angeles County, and One Water LA Working group in aligning placement of reclaimed water throughout Metro projects, in addition to Orange Line.
Besides these potable water conservation efforts, as part of our efforts to determine feasible numerical sustainability goals, Metro staff will work to develop minimum targets for LID strategies. To this end, Metro will establish best practice strategies (including consideration of voluntary goals such as those provided in the California Green Building Code, where feasible) to achieve those targets and track progress including monitoring, reporting, and maintenance towards the greening of our new and existing infrastructure.
Metro is working with the County of LA in bringing these strategies to the rest of the cities in the County. We have identified a potential new funding source to assist local jurisdictions regarding expansion of storm water capture and reuse and other low impact development strategies. If passed by the voters, Measure M will allow local jurisdictions to use up to one-third of their annual Local Return funds (or $7.5 billion over 40 years) for “Green Streets” initiatives. Per the Ordinance, “Green Streets” are defined as “urban transportation rights-of-way integrated with storm water treatment techniques that use natural processes and landscaping and that quantitatively demonstrate that they capture and treat storm water runoff from their tributary watershed through infiltration or other means that are included within the respective Enhanced Watershed Management Plan.”
Goal: All future design and construction projects ($5 million and over) use Storm Water & Discharge Runoff Capture and Cleaning Devices.
Current Status: Pilot Status
Summary: This goal relates to the treatment of storm water that is in excess of what could be infiltrated or captured and reused on site. Since 2003, Metro has incorporated and implemented additional low impact development and engineering controls for this purpose, where feasible. The Orange Line is an example where we have installed an extensive network of detention basins and treatment devices at or preceding storm water inlets.
Challenges exist in reaching full implementation based upon three key issues:
• Feasibility in terms of physical area of capture;
• Development of performance metrics and targets to push progress; and
• Agreement on inter-jurisdictional Operations & Maintenance.
Metro will work with all stakeholders in developing strategies to overcome these challenges.
Not all project sites have sufficient right-of-way or drainage area to allow for efficient capture & installation of mitigation strategies or installation of treatment devices. Further, it can be a challenge for jurisdictions to fully implement long-term operations and maintenance after Metro’s typical initial five year establishment period, specifically in areas where there may be confusion on limits of maintenance responsibilities. While we had limited opportunities to implement these strategies in recently-built stations and projects, we continually look for opportunities in newer projects like the Emergency Service and Operation Center, Rosa Parks Willowbrook Station, and Union Station projects. We have also recently worked with the Gold Line Foothill Authority to use the recently laid out ballast as a part of the system’s storm water treatment strategy. Staff is working with the Crenshaw LRT, Regional Connector, and Purple Line Extension projects for opportunities as part of the implementation of the project-specific Sustainability Plans.
As stated above, based upon Motion 57 and feedback from stakeholders, if approved by voters, Measure M provides a potential new funding source for local jurisdictions by making “Green Streets” an eligible expense under Local Return. We are also working with other jurisdictions on defining how maintenance can be implemented using community partnerships.
Goal: All future design and construction projects ($5 million and over) use Permeable Pavement & Surfaces.
Current Status: Bench (Research & Development) status.
Summary: Metro received a grant in 2014 and has a permeable pavement pilot planned for installation at the Central Maintenance Facility (CMF) in 2017. This two-year pilot will allow for evaluation of the technology until 2019. Retrofit projects are being planned in other Divisions. The goal is to complete the pilot effort at CMF, determine the benefits and costs for full implementation, and begin full-scale implementation across all applicable assets is 2018. This study makes use of the results of existing research that have identified parking lots, alleys, service roads, and low-traffic suburban neighborhood roads as best-suited for permeable pavement. Where applicable, these results provide insight on possible ways to accelerate more widespread deployment. It is also worth taking into consideration that at present permeable pavement is quite costly, and so other best management practices may be more appropriate when budget constraints are a major limiting factor. Metro’s current study incorporates bioswales and trees/vegetation. Other strategies such as rain grading, infiltration trenches, and curb inlets can be considered for other applications.
In addition to these, the Exposition Light Rail Authority had recently completed a porous pavement project on Metro property around the Expo/Bundy station. This acts like a natural on-site stormwater retention system, reducing the storm water runoff onto city streets. LA Metro staff is currently working to understand the long-term operations and maintenance constraints of this new permeable pavement system.
Goal: All future design and construction projects ($5 million and over) use Low Carbon-Intensity Materials.
Current Status: Bench (Research & Development) Status.
Summary: Due to Motion #57, staff has begun to explore how to add this requirement in all projects for implementation. After the last few months of research, staff has determined that the availability of these materials in the supply chain that can fulfill Metro usage requirements is the critical path for full implementation. There are limited materials and volume to fulfill Metro needs. Therefore, Metro commits to implement this goal towards full implementation through a phased approach as follows:
a. Identify the availability of all such type of materials for use in all projects;
b. Educate suppliers on Metro’s commitment to the use of these materials in all of its projects;
c. Encourage the use of low carbon-intensity materials through the revision of our procurement documents.
In addition, staff has determined that most contractors are not familiar with the use of these materials (and their impact on warranties and durability) nor have the awareness of how to procure for these products. Concurrent with the update of procurement documents to include low carbon-intensity materials as a possible alternative, Metro will work with contractors to implement the strategy in all Metro projects and encourage their use in Metro funded projects.
Goal: All future design and construction projects ($5 million and over) use Recycled and Local Materials.
Current Status: Fully Implemented for Recycled Materials; Bench (Research & Development) Status for Local Materials
Summary: In 2007, Metro approved a policy to give preference to recyclable and recycled products in the selection of construction materials to the maximum extent feasible. The recycled material requirement is fully implemented on both construction and for the most part in operations. Examples of the extensive use of recycled materials, particularly recycled concrete sub-base, are the Metro Orange Line and the I-405 HOV lanes.
Similar to the implementation of low carbon-intensity materials, local materials implementation remains to be in the bench stage. Supply chain challenges remain an obstacle for scaling up. Further, the practical issue that not all materials are available locally (specifically at the scale we are projecting for these materials to be used in major capital projects) can eventually limit the full implementation. Metro commits to implement this goal towards full implementation through the same phased approach as low carbon-intensity materials.
Goal: All future design and construction projects ($5 million and over) use Light Colored Pavement and Native Shade Trees
Current Status: Light Colored Pavement is in the Bench stage; California Native Plants is Fully Implemented, Native Shade Trees is in Bench stage
Summary: Light colored pavement has been implemented in limited situations in Metro parking lots and maintenance yards, most recently at the Monrovia Rail Maintenance Facility. Due to Motion 57, Metro will continue to determine the feasibility of widespread use in all projects. There are life cycle cost concerns as it relates to the durability of light colored pavements as well the availability and full-scale implementation as compared to conventional pavement. High reflectance top coats are also an option that Metro will look into as a possible alternative method for combating the urban heat island effect.
Metro’s best management requirements are to plant California native and drought tolerant vegetation at all existing Metro facilities. However, the requirement for Native Shade Trees is in Bench stage. The implementation of this strategy is limited to areas where the trees would not interfere with the safe operation of the transit system (e.g., away from overhead catenary systems) or at locations where the presence of the tree would not impede safety of patrons and/or at intersections. Metro will incorporate urban heat island studies to determine opportunities on where shade trees may be critical especially when placement opportunity arises from new construction or retrofit of existing Metro assets.
While every project is unique; consideration of the inclusion of Native Shade Trees will be given priority, as opposed to the alternative of not including Native Shade Trees, given the direction of this motion. The correlation between a high urban heat island effect and lower-resource, disadvantaged communities makes apparent that offering technical assistance in this area where needed would be highly beneficial. Establishing targets and tracking relevant metrics towards achieving reductions in the urban heat island effect is a crucial initial step towards guiding progress in this area.
Goal: All future highway and transit projects include a project-specific Sustainability Coordinator to oversee all resiliency and long-term sustainability-related requirements for the project realizing that proper maintenance is essential to realizing the full life-cycle benefit of sustainable infrastructure and to assist the agency’s Sustainability Officer in achieving Metro’s sustainability metrics.
Current Status: Pilot status
Summary: A project specific Sustainability Coordinator is a requirement for all Metro construction projects per the Sustainability Plan. Currently, the project level Sustainability Coordinator role is met through Metro consultants. The Executive Officer, Environmental Compliance and Sustainability currently provides oversight in the overall implementation of all Sustainability Plans for all projects; acts as the EMS Administrator; and provides review and approval in all projects of any scale for the inclusion of sustainability strategies in any stage of a project or maintenance of an asset.
In terms of all of our existing facilities, as a result of Motion 57, staff has met with Metro Operations to improve coordination, specifically, with the Environmental Compliance and Sustainability Department. This coordination is focused on ensuring that operations and maintenance of sustainability elements of a project are properly vetted out, implemented, and environmental benefits optimized with Operations and Facilities Maintenance staff at the concept development stage rather than waiting until the project/installation is complete.
If passed by the voters, Measure M will provide a new funding source which could provide a resource for additional full time staffing to operate and maintain current and future sustainability-related projects. A formal Program Management Plan for Measure M will be presented to the Metro Board in October 2016 to include these potential additional resources, including the consideration of a Sustainability Officer.
Specifically on Metro’s role in implementing green infrastructure projects in Metro’s Highway programs, the State highway system in California is owned and operated by the California Department of Transportation (Caltrans). As a result, collaboration with Caltrans is the most effective way to assist with their sustainability efforts to the fullest extent possible. Caltrans’ Sustainability Program follows established State and federal programs, policies, and guidelines throughout the project development, implementation, and maintenance and operation phases of highway projects. Regardless, Metro, as a major partner in implementing sustainable highway projects in Los Angeles County, continues to work with Caltrans in identifying and incorporating practical and feasible sustainability measures in projects.
Goal: Significantly increase the number, size, and scope of projects in Metro’s Urban Greening Implementation Action Plan.
Current Status: Bench (Research and Development) stage.
Summary: Metro’s Urban Greening Toolkit provides resources to cities and communities to implement transit-supportive green infrastructure at Metro-owned property. This is a critical first step because most jurisdictions do not have the technical knowledge of implementing an urban greening program. In January 2016, the Metro Board approved an Implementation Action Plan for the Urban Greening Plan and Toolkit. The action plan included, among other items, a small set of demonstration projects intended to showcase the benefits of green infrastructure and place-making. Subsequently, at the June 2016 meeting, the Board approved proposed criteria for the demonstration program. At this time, there is $200,000 budgeted in FY 17 for the small scale demonstration programs.
As a way to expand the program, staff recommends proceeding with an application process as described in the recently approved criteria, then reporting back to the board to request additional resources based on demonstrated demand for qualifying projects. The smaller scale demonstration projects will then inform the development of a larger scale program to be developed by staff for FY18. The application process referenced above is highly suitable for Metro technical assistance to lower-resource local jurisdictions - an initiative described in greater length later on in this document.
Improve Connectivity & Enhance First-and-Last Mile Connections to the Transit System
Subsequent to Motion #57, the Metro Board approved Motion #14 in May 2016 which directed a comprehensive set of activities to implement first/last mile improvements, with a required report-back to the Board by the Countywide Planning Department in October 2016. The report back will address all of the specific first/last mile items of Motion #57, including expanding the car-share program to more than the 15 current locations; and incorporating active transportation accessibility into transit stations’ design.
The report back will also propose development of guidelines that will delineate how to include first/last mile components in future capital projects. This will cover the shared responsibility of Metro and municipalities as well as how funding needs will be addressed. It will also describe a comprehensive planning effort that will include a set of metrics that can be used to evaluate successes and shortcomings of these design elements and associated strategies going forward. Such metrics could include utilization rates of bike facilities (as well as unmet demand like bike locker wait lists) provided at transit stations, changes in vehicular traffic or car parking utilization, transportation mode used to get to/from transit stations, as well as qualitative data on barriers to and enablers of mode shift. Metrics will also cover broader sustainability goals around VMT and emission reduction. Additionally, Metro will consider the value of integrating stations, particularly those services by Greenways, with automated bike/pedestrian counters as part of station design in order to measure changes in use of active transportation infrastructure over time.
Furthermore, in addition to First-and-Last Mile strategies, Motion #57 calls on Metro to play a leadership role in coordinating the establishment of a Regional Active Transportation Network, a coherent one which utilizes existing right of ways (utility corridors, flood channels, etc.) and connects existing fragmented segments. It is noted that the Active Transportation Strategic Plan and subsequent implementation actions lay out a broad set of activities to this end. To facilitate this aim, the Motion directs Metro staff to make recommendations on establishing a matching funding program (also covered in Motion #14) to support the delivery of multi-jurisdictional projects. Some other possible roles that Metro could play are to:
• Set County-wide benchmarks for active transportation use and regional network implementation, and report back to the public on an annual basis;
• Host an annual LA County Active Transportation summit to build regional capacity, provide technical assistance, and foster collaboration across the region; and
• Provide active transportation proposal development assistance for city-level projects with regional significance (e.g. regional Greenway expansion), especially for disadvantaged communities (DACs).
Deploy Technology and Promote Green Jobs
Goal: Complete an assessment of any necessary positions focused on technological efficiencies and improvements that would be critical to supporting Metro’s sustainability efforts.
Current Status: Pilot Stage
Summary: There are three components to the assessment. The first component is the life-cycle analysis to establish the benchmark for performance metrics. This process is complete. The next component, which is also complete, is to identify revenues to fund the life cycle strategies. The final component is to work with the Operations Department to determine the resource needs, including full-time staff, training, tools, software, etc. This third and final component is underway and anticipated to be completed by Spring 2017.
Goal: Alternative renewable energy generation technology that could be used for future bus, vehicle, rail and maintenance structures.
Current Status: Pilot stage.
Summary: Metro is in the forefront of piloting new forms of low-impact transport (e.g., EV buses, car share, taxis). For example the agency has received five of the 20 electric buses it has put on order and has piloted their use in selected routes. Results of the pilot are being evaluated. Metro is also in the process of procuring for biomethane (renewable natural gas) to replace fossil natural gas use in its CNG fleet. Once fully implemented, it is expected that it will reduce our bus fleet carbon emissions by more than 78% and agency emissions by more than 45%. The current timeline for the implementation of the biomethane pilot is Spring 2017 with full implementation anticipated in Spring 2018. The agency is also looking at other near zero or zero emissions technologies in combination with low NOx/biomethane fuel combination as viable alternatives.
In partnership with the California Energy Commission, our agency has installed electric vehicle chargers at five park and ride locations, and is in the process of increasing electric vehicle charger offerings for the rest of the system (including workplace charging). To date, Metro has installed approximately 4 megawatts of solar panels. In July 2016, the White House recognized Metro’s commitment to the deployment of a Community Solar Program for our line-up of capital projects. This trailblazing new program will bring solar energy to communities throughout the LA region and will represent a significant investment in communities and renewable energy over the near and long term. Metro is the first public transportation agency to pursue a community solar program, which builds on our success of deploying approximately 7 megawatts of renewable energy by the end of fiscal year 2017, with a goal of 66 percent renewable energy use by 2022. Metro is currently working with the County of Los Angeles in developing a strategy for Community Choice Aggregation to further enhance the delivery of renewable energy specifically in underserved communities.
Goal: Partnership and funding opportunities, including an incentive program, to maximize the use of zero or near zero emission technologies in future transit and goods movement corridors.
Current Status: Pilot stage.
Summary: Metro is partnering with the Ports to identify strategies to reduce emissions along the I-710 and SR-710 corridors. Metro is also in the process of identifying goods movement strategies in the high desert corridor to increase energy resiliency as well as a potential by-pass in lieu of the LA Basin for diesel emitting trucks.
Metro has been actively engaged in regional discussions to pursue opportunities to test and demonstrate connected vehicle technologies to reduce emissions and improve commercial vehicle operational efficiency. These technologies include eco-driving, freight signal priority, truck platooning, and freight drayage optimization applications. In addition, Metro is actively engaged with SCAQMD, Caltrans, Ports of Long Beach and Los Angeles, and SCAG, to advance the development of zero and near-zero emission truck technology (as mentioned above). Our agency has hired a full-time staff to coordinate these efforts and is currently reviewing the California Sustainable Freight Action Plan.
Metro is part of the Zero-Emission Truck Collaborative, which includes representatives from Caltrans, Port of Los Angeles, Port of Long Beach, SCAQMD, and SCAG. The collaborative was formed to promote demonstration projects. SCAQMD, with support from the Metro and the Zero-Emission Truck Collaborative, has recently been selected to receive funding from CARB to demonstrate zero and near-zero emission drayage truck technologies in and around the Ports, as well as connected vehicle technologies.
Metro realizes that the changeover to zero emission technologies in freight entails significant upfront costs and that both incentives and fines have a role to play in driving this transition. Many truck drivers are employed by small “mom-and-pop” establishments that lease their fleets. An economic system that impacts the lessors of the trucks, not the lessees, is an important environmental justice strategy to improve compliance. Metro will work with our stakeholders, for example the Los Angeles Alliance for a New Economy and the Coalition for Environmental Health and Justice to explore the development of sound, equitable compliance instruments going forward.
Metro is in the forefront of piloting new forms of low-impact transport (e.g., EV buses, car share, taxis). As mentioned, Metro has received five of the 20 electric buses it has put on order and has piloted their use in selected routes. Results of the pilot are being evaluated. Metro is also in the process of procuring for biomethane (renewable natural gas) to replace fossil natural gas use in its CNG fleet. The agency is also looking at other near zero or zero emissions technologies in combination with biomethane use with Low NOx engines.
Metro has participated in Federal Notices of Funding Availability opportunities as well as working with our partners in all levels of government to secure mobility funds. LA Metro has developed a strategy to secure annual Cap and Trade funding. Metro has also voluntarily participated in the Low Carbon Fuel Standards market to generate revenue to construct/install, operate, and maintain sustainability-related infrastructures throughout Los Angeles County. Staff has been in discussions with the Department of Energy on community solar opportunities and the USEPA for alternative financing mechanisms to convert brownfields to transportation supplementing facilities. Metro has a P3 program that is designed to attract private equity entities to assist Metro in fulfilling its agency sustainability objectives.
Goal: An overview of the Environmental Compliance and Sustainability Department’s agency-wide effort to ensure coordination in planning and implementing sustainability initiatives, including recommended metrics to measure challenges and successes. This includes partnering and soliciting input from non-profits and other stakeholders to ensure public participation.
Current Status: Process Improvement.
Summary: The Environmental Compliance and Sustainability Department (ECSD) provides general support services to LA Metro’s Planning, Construction, and Operations Business units. There are currently three distinct business functions provided by ECSD to include:
- Environmental Services;
- Sustainability Services (including Policy Implementation, Environmental Management System, and Carbon Credits Administration); and
- Project Management of Sustainability Related Projects/Infrastructure.
ECSD has implemented an award-winning, internationally certified EMS that provides environmental and sustainability support throughout the agency. With ECSD’s very close partnership with Metro Planning, Construction, Operations, Procurement, Management and Budget, and Risk Management/Corporate Safety, ECSD has brought to light and implemented innovative environmental and sustainability strategies that are now standard in all of our construction methods and facilities operations. In addition, many of these projects have also generated cost avoidance, cost-savings, and to some extent revenue generating opportunities of which goes back to the Metro General Fund for reinvestment into sustainability projects. Many examples are provided in Attachment B and in www.metro.net/ecsd <http://www.metro.net/ecsd>.
Technological, regulatory, and increasing extreme weather event impacts provide an opportunity to do more than what we are currently doing. The FAST Act has also required that resiliency to extreme weather events as well as stormwater issues be incorporated into Federally funded projects. To this effect, in order to guide us in our MSIP update, staff proposes the use of the following Seven Pillars of Sustainability Planning that will form the principles for the development of our new Comprehensive Sustainability Implementation Plan (Plan). The Plan will involve collaboration among various Metro departments as well as our local and regional partners. The Plan will capitalize on Metro’s efforts already underway to jumpstart a more robust regional effort that goes beyond pilot programs and aims for widespread implementation. These pillars will be used to come up with an updated plan in the next eight months. These include:
1. Collaboration - Metro will continue to work with the Chief Sustainability Officers of the various jurisdictions within the County to expand on the current collaboration efforts with these jurisdictions as well as with other entities within the City and County of LA, AQMD, ARB, High Speed Rail Authority, and SCAG among others. Staff will convene in the next six months a collaboration summit to better understand the role that each of our agencies play in the overall sustainability of Los Angeles. We will initially focus our efforts in reducing the current gaps in our collaboration with local government representatives dealing with storm water, street services, parks and planning departments to facilitate implementation of projects. We will also explore with other agencies the benefits and costs on the use of various green rating systems other than LEED. The initial work products of this collaborative effort would focus on the regional issue of storm water management plans including the LA County Basin Plan, various Enhanced Watershed Management Plans, and the LADWP Stormwater Capture Master Plan and how those could interface with Metro’s programs. Other areas of focus might include strategies for combating the urban heat island effect and encouraging mode shift towards more sustainable modes of transport. Lessons learned on the use of rating systems other than LEED would inform life-cycle costing analysis as described below.
2. Leadership -Similar to Metro’s Technical Advisory Committee, Metro will promote and supports the formation of a “Sustainability Council” to advise Metro on its activities and projects. Metro staff envisions this Council to consist of members by nomination only and will leverage ideas from Metro’s internal and external stakeholders. At a minimum, staff will look into a membership that may include the consideration of representatives from each of the following sectors: local government representatives in the Planning, Construction, and Operations and Maintenance space; environmental NGOs with a focus on water resources, water quality, and air quality (including the urban heat island effect); NGOs with a focus on social justice, environmental justice, and equity; the design profession (architect, engineer, etc.) who can provide expertise on implementation of sustainable solutions; landscape and infrastructure design; local labor unions; and public health. One of the initial tasks of the Council is to review the new Comprehensive Sustainability Implementation Plan prior to its endorsement by staff for Board approval. Future responsibilities could include providing input on the development of sustainability goals. Staff will include the results of action plans and proposals as to what their anticipated impact will be towards advancing the achievement of sustainability goals in the annual Energy and Resource Report (Attachment B). Staff will report back more frequently on progress on these items, if requested by the Metro Board. Metro staff will work to establish the formation of this Sustainability Council within 60 days of the Board receiving and filing this report.
3. Strengthening Relationships - Metro will leverage existing best practices and programs throughout the County to incorporate into its programs and explore opportunities of collaboration specifically to address the inter-jurisdictional challenges to fully implement Green Infrastructure strategies. These best practices will be used to facilitate a review of Metro’s internal green infrastructure requirements and guidelines and determine correlation and inconsistencies with other jurisdiction’s planning and general plan documents. We foresee using the results of such a review to facilitate continual improvement in Metro’s requirements and how it addresses and coordinates those requirements with other jurisdictions. Maintenance of green infrastructure and the associated workforce skill development that is needed to do so are key issues to work through. While Metro’s strategies are already best in class compared to other agencies throughout the nation, there remain opportunities for improvement. Staff will explore the development, contractual implications, and implementation protocols for an incentive system that allows for the incorporation of best practice sustainability principles that are currently voluntary requirements (such as those in the CA Green Building Code) into major capital project proposals.
4. Technical Assistance - Staff will enhance LA Metro’s training programs and include partnerships with non-profits in developing and implementing the program. For example, since our Board has required achievement of a LEED-Silver Certification for new construction that is 10,000 square feet or larger in area, it makes sense to partner up with the US Green Building Council (i.e., governing body that oversees LEED implementation) for Metro to conduct three types of training: Internal Metro Trades; Contractors; General Public. These series of trainings will result in three outcomes: 1) level the playing field and make all entities who would want to participate in the future on Metro projects to know and understand Metro’s green infrastructure requirements; 2) ensure that green infrastructure is properly maintained to optimize benefits; and 3) ensure that a greater number of firms as well as individuals are equally competitive to implement or construct Metro green infrastructure projects/contracts. Metro will also look into developing additional aspects of a technical assistance program that aims to increase capacity in lower-resource, disadvantaged communities for them to advocate for in green infrastructure in their local streetscapes.
5. Resiliency Policy - Consistent with the requirements of the FAST Act to incorporate resiliency in all USDOT funded projects, Metro will develop and implement a comprehensive resiliency policy to make sure that our projects comply with the requirements of the statute. This proactive approach to formalizing resiliency in our agency is consistent with our current efforts to coordinate with the City of LA’s efforts through their Chief Resiliency Officer to make sure that our current and future infrastructure and related services can immediately recover after a significant disruptor.
6. Life Cycle Cost Analysis - Within one year, staff will report back on its efforts to fully implement in all projects the 2014 authority on life cycle cost considerations in all sustainability-related infrastructure. Through this pillar, we also need to understand how the results of multiple pilot efforts can now be optimized into full scale operations. We will also consider the effects of incentives in accelerating the implementation of successful pilot strategies in capital projects, with a focus on making technical assistance available so as to create equitable opportunities for more widespread implementation of such sustainability-related infrastructure projects. The effect of standardizing sustainability implementation through rating systems other than LEED will also be explored.
7. End User Collaboration - The most challenging hurdle in the fulfillment of sustainability goals is the operations and maintenance of sustainability-related projects. Often, there is a dichotomy between construction and operations and maintenance. The Plan will address these challenges to ensure attainment of the sustainability benefits that drove the conceptualization, design, construction and operations and maintenance of the final work product. The Plan will also address the realization of an accelerated implementation of Green Jobs and Technology in projects and any additional resource needs that Metro Operations needs to ensure that environmental and sustainability benefits are consistently realized throughout the life of the asset. In addition, the Plan will also identify strategies on how to manage the relationships and break down the barriers of operations and maintenance challenges between Metro and other end users including but not limited to cities, special jurisdictions, and joint developers.
Concurrent with Plan development, Metro will be reporting back to the Board (with specific reporting schedule) on the following items:
1. Financial quantification and determination of a blended Return on Investment for all of the sustainability investments already made; and to the fullest extent feasible (through a life cycle costing method) determine the benefits of implementing the new projects to achieve identified existing goals as presented: Winter 2017.
2. Determination of the cost impacts associated with new regulatory requirements as well as additional mandates dictated by the 2016 California Green Building Code; the planning, execution, and maintenance of capital projects related to the consideration and use of green rating systems other than LEED; any new updated or mandated inter-jurisdictional ordinances; and the associated operations and maintenance costs and requirements for Metro to operate its existing systems as well as the need for additional resources (manpower) needed; Spring 2017.
3. Determination of feasible numerical sustainability goals that Metro can adhere to and the identification of the parties responsible for ongoing operations and maintenance associated with maintaining that goal through a full life-cycle analysis. These goals will include those already approved by the Board, indicated in this report, and those that staff could recommend in the future. Goals will represent best practice with consideration of current voluntary requirements like those in the California Green Building Code and those that emanate from the implementation of LEED and other to be considered green rating systems. Staff will also provide a standardized process into where such goals will be commenced (i.e., either in the planning process, design, construction, or maintenance), metrics for measuring progress towards their achievement, and regular progress reports to the Metro Board on successes and challenges towards meeting these goals: Fall 2017.
Combining the information generated from the Seven Pillars of Sustainability Planning along with the information developed during the cost benefit analysis in the above three steps will provide the Board with a very objective result on when goals and new tools to achieve sustainability in our new current infrastructures can and should be achieved.
The above processes will be incorporated into the Agency’s Measure M Program Management Plan (PMP). The PMP is currently being developed and will be presented to the Board for adoption during the October 2016 Board meeting. The PMP will describe the organization, management controls systems, and processes that guide the full range of activities required to implement LA Metro’s transformative expansion program. After PMP approval, staff will develop the specific timeline for development and implementation of the new Comprehensive Sustainability Program Implementation Plan.
NEXT STEPS
Staff will be working with stakeholders and executive management in developing the Comprehensive Sustainability Program Implementation Plan. Staff will report back within six months on its progress towards the implementation of the seven pillars of sustainability as well as the progress in the development of the Plan.
ATTACHMENTS
Attachment A: January 2016, Motion Item #57, Environmental & Sustainability Efforts to Further Metro’s Goals to Reduce Emissions, Clean the Air & Improve Urban Areas
Attachment B: Metro’s 2016 Energy and Resource Report (download from www.metro.net/ecsd <http://www.metro.net/ecsd>)
Attachment C: Energy and Renewable Energy Update
Attachment D: Green Construction Policy Update
Prepared by:
Cris B. Liban, Executive Officer, Projects Engineering, Environmental Compliance and Sustainability, (213) 922-2471
Jacob Lieb, Senior Manager, Transportation Planning, Sustainability Policy and Programs, (213) 922-4132
Michael Cano, Deputy Executive Officer, Goods Movement, Countywide Planning and Development, (213) 418-3010
Frank Ching, Senior Director, Countywide Planning and Development, Parking Management, (213) 922-3033
Abdollah Ansari, Senior Executive Officer, Construction Engineering, Highway Capital, (213) 922-4718
John Drayton, Director, Equipment Vehicle and Acquisition, (213) 617-6285
Reviewed_By
Reviewed by: Richard Clarke, Chief Program Management Officer, (213) 922-7557
