HomeMy WebLinkAbout2.D. Sustainability Committee Discussion4ROSEMOUNTEXECUTIVE SUMMARY
CITY COUNCIL
City Council Work Session Date: May 15, 2013
AGENDA ITEM: Sustainability Committee Discussion
AGENDA SECTION:
Discussion
PREPARED BY: Kim Lindquist, Community Development
AGENDA NO.
Director
ATTACHMENTS: Rosemount Sustainability
Accomplishments, Burnsville Annual
APPROVED BY:
Report, Burnsville Sustainability Guide
Plan
DaJ
RECOMMENDED ACTION: Discuss and Provide Staff Direction
ISSUE
As part of the City Council goal setting the issue of sustainability was raised. Apparently there was
some interest in looking to convene a Sustainability or Green Task Force to work on greening
initiatives within the community. More recently, Councilmember Demuth noted the work on
sustainability by the city of Burnsville. They have commissioned a sustainability plan and have a part -
time employee to assist in introducing sustainability and energy efficiency into all aspects of the City
operations. The following information is provided for Council discussion on the topic.
DISCUSSION
One of the take aways from the Council goals discussion was to explore more ways the City could
incorporate tenets of sustainability into our operations. In 2007 -9 the City had a small internal green
committee that initiated several projects. Their charge was to explore and investigate an operation
from their department and make any "green" recommendations. One of the policy changes that came
out of this exercise was reducing the amount of watering in certain parts of the public open space.
Another employee investigated changing street lighting to LED lights. This idea was not implemented
in total at the time but now is being introduced as resources become available.
For the past several years there hasn't been any formal process, such as the in -house committee,
addressing sustainability. However, the attachment illustrates a number of staff initiated projects that
have increased energy efficiencies and improved the quality of life for the community. Many of the
larger projects were discussed with the Council due to the funding needed to implement the project,
such as change over in lighting and computers, while other items were implemented through grants
and operating funds. In some cases these green initiatives addressed other topics of concern in the
community such as pedestrian access and safety or the encroachment of emerald ash boar, but the
programmatic implementation could also address a sustainability goal.
Burnsville Information
Because Burnsville has an extensive sustainability program, staff contacted the city representative to
find out more about their operation. The start of the program occurred in 2006 when the City
conducted a community visioning process. After discussion and investigation by various staff
members, it was recommended that a sustainability plan be undertaken. The Council supported
creation of a Plan which was conducted by a consultant for $51,800 which included training for staff.
The 2009 adopted Plan is used as the blueprint for activities which are overseen by a half -time person
who also is involved with the solid waste and recycling work of the 3- community consortium. The
primary benchmarking is done by evaluating the greenhouse gas inventory which was initially paid for
through a grant. The City has done one additional inventory since the initial benchmarking.
The coordinator had the following to say about the Burnsville program. The Plan really focused the
sustainability efforts. The sustainability team is all internal and all the activities recommended are for
internal operations in the City. At this time there is no intention to change ordinances or policies to
require the public or developers to be more green. However, Burnsville did conduct a sustainability
audit to review ordinances and policies to reduce barriers to being more green. She also indicated that
a small budget and someone responsible for implementation of the Plan aids in moving the goals
forward.
Rosemount Opportunities
If the Council is interested in formalizing a sustainability initiative, there are several options available.
They could convene an in -house task force; they could convene a public task force; or a new advisory
commission could be created. The decision in part as to structure would be dependent upon the goals
of the Council. If the primary goal is to introduce additional green initiatives into the City operations,
an in -house group may be the most reasonable approach, at least initially.
If the Council has a specific task or question to explore, a task force may be appropriate. At this point,
staff is unaware of a specific problem or issue and therefore does not recommend convening an
outside group until the scope of the project is clearer. For example the St. Joes Task Force specifically
was tasked with the final reuse of the Steeple Center and then disbanded after a recommendation was
made.
Finally, some communities to do have an environmental commission which is advisory to the Council
on sustainability issues as well as others. Presently, the Council has advisory commissions on utilities,
park and recreation, planning, youth and economic development. It would seem for the present these
committees under their main charge would be able to fulfill some desire to increase the profile of
sustainability. Staff is also concerned that without specific and clear direction, a new commission may
make recommendations that are inconsistent with other goals of the Council and community and may
also tax the financial resources of the City.
In order for staff to better assist the Council on this topic, it would be helpful if the Council gave
further direction as to what their sustainability goals are. Is the goal at this time for the city operations
or the entire community? Is the Council interested in financially committing to a significant program
which could include hiring a consultant and developing a Plan, patterned after Burnsville? Are there
specific areas the Council would like to focus on? Are the activities presently occurring consistent with
the goals of the Council, and they just need to be more publicly acknowledged and itemized?
2
RECOMMENDATION
The Council should outline what are the goals of a sustainability conunittee and provide further staff
direction.
Rosemount Sustainability Practices Undertaken
Environmentally Preferable Purchasing
Purchased recycled- content office supplies
Use recycled paper for City Newsletter since 2009
Install energy star computers and replace all staff monitors with more energy efficient models
Product Stewardship
Initiated collection of unwanted pharmaceutical waste.
Converted holiday decorations to LED lights.
Sustainable Land Use
Access to Planning and Building Permits via website. Exploring e- permits for some building permits.
Public Works activities documented through Cartagraph for last eight years, reducing paper and waste
and improving data retention. Public works employees using (pads to document inspections further
reducing reliance on paper files.
All building permits are scanned and indexed for ease of access to public and staff.
Move to paperless Council packets and use of (pads for Council and Department Heads.
Move to on -line paying of utility billings.
Sustainable Transportation
Installed LED lights in City Hall parking lot and Connemara Trail overpass. Will begin phasing in LED lights
on City -owned lights as replacement occur.
Install first in community, designated bike lanes along Shannon Parkway from 145th Street to
McAndrews.
Reconstruct 145th Street with bike lanes, pedestrian - friendly sidewalks, and enhanced crosswalks to
improve safety and increase opportunities for other traffic modes.
Permit up to 20% recycled asphalt material for all pavement management projects.
Renewable Energy
Installed five sets of solar powered crosswalk signs near public schools; Two on Shannon Parkway near
Shannon Park Elementary, one on Connemara Trail at Connemara Park and the two new ones on 145th
Street at Canada Avenue and Cameo Avenue (both school crosswalks).
Installed set of solar powered DFB (driver feedback signs) speed signs on Shannon Parkway.
Energy Efficiency
Retrofit lighting in all parts of City Hall and Community Center to bring in energy efficient lighting.
Installed within City Hall and Community Center, motion detectors in offices and public rooms which
automatically turn on or off lights.
Install saver switches at both of the fire halls.
Sustainable Building Practices
Installed new efficient boiler system in Steeple Center.
Replace rooftop HVAC at one of the public works buildings and Fire Station #1.
Community Health
City of Rosemount hosts Run for the Gold a 5K race as part of the Leprechaun Days events.
Receive grant from State Health Improvement Program (SHIP) to provide 9 bike racks at local
businesses. Received grant from Dakota Department of Health to furnish 13 bike racks at local parks.
Receive grant from State Health Improvement Program (SHIP) to provide wayfinding signs in the
Downtown and also Bike route signs throughout the city.
Sponsor with City of Apple Valley annual bike ride, between the two cities. The first year being 2012 and
now will be an annual event.
City participated in Dakota County Simple Steps program to promote walking.
Recycling & Waste Reduction
Parks and Recreation Department coordinates annual City -wide Garage Sale one weekend in the
summer.
City - sponsored spring and fall clean -up days.
Promoted organic composting at Leprechaun Days. Collected and diverted over 1.13 tons of organics.
Recycled 2.56 tons of bottles, cans, and cardboard at Leprechaun Days festivities.
Healthy Urban Forests
Designated Tree City USA for twenty- second year in a row
Free tree give away to community residents as part of the Arbor Day celebration; 180 trees given to
community residents.
Awarded DNR grant for $20,725 to increase tree diversity. Planted 27 trees and removed 30 as part of
this three year project.
Revised City's shade tree ordinance relating to disease and pest control.
Sustainability Education
Sponsor Residential Solar Panel Workshop with approximately 20 attendees.
Publish sustainability tips for residents in the Citywide Newsletter.
Conduct girl scout tour of water facility and discuss conservation methods.
Surface & Groundwater Resources
Annual Water Quality Audit is electronically transmitted to community residents. Previously the
information was contained within the summer City Newsletter.
Install native non - maintained vegetation along Brazil Avenue and within Schwarz Pond Park. A rain
garden was also installed in Schwarz Pond Park.
Innovative Opportunities
Applied for and received a Step Two MN GreenStep City award from the Mn Pollution Control Agency.
Maintain Active Living section in the City's adopted Comprehensive Plan.
Develop Pedestrian and Bicycle Master Plan, funded through SHIP grant funds.
Received Honorable Mention in 2011 as Bike Friendly Community
2012
*Annual Report
Photo by Caleb Ashling
City of Burnsville
Sustainability Annual Report
Burnsville Published January 2013
Printed on 100% recycled- content paper
Environmental Specialist
13713 Frontier Court
Burnsville, MN 55337
Email: basts(&ci.burnsville.mn.us
For more information on Sustainability in the City of Burns-
ville please visit www.bumsville.orWsustainability
Page 2
Table of Contents
Executive Summary 4
Environmentally Preferable Purchasing 5
Product Stewardship 6
Greenhouse Gas Reduction 7
Sustainable Land Use 8
Sustainable Transportation 9
Renewable Energy 10
Energy Efficiency
11
Sustainable Building Practices
12
Community Health
13
Recycling and Waste Reduction
14
Healthy Urban Forests
15
Sustainability Education
16
Surface & Groundwater Resources
17
Innovative Opportunities
18
Sustainability Team
19
Page 3
Executive Summary
Fourth Annual Report
This is the fourth annual Sustainability Re-
port for the City of Burnsville. The City
Council adopted the Sustainability Guide
Plan in February 2009. The
Sustainability Report is based on the 14
Best Practices Areas (BPA) from the
Sustainability Guide Plan plus a section on the City's Sus-
tainability Team. The Report focuses on the previous year's
activities and progress towards meeting the 14 BPA goals.
2012 Efforts Included:
• Received a Blue Star Award for protecting Minnesota's
water resources and public health through excellence in
stormwater management.
• Conducted a Greenhouse Gas Emissions Inventory.
• Installed underground infiltration chambers that capture
and allow runoff from streets to infiltrate into the ground,
thereby reducing the pollutants going into nearby Lake
Alimagnet.
• Received a Level Two MN GreenStep Cities award.
• Adopted a Sustainable Infrastructure Policy.
• Installed nine energy efficiency projects that saved more
than $6,763 and 91,423 kWh's annually.
• Received a Conservation Partner Legacy Grant to restore
22 acres of remnant prairie and aspen stands.
Thank you to the many people involved in implementing the
sustainable activities.
Page 4
Environmentally
Preferable
Purchasing
Burnsville will strive to establish city goals for environ-
mentally preferable purchasing and develop a city -wide
educational effort to purchase economical and environ-
mentally preferable products and services.
The City of Burnsville is striving to purchase products and
services that conserve energy, water, and resources. The
2012 activities included:
• Purchased five banners made out of recycled plastic bot-
tles for the Household Hazardous Waste (HHW) collec-
tion day. Banners are an Ecophab Canvas that is made
100% from post consumer recycled plastic bottles. The
inks are permanent water based inks. The banners can be
washed and dried as needed.
• Purchased recycled- content office supplies when avail-
able and with comparable pricing.
• Purchased pencils made from tires for promotional mate-
rials for school and scout presentations.
Banner made from recycled
bottles for the HHW
collection event
Page 5
MM(Product
S.ewardship
Burnsville will strive to promote product stewardship,
including facilitating programs that partner with private
industry to reduce the end -of -life impacts of products.
Product Stewardship is an environmental management strat-
egy. Whoever designs, produces, sells, or uses a product
takes responsibility for minimizing the product's environ-
mental impact. The 2012 activities included:
• Dakota County and the City of Burnsville Police Depart-
ment partnered on a program to take unwanted pharma-
ceutical waste on an ongoing basis. The program started
January of 2012. Prescription and over- the - counter
medications are collected from residents for free at the
Burnsville Police Department. Proper disposal of medi-
cation helps prevent crime, accidental poisoning and drug
N abuse. It also protects the
Page 6
environment.
In 2012 the unwanted
pharmaceutical waste program
collected and disposed of 2,026
pounds of pharmaceuticals
from the Burnsville location.
Greenhouse
Gas
Reduction
Burnsville will strive to inventory and set reduction tar-
gets for greenhouse gas emissions for city facilities.
A systematic accounting of the quantity of Greenhouse
Gases (GHG) emitted for a defined entity over a given pe-
riod of time is called a GHG inventory. Inventories can be a
tool to identify and implement cost - effective measures to
reduce energy consumption. The 2012 activities included:
• In 2012 a GHG Inventory was conducted for the year
2011 and we found a significant reduction in GHG emis-
sions from the 2005 baseline and the 2009 inventory.
• Although the City produced 8% more potable water for
City consumers in 2011 compared to 2009, it used 54%
less electricity to do it.
25000
20000
15000
10000
5000
2005 2009 2011
ins Emissions (tonnes)
■ Newbu ldings
■ CO2P Pmissinns tntal
Page 7
Sustainable
Land Use
Burnsville will strive to adopt land use policies that
provide incentives to reduce sprawl, preserve open space,
expand and enhance green corridors as redevelopment
occurs and to create a walk -able community
The activities in 2012 included:
• Conducted a Sustainability Policy Audit. U of M Uni-
versity of Minnesota) Urban Planning graduate students
worked with staff to complete an audit of the Burnsville
zoning code.
• All land use development projects and building permits
have been converted from paper to electronic files. The
changeover to totally digital files substantially reduces
the amount of paper, storage space, postage, copying and
printing for all projects and permits.
• Amended the zoning ordinance to remove lists of permit-
ted and prohibited species for the ordinance and instead
allows the City Forester to update the lists administra-
tively as part of the Woodland Preservation handout ma-
terials which allows the city to respond more quickly to
identify invasive species and address issues such as the
Emerald Ash Borer infestation.
• Approved a new ABLE fire training facility which has
been designed with 80% green/open space, substantially
greater than the standard 25% green space that is permit-
ted in the commercial zoning district, as well as a new
stormwater pond with a clay liner. No foams or chemi-
cals will be allowed at the site to protect the area from
pollution and keep the drinking water from being con-
taminated.
Page 8
Sustainable
Transportation
Burnsville will strive to promote sustainable transporta-
tion systems /networks, develop and publicize information
about transit alternatives, re- evaluate transit routes and
stops utilizing public input to maximize service within
Burnsville and to the metropolitan area.
The activities in 2012 included:
• Replaced six street lights on Parkwood Drive with LED
street lights.
• Utilized a Safe Route to School grant to install new trails
and correct drainage issues on sidewalks.
• Recycled approximately 19,000 cubic yards of bitumi-
nous pavement and base material on street reconstruction
projects.
• Worked with developers to "right size" parking lots
• Installed underground infiltration chambers as part of the
2012 Street Reconstruction Project. The chambers will
capture and allow the runoff from the streets to infiltrate
into the ground, reducing the pollutants going into nearby
Lake Alimagnet.
• Worked with Minnesota Environmental Initiative to use
their diesel oxidation catalyst retrofit program for eight
city trucks.
This will reduce
the carbon emis-
sions from the
older trucks.
The grant paid
for labor and
materials.
Page 9
==( Renewable
Energy )MM
Burnsville will strive to increase the use of clean,
alternative energy options into city facilities, research
methods to reduce energy consumption and promote
alternative energy options within the community.
The activities in 2012 included:
Installed solar powered school crossing signs at Sioux
Trail Elementary School
Installed two solar powered crosswalk signs in front of
the Fairview Ridges Hospital
Installed two solar powered crosswalk signs for the Lac
Lavon and Keller Lake area. The signs provide a
constant flashing that
is noticeable to traffic.
Page 10
Energy
Efficiency
Burnsville will strive to make energy efficiency a priority
in infrastructure by developing educational programs for
the public about energy efficient techniques and con-
struction practices; investigate opportunities and ways to
provide incentives to encourage private sector home and
business energy improvements.
The activities in 2012 included nine energy efficiency pro-
jects at City Hall lower lobby, Police Departments property
room & report room, Birnamwood Golf Course, Mainte-
nance Center fuel canopy, Ice Center parking lot, City Ga-
rage interior circle, City Garage roof top unit and Fire Sta-
tion 2 bay lights. These nine projects had the following re-
sults:
• Saved $6,763 annually for the life of the fixture with a
minimum of 10 years per fixture.
• Leveraged $7,473 in rebates for the projects.
• Saved 91,423 kWh's annually.
• Removed 43 fixtures.
• Maintained or improved lighting levels.
• Reduced labor costs with the
LED lights. -
Purchased a Variable Frequency
Drive for a high service pump at the
Water Treatment Plant that pumps
treated water to customers.
• Received $15,451 rebate from 0
Excel Energy.
• Saves a significant amount of
energy by allowing the motor to
automatically ramp up and down.
Page 11
Sustainable
Building
Practices
Burnsville will strive to practice and promote sustainable
building practices by providing staff training for LEED
certification and green construction to assist residents/
builders and to promote green building techniques for
both city -owned facilities and private development.
The 2012 activities included:
Adopted a Sustainable Infrastructure Policy. The pol-
icy identifies how the city will strive to design and exe-
cute all infrastructure projects in a manner that balances
long term fiscal, environmental and accessibility require-
ments. Guidelines included in the policy cover the areas
of Safety, Mobility, the Community, and the Environ-
ment.
Replaced an old boiler at city hall with a new high effi-
ciency condensing boiler and recirculation pumps with
Variable Frequency Drives.
Page 12
Swan in the Minne-
sota River by
Blackdog Road
Community
Health )=E
Burnsville will strive to promote a healthy community
through public education, effective partnerships, and the
development of infrastructure that supports walking and
biking.
The 2012 activities included:
• Offered free yoga classes at Nicollet Commons Park
every second and fourth Saturday from May through
August.
• City of Burnsville hosted a 5K race as a part of the "I
Love Burnsville" events in June.
• Offered three off -road trail runs at Terrace Oaks West
throughout the summer in partnership with the City of
Lakeville and Runners Gate.
• Partnered with the Dakota County Simple Steps Program
to promote walking.
• Parents and children get fit and meet new friends at
Stretch and Stroll fitness classes on the second and forth
Thursdays from May through August.
Page 13
Recycling &
Waste
Reduction
Burnsville will strive to increase recycling rates, reduce
waste, and promote reuse in city operations and in the
community.
The 2012 activities included:
• Recycled 291 pounds of holiday lights and cords from
City of Burnsville decorations.
• Added recycling to the Burnsville International Festival
by using X -Frame containers.
• Hosted a "Recycle Your Holiday Lights" container at the
Burnsville Ice Center in December for residents looking
to recycle their unwanted holiday lights.
• Offered recycling "X- Frames" to Night to Unite block
party organizers and several
organizers used the
containers at their parties.
• Held a shoe recycling event
in November for the cities
of Burnsville, Eagan, and
Apple Valley, which
collected 11,092 pounds (or
5.5 tons) of shoes in the
three cities.
Page 14
Healthy Urban
Forests
Burnsville will strive to maintain a healthy urban forest;
promote tree planting by establishing programs to annu-
ally increase tree canopy within the city and to develop
an incentive program that encourages private sector
owners to plant trees within parking lots and other areas
of the city.
The 2012 sustainable activities include:
• Received a Conservation Partner Legacy Grant to restore
22 acres of remnant prairie and aspen stands. This grant
for Rudy Kraemer Nature Preserve will improve habitat
for wildlife and enjoyment for park visitors.
• Planted 94 bare root trees in a Missouri gravel bed for
later use.
• Promoted invasive species control on city parkland in-
cluding buckthorn control on more than 75 acres and
Garlic Mustard control in several high quality forest ar-
eas such as Terrace Oaks Park, Alimagnet Park, and Kel-
leher Park.
• Assisted residents by collecting more than 1000 cubic
yards of buckthorn from the Nominate Your Neighbor-
hood Buckthorn Pickup Program and 300 cubic yards of
buckthorn was dropped off at the city compost site.
• Offered native shrub and
forest floor plant species at
the annual tree sale in the
spring where more than
2,500 plugs of native plants
and 325 trees were sold.
Missouri gravel bed for bare root trees
Page 15
Sustainability
Education *ME
Burnsville will strive to provide education on how the
public can incorporate sustainable practices into daily
activities /operations
The City has provided sustainability information to city staff,
residents and businesses. The activities in 2012 included:
• City staff led four 62+ nature walks for Burnsville resi-
dents. The walks give seniors a chance to learn about the
environment as well as visit the City's beautiful natural
areas.
Hosted a 62+ Eco Tour for 16 Seniors that included the
Burnsville Performing Arts Center, the Kraemer Nature
Preserve and the Wolk Park Community Garden.
Gave a sustainability presentation to the Sioux Trail Ele-
mentary School Fifth Grade Class.
Sent `Sustainability Tip' monthly emails to employees.
Page 16
Surface &
Groundwater
Resources
Burnsville will strive to protect and improve surface and
groundwater resources. Towards that end the City will
develop an educational program aimed at reducing
groundwater use, investigate new design standards and
incentives to emphasize the use of natural drainage
systems over built storm water systems, and seek ways to
modify street improvement projects to provide less
impervious surface utilizing practices such as porous
pavement.
Surface and ground water quality is important to a sustain-
able Burnsville. The following 2012 activities promote im-
proved water quality practices:
• Sent out water quality information electronically to all
city customers. Previously, the information was printed
and mailed. This new initiative saves resources and
money.
• Offered Blue Thumb Program "Planting for Clean Wa-
ter" classes. There were 114 residents that attended the
classes and 13 rain gardens resulted from the classes.
• Gave out 10 Neighborhood Water Resources
Enhancement Grants to residents.
• Received a Blue
Star Award for
protecting Min-
nesota's water
resources and
public health
through excel-
lence in storm -
water manage-
ment.
Page 17
(Innovative
pportunities
Burnsville will strive to look for innovative opportunities
to improve the environment. Identify ways to partner
with local utility and power providers, manufacturers,
etc., to establish regular meetings to brainstorm and
implement environmental outreach programs, encourage
neighborhood environmental initiatives, and investigate
funding programs for local environmental initiatives/
improvements.
The 2012 activities included:
• Partnered with seven volunteers to assist in directing traf-
fic at the annual Household Hazardous Waste (HHW)
collection event. Volunteers worked to guide residents
through the collection site.
• Conducted a Sustainability Policy Audit. U of M Urban
Planning graduate students worked with staff to complete
an audit of the Burnsville zoning code
• Worked with U of M students to design a Night to Unite
brochure to encourage waste reduction and recycling at
the organizer parties.
Page 18
Volunteer at HHW event
Sustainability
Team )=E
City of Burnsville's Sustainability Team Members in-
clude: Julie Dorshak — Community Services, Jim
Vasquez —IT, Dean Mulso —Ice Center, JJ Ryan —
Recreation, Gary Novotny — Facilities, Deb Garross-
Planning, Steve Albrecht — Public Works, Terry
Schultz— Parks, Recreation, and Natural Resources, Sue
Bast — Sustainability, and Dan Hill — Birnamwood Golf
Course
The goal of the Sustainability Team is to develop and imple-
ment projects that address City of Burnsville's Sustainability
Guide Plan strategies, establish sustainable practices for the
City, and raise the sustainability awareness of employees.
The 2012 activities of the City of Burnsville Sustainability
Team included:
• Developed monthly sustainability tips such as, "Pumpkin
Recycling ", "Temperature Setback" and "Greening Sum-
mer Outings"
• Toured River Center in St. Paul to see the recycling and
organic collection at that facility
Applied for and received a
Step Two MN GreenStep
City award from the Minne-
sota Pollution Control
Agency.
Coordinated a "Clean Up
Your Office Day" for city
employees suggesting recy-
cling and reuse opportunities
MN GreenStep Cities Step Two Award
Page 19
City of Burnsville Sustainability
City of Burnsville Maintenance Facility
13713 Frontier Court
Burnsville, MN 55337 x'
Phone: 952-895-4524
Fax: 952- 895 -45311
E -mail: basts @ci.burnsville.mn.us
tla
Printed on 100% recycled- content paper
Sustainability Guide Plan
BURNSWIF
ACKNOWLEDGEMENTS
Consultants
Emmons & Olivier Resources, Inc.
Sustainability Associates
Alliance for Sustainability
Biko Associates, Inc.
Center for Energy and Environment
Cuningham Group Architecture, P.A.
Eureka Recycling
Minnesota Renewable Energy Society
Sanders, Wacker, Bergly, Inc.
Transit for Livable Communities
City Council
Elizabeth Kautz, Mayor
Charlie Crichton
Dan Gustafson
Dan Kealy
Liz Workman
Mary Sherry
City Staff
Craig Ebeling, City Manager
Tammy Omdal, Deputy City Manager /Chief Financial Officer
Tom Hansen, Deputy City Manager /Operations
Jenni Faulkner, Community Development Director
Deb Garross, Planner
Terry Schultz, Parks and Natural Resources Director
Bud Osmundson, City Engineer/Public Works Director
Jeremy Strehlo, Engineer
Sue Bast, Environmental Specialist
IW5%40tow
City of Burnsville
100 Civic Center Parkway Burnsville, MN 55337 -3817
952- 895 -4400
www.bumsville.org
Table of Contents
Introduction................................................................. ............................... I
Environmentally Preferahle Purchasing .................... ...............................
5
Strategy I — Focus on City Services ............................. ...............................
6
Strategy 2 Engage Residents, Businesses, and
Institutions................................................................... ...............................
6
Implementation Activities ............................................. ...............................
7
Possible Partners & Funding Sources .......................... .............................10
Performance Indicators ................................................ .............................10
ProductStewardship .................................................... .............................11
Strategy I Identify Partnerships with Businesses and
Organizations................................................................ .............................12
Strategy 2 Build Support through Education ............. .............................12
Implementation Activities .............................................. .............................13
Possible Partners & Funding Sources .......................... .............................14
Performance Indicators ................................................ .............................14
Greenhouse Gas Reduction ......................................... .............................15
Strategy I Reduce City Carbon Emissions ................. .............................16
Implementation Activities .............................................. .............................19
Possible Partners & Funding Sources .......................... .............................20
Performance Indicators ................................................ .............................20
Sustainable Land Use .................................................. .............................21
Strategy I Promote Awareness and Education of
Sustainable Land Use ................................................... .............................22
Strategy 2 Conduct a Baseline Analysis of Existing Land
Uses............................................................................. ...............................
22
Strategy 3 Develop a Shared Vision for Sustainable
LandUse ....................................................................... .............................23
Strategy 4 Develop and Implement a Sustainable Land
UseAction Plan ............................................................ .............................23
Implementation Activities .............................................. .............................24
Possible Partners & Funding Sources .......................... .............................30
Performance Indicators ................................................ .............................30
Sustainable Transportation ......................................... .............................31
Strategy I Increase Transit Ridership and Access to
Transit......................................................................... ............................... 32
Strategy 2 Reduce Drive Alone Trips ......................... .............................32
Strategy 3 Improve Transportation to Burnsville Schools ......................33
Strategy 4 Promote Sustainable Transportation Infrastructure ..............33
Implementation Activities .............................................. .............................35
Possible Partners & Funding Sources .......................... .............................38
Performance Indicators ................................................ .............................38
RenewableEnergy ....................................................... .............................39
Strategy I Utilize Solar Energy ................................. .............................40
Strategy 2 Utilize Biofuels and Hybrid Technologies .............................41
Strategy 3 Utilize Geothermal Systems ...................... .............................41
Strategy 4 Evaluate Wind Energy Potential ............... .............................42
Implementation Activities .............................................. .............................43
Possible Partners & Funding Sources .......................... .............................47
Performance Indicators ................................................ .............................47
EnergyEfficiency ......................................................... .............................49
Strategy I Increase Energy Efficiency of City Buildings ........................50
Strategy 2 Educate Businesses and Residents ............ .............................50
Implementation Activities .............................................. .............................51
Possible Partners & Funding Sources .......................... .............................54
Performance Indicators ................................................ .............................54
Sustainable Building Practices .................................... .............................55
Strategy I Evaluate and Maintain Existing Stock of Buildings ...............56
Strategy 2 Follow LEED -NC Standards (or B3) for New
Commercial Construction ............................................. .............................56
Strategy 3 Partner with Community and Businesses to Educate
andEmpower ................................................................ .............................56
Implementation Activities .............................................. .............................58
Possible Partners & Funding Sources .......................... .............................61
Performance Indicators .............................................. ............................... 61
CommunityHealth ....................................................... .............................63
Strategy I Promote Healthy Living Opportunities through City
Media.......................................................................... ............................... 64
Strategy 2 Increase Opportunities for Safe and Convenient Biking
andWalking .................................................................. .............................65
Implementation Activities .............................................. .............................66
Possible Partners & Funding Sources .......................... .............................68
Performance Indicators .............................................. ............................... 68
Recycling and Waste Reduction ................................ ............................... 69
Strategy I Reduce Waste in City Operations ............. .............................70
Strategy 2 Increase Residential Recycling & Waste Reduction ..............70
Strategy 3 Promote Commercial and School Recycling &
WasteReduction ......................................................... ...............................
71
Implementation Activities .............................................. .............................72
Possible Partners & Funding Sources .......................... .............................75
Performance Indicators .............................................. ...............................
75
Healthy Urban Forests ................................................. .............................77
Strategy I Increase Tree Cover and Diversity ........... .............................78
Strategy 2 — Reduce Tree Loss .................................... ...............................
79
Strategy 3 Reduce Maintenance Needs ...................... .............................80
Implementation Activities .............................................. .............................81
Possible Partners & Funding Sources .......................... .............................83
Performance Indicators ................................................ .............................84
Sustainahility Education .............................................. .............................85
Strategy I Empower the Public through Education to
Create a Sustainable Future ......................................... .............................86
Implementation Activities .............................................. .............................87
Possible Partners & Funding Sources .......................... .............................88
Performance Indicators ................................................ .............................88
Surface & Groundwater Resources ............................. .............................89
Strategy I Promote Infiltration and Water Quality
Protection..................................................................... .............................90
Strategy 2 Sustainable Use of Groundwater Supply . .............................91
Strategy 3 Maintenance of the Stormwater Management
System........................................................................... .............................92
Strategy 4 Education and Stewardship .................... .............................92
Implementation Activities .............................................. .............................94
Possible Partners & Funding Sources ......................... ............................100
Performance Indicators ................ ............................... ............................100
Innovative Opportunities ............. ............................... ............................101
Strategy I Leverage Local support ........................... ............................102
Strategy 2 Support Sustainable Food Systems .......... ............................102
Implementation Activities .............. ............................... ............................103
Possible Partners & Funding Sources ......................... ............................105
Performance Indicators ................ ............................... ............................105
Sustainability Guide Plan
Introduction
The City of Burnsville completed a year -long sustainability review as part of its governance process in 2007. The process included input
from a broad array of experts and stakeholders. By the end of the process, the city developed 14 priority areas of sustainability called Best
Practices Areas (BPA's). During 2008, city staff worked with a consultant team to develop a more detailed sustainability guide plan based
on the 14 BPA's. The guide plan provides practical ideas, activities and strategies for the city organization and the community that would
make Burnsville more sustainable in future years. The Sustainability Guide Plan is aligned with the city's environmental end statement
and the Council's commitment to sustainability, which states:
"The City of Burnsville will promote development that maintains or enhances economic opportunity and
community well -being while protecting and restoring the natural environment upon which people and
economies depend. Sustainability meets the needs of the present without compromising the ability of
future generations to meet their own needs."
The fourteen BPA's include:
Environmentally Preferable Purchasing
Product Stewardship
Greenhouse Gas Reduction
Sustainable Land Use
Sustainable Transportation
Renewable Energy
Energy Efficiency
Sustainable Building Practices
Community Health
Recycling and Waste Reduction
Healthy Urban Forests
Sustainability Education
Surface & Ground Water Resources
Innovative Opportunities
Each BPA includes a brief narrative on the subject area followed by a number of strategies to achieve sustainability. Each strategy, in turn,
lists specific activities to support the strategy — including a brief description, responsible department, timeframe, possible costs and
potential benefits. Again, not all activities and strategies need be tried at once. The activities listed as "initial plan" are already under way
— or soon will be — because of Council authorization in October of 2008. "Short term" activities are those that may take place in less than
five years; "long term" in more than five years.
Implementation Strategy for the Guide Plan
The width and breadth of a comprehensive sustainability plan requires careful implementation planning. Success depends on funding,
certainly, but perhaps more so on the commitment of staff, elected leaders, and the community to make it a priority. Burnsville is at the
leading edge of a growing national commitment to sustainable practices. However, overselling its benefits or underselling its costs will
1
only undermine the commitment demonstrated by all parties so far. The following approaches to implementing the Sustainability Guide
Plan are recommended to enhance plan success:
1. Establish an organizational guide plan team
Since sustainability practices cross through every city department, it's vital that a motivated member of each affected
department be part of an ongoing team. The team's goal will be to follow through on sustainability commitments,
coordinate with other departments and outside partners, and make recommendations on implementing sustainable practices
in their areas.
2. Establish a sensible timeline for BPA implementation
The City Council has already approved initial implementation of the "low hanging fruit" sustainable practices. These
low /no cost activities are either underway now or will be in 2009. Otherwise a flexible implementation schedule is
recommended for the balance of the plan. Each BPA action is divided into either a "long" or "short" term strategy. A short
term strategy is defined as being implemented in less than five years; a long term strategy in more than five years.
3. A mix of funding sources must be obtained to implement the guide plan
Funding is a key challenge for most sustainability initiatives. Occasionally, funding can be an easy choice. For example,
making an upfront investment in an energy saving lighting retrofit with a guaranteed payback in two years is a simple
decision. However, most decisions are more complicated and many more expensive. Staff recommends the following
funding priorities be applied to guide plan implementation:
1) Grants must be vigorously pursued and considered the first funding priority
2) Existing funding sources committed to sustainable practices and congruent with Council priorities should be the
second priority
3) Activities with a reliable and persuasive payback period for the initial investment
4) Activities where significant cost sharing with private or public sector partners would exist and council approval
was obtained
5) Funding obtained solely through the City's annual budget process
4. A staff person should be identified as the Sustainability Coordinator
A staff person needs to be the focus for City sustainability practices. The person would coordinate the guide plan team,
apply for related grants, seek out private and public sector partners, and prepare sustainability proposals for Council
consideration.
A small amount of funding is included in the 2009 budget for part time sustainability coordination work. This will free up
about one quarter of the Environmental Specialist's time to manage the City's sustainability effort. It will be important,
through a combination of grants and /or city support, to fund an expanded sustainability coordinator position in the future if
plan goals are to be met.
2
Finally, it would seem an excellent task for the Parks and Natural Resources Commission (PNRC)
to provide a forum for community input into the city's Sustainability Guide Plan. To accommodate
this, an annual sustainability progress report would be prepared by staff and reviewed by the PNRC.
The Commission would be charged with gathering community feedback, and recommending
changes to the Sustainability Guide Plan for City Council consideration. This progress report could
then be utilized to update City Council, staff, and the broader community on the status of
Burnsville's sustainability efforts.
Environmentally Preferable Purchasing
Sustainability Best Practice Area
Burnsville will strive to establish city goals for environmentally preferable purchasing and develop a
city -wide educational effort to purchase economical and environmentally preferable products and
services.
Strategy 1 -Focus on City Services
Local and state governments are creating new markets for environmentally preferable products and services
around the world through their purchasing decisions. This fosters private sector innovation toward
sustainable production and product stewardship. State and local environmentally preferable purchasing also
drives down the costs and increases the availability of these green products and services for government,
businesses and consumers.
Purchasing decisions within the city currently are decentralized with one or more staff within each city
department making purchasing decisions. Many city departments have already begun using environmental
criteria when making their purchasing decisions. Through training and support of the purchasing staff, all
city departments can begin to use the best practices for Environmentally Preferable Purchasing already
adopted by other departments and other metro cities and counties.
Strategy 2 - Engage Residents, Businesses, and Institutions
Products with the least amount of impact on the environment should be preferred over competing products that serve the same purpose and
are similar in price. Encouraging environmentally preferable purchasing and other behavior changes to conserve energy, water and
resources among residents, businesses and institutions will help Burnsville meet its sustainability goals and will increase market demand
for green products.
0
Implementation Activities
ACTIVITY / DESCRIPTION
E
J
Q
a
Cost:
1 = Implementation
Potential
0.
E
A = Annual Cost
Benefits
o
Strategy 1- Focus on City Services
Increase the City of Burnsville's use of State and National
°'
C:
a
Cost savings
Reduced
A
Cooperative Purchasing Contracts that are committed to
>,
0
Existing Staff
environmental
providing environmentally preferable products and services.
�
_
im acts
p
0,
1 = Sustainability
B
Develop a list of environmentally preferred local vendors for city
>,
Coordinator &
Sustainability Team
Support of local
business,
departments to choose from.
reduced impacts
—
A = Existing Staff
I = Sustainability
°'
Coordinator &
Reduced
C
Annually train Burnsville city staff responsible for purchasing on
a
MPCA Staff
environmental
current EPP best practices..
>,
impacts
S
A = Existing Staff and
MPCA Staff
c
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q ca
�
1 = Implementation
Benefits
J C
E
A = Annual Cost
o
D
Expand the City of Burnsville 's EPP Resolution to include criteria
>,
E
(D
Existing Staff
Provide more
guidance on
of the State of Minnesota's EPP Guide.
p urchases
0
J
Strategy 2 - Engage Residents, Businesses, and Institutions
U)
Encourage EPP for residents by offering "green" tips and
0) M aD
E
Residents
helping to meet
A
promoting campaigns such as Change a light, Change the world;
L
Existing Staff
sustainability
MN Energy Challenge, etc.
0 E
0
goals
E
U)
U
U)
0
06.0
E
°' 0
(D
Support
B
Share EPP vendors /information with the public through website.
Existing Staff
businesses and
E
�0
residents
o
U)
U
c
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q M
Q
1 = Implementation
Benefits
J C
E
A = Annual Cost
o
Expand the ARROW (Awards for the Reduction and Recycling of
�,
0 M
E
a)
I = Existing Staff
Business
C
Waste) Program to include an awards event, provide information
$5,000
helping to meet
on cooperative purchasing opportunities.
E
L
0
sustainability
E
A = Existing Staff
goals
0
U
Possible Partners & Funding Sources
• Minnesota Pollution Control Agency
• Minnesota Recycled Products Directory
• Dakota County
• State of Minnesota Department of Administration, Materials Management Division
• Hennepin County
• Eureka Recycling
• Recycling Association of Minnesota Recycled Products Guide
• Minnesota Waste Wise
• Alliance for Sustainability
Performance Indicators
• Conduct annual staff training on purchasing environmentally preferable products and services.
• Conduct at least one environmentally preferable purchasing campaign directed at residents, businesses, or
institutions.
10
Product Stewardshipi
Sustainability Best Practice Area
2
Burnsville will strive to promote product stewardship, including facilitating programs that partner with
private industry to reduce the end -of -life impacts of products.
11
l
Product Stewardshipi
Sustainability Best Practice Area
2
Burnsville will strive to promote product stewardship, including facilitating programs that partner with
private industry to reduce the end -of -life impacts of products.
11
Strategy 1- Identify Partnerships with Businesses and Organizations
Product Stewardship is an environmental management strategy that means whoever designs, produces, sells, or uses a product takes
responsibility for minimizing the product's environmental impact throughout all stages of the products' life cycle. The greatest
responsibility lies with whoever has the most ability to affect the life cycle environmental impacts of the product. It is challenging but
important for cities to determine their role in encouraging product stewardship. It is not the city's role to assign liability, but to work
together with private industry, organizations, and citizens to understand the issues. A great place to start is by partnering with
organizations and agencies such as the MPCA that have been working on this issue for the last decade.
Strategy 2 -Build Support through Education
Outreach and education are essential tools for successfully implementing product stewardship initiatives. Spreading the word about
product stewardship increases awareness and promotes action among consumers, producers, policy- makers, and government agencies. It is
one of the most cost effective actions that can take place because it can immediately change people's attitudes and behaviors, resulting in
significant savings for them and the city.
First we need to understand why we should be concerned and what we can do. Knowing how to educate consumers, retailers,
manufacturers, and others about efforts underway and opportunities currently available can be costly and time consuming. There are non-
profits in the metro area working on product stewardship issues that could be good partners in providing information on current
promotional efforts and initiatives to bring others on board the product stewardship movement.
12
Implementation Activities
13
Q
Cost:
Potential
ACTIVITY / DESCRIPTION
Q
a
1 = Implementation
Benefits
J C
E
A = Annual Cost
o
Strategy 1- Identify Partnerships with Businesses and Organizations
E
Cost savings.
A
Work on cooperative initiatives with the Minnesota Pollution
0'
�
I
Existing Staff
Reduced
Control Agency and other agencies.
�,
c
environmental
impacts
Create a coalition of heath care organizations and others to
�'
—
0
E
(D
11
Sustainability
Support of local
businesses,
B
educate the public about pharmaceuticals in the drinking water
L
Coordinator &
Reduced
and safely collect and dispose of pharmaceuticals.
(D
Sustainability Team
Impacts
p
U)
Strategy 2 - Build Support through Education
E
Reduced
A
Review current city vendors /suppliers using sustainable criteria.
>S o
Existing Staff
environmental
�
impacts
°' E
Sustainability
Support
pp
B
Provide education to residents and businesses on current
0 E
�
Coordinator,
businesses.
product stewardship issues.
0 C)
(D
o
Sustainability Team &
Reduced costs
0� 0
Existing Staff
13
Possible Partners & Funding Sources
• Minnesota Pollution Control Agency
• Solid Waste Management Coordinating Board
• Dakota County
• State of Minnesota Department of Administration, Materials Management Division
• Hennepin County
• Eureka Recycling
• Midwest Product Stewardship Council
• Recycling Association of Minnesota
• Minnesota Waste Wise
• Alliance for Sustainability
Performance Indicators
• Develop partnership with agency /business to work on product stewardship initiatives.
• Provide education to employees, residents, and businesses on product stewardship initiatives.
14
- -lo
% 0-0
Greenhouse Gas Reduction II
Sustainability Best Practice Area
3
Burnsville will strive to inventory and set reduction targets for greenhouse gas emissions for city
facilities.
15
Strate Fy 1- Reduce City Greenhouse Gas Emissions
The City of Burnsville, as an organization, emits 14,351 tons of CO2 annually from the consumption of electricity, natural gas, gasoline
and diesel fuel. The city's buildings are the single largest contributor to its CO2 emissions, accounting for 35% of total emissions. The
city's water supply and treatment infrastructure are the second largest contributors to the city's emissions. The city's water treatment plant,
wells, water towers, reservoir and lift stations account for approximately 27% of the city's CO2 emissions, followed by street lighting
(21 %), and transportation fuels (16 %). Of the city's buildings, the Ice Center is the single largest consumer of electricity, accounting for
46% of the electricity consumed by the city's buildings. City Hall and the maintenance facility are also major contributors, accounting for
24% and 13% respectively. The figures on the following pages illustrate the relative contribution of various end uses to the city's CO2
footprint.
CO2 or carbon dioxide, is a greenhouse gas (GHG) that is associated with the burning of fossil fuels. Other GHGs include CH4 (Methane),
N30 (Nitrous Oxide), HFCS (Hydrofluorocarbons), PFCS (Perfluorocarbons), and S176 (Sulphur hexafluoride). A systematic accounting of
the quantity of GHGs emitted for a defined entity over a given period of time is called a GHG inventory. Establishing a baseline for GHGs
emitted by conducting an inventory is an important first step toward reducing GHGs. ICLEI (Local Governments for Sustainability) and
the Climate Registry have protocols for conducting inventories that many units of local government are currently using. ICLEI and the
Climate Registry are working together to standardize and centralize GHG data so that the information is consistent, transparent, verifiable,
and comparable.
After quantifying the city's GHG emissions, a discussion should occur on developing strategies that will reduce GHG emissions and on
establishing a reduction goal.
16
City of Burn,-Mile Annul CO2 Emmissions by End Use
WATER TOW
1.0%
1 "dater Processing
Plan]
17.2°
Unleadec
10
,.,, —
STREET LIGHTS
19.6%
ling
CONCESSION STAND
0.2%
Qaesel Fuel
5.6°l0
_FLASHER
0.1%
IRRIGATION
01%
_LIFT STATION
1.5%
_RESERVOIR _Recreation
0.3% 0. {%
SIGNAL
1.6%
17
City of Burnsville CO2 Emissions from Building Electricity Use
Utility 'Building
Parking Garage 4%
New Maintenance Facility
13%
14011 Burnhaven
0%
Ice Center
46%
_Civic Center Hockey Fink
0%
Fire Station 11
2%
IN
Implementation Activities
19
E
Q
Cost:
Potential
ACTIVITY / DESCRIPTION
Q
1 = Implementation
Benefits
CL
E
A= Annual Cost
o
Strategy 1- Reduce City Greenhouse Gas Emissions
L
Establish GHG emission tracking procedure with annual
o
C:
a
Understanding of
A
reporting to gather baseline data.
C:
city status and
o o
�
progress
�
U U
Institute a policy of reporting fuel consumption from all city
Understanding of
B
sources as well as expenditures to accounts payable.
M .�
II
Existing Staff
city status and
U) U
progress
�
E
Develop GHG Emission reduction strategy based on collected
M E
a�
Strategy ased
gy
C
baseline data and establish a reduction goal.
o
Existing Staff
on local data
U
Cost savings
D
U)
U)
19
iM Possible Partners & Funding Sources
• Center for Energy and the Environment
• Dakota Electric
• Dakota County
• Xcel Energy
• Minnesota Valley Electric Co -op
• CenterPoint Energy
• Minnesota Pollution Control Agency
• Minnesota Housing Finance Agency
• ICLEI
• Climate Registry
• US Environmental Protection Agency
0 1 Performance Indicators
• An emissions tracking procedure has been established.
• An emissions reduction strategy has been established.
20
Sustainable Land Use
Sustainability Best Practice Area
4
Burnsville will strive to adopt land use policies that provide incentives to reduce sprawl, preserve open
space, expand and enhance green corridors as redevelopment occurs and to create a walk -able
community.
21
Strategy 1- Promote Awareness and Education of
Sustainable Land Use
Broad awareness and understanding of sustainability are important tools in helping Burnsville
continue to move toward sustainable use of land. As we become more aware that
sustainability is a win - win -win for the economy, the natural environment, and our quality of
life, we will find more people supporting and implementing sustainable land use practices.
This strategy to promote awareness and education of sustainable land use has two broad
obj ectives:
1. Use workshops, print, broadcast, and website medias, and other techniques to promote
an awareness and understanding of the importance of sustainable land use practices in
Burnsville. This objective is really about getting a message of sustainability out to
everyone that lives, visits, governs, owns land, develops land, or does business in
Burnsville.
2. Deepen and personalize our understanding of sustainable land use practices by
promoting discussion, inspiring, and empowering others to use sustainable practices.
Ultimately, others — not just the city — will need to take action to use land in a
sustainable manner. This objective is really about the city forming partnerships to
develop a shared awareness and understanding of sustainability so that we can all work
together in a positive manner and with a shared vision for sustainable land use.
Strategy 2 - Conduct a Baseline Analysis of Existing Land Uses
A baseline analysis of existing land uses helps us discover opportunities for implementing land use practices that can move the city toward
sustainability. Burnsville already has good background data regarding the types, densities, amounts, and locations of existing land uses in
the city. It also has good background data on natural resources, utilities, and other issues that affect existing and future land use in
Burnsville. In addition, the city has prepared numerous master plans and studies of existing land uses and how land may be best used in
the future.
22
Strategy 3 - Develop a Shared Vision for Sustainable Land Use
No community can predict its future with complete certainty. However, communities that have a clear and shared vision for sustainability
have a far better chance of becoming a sustainable community than those communities that implement uncoordinated policies for which
there is no expressed purpose (however well meaning).
Strategy 4 - Develop and Implement a Sustainable Land Use Action
Plan
To the extent feasible, the city should incorporate sustainable land use practices into the city's Comprehensive Plan as well as the city's
other land use planning documents including the Master Plan for the Northwest Quadrant, neighborhood plans, the parks and trails plan,
and similar plans.
This strategy provides three general approaches to help ensure that land is used in a sustainable manner:
1. Remove obstacles and barriers that discourage or prevent sustainable land use practices in Burnsville. Communities often
inadvertently discourage or prevent sustainable land use practices by prohibiting certain uses (such as, native landscaping in front
yards, accessory dwelling units, and mixed - uses). Likewise communities often inadvertently discourage or prevent sustainable
land use practices by having excessive standards that are costly to the property owner and the natural and /or social environment
(such as, excessive parking requirements, excessive setback requirements, and excessive road widths).
2. Provide incentives to encourage sustainable land use practices. Communities often find that simply removing barriers to
sustainable land use practices is not enough. As a result communities may provide incentives for sustainable land use practices.
For example, a community could increase the allowable height and density of a building if the building provides a green roof. Or a
community could provide public assistance for a development in return for sustainable land use practices. This approach rewards
sustainable land use practices, but does not require it.
3. Enact appropriate ordinances and regulations to ensure sustainable land use practices. Realistically, removing barriers and
providing incentives will not be enough to ensure broad application of sustainable land use practices. The city has an obligation to
protect the health, safety, and welfare of its residents and others. Sustainability clearly relates to this obligation. Therefore, where
appropriate, the city should review and update its ordinances to ensure that they are moving the city towards sustainability. This
means adopting (or maintaining) ordinances that prevent sprawl, require multi -modal transportation options, and so on.
23
Implementation Activities
24
Q
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
M
4-
Q
1 = Implementation
Benefits
Q C
E
A = Annual Cost
o
Strategy 1- Promote Awareness and Education of Sustainable Land Use
Periodically provide facilitated, onsite, sustainable land use
= o
E
Training will
A
workshops (and /or training refresher courses) for those in City
—
(D
1= $4,500 - $7,500
promote shared
Hall who deal with land use issues, including pertinent city staff,
L
approach to
appointed commissions, and the City Council.
Z3 °o
sustainability
cn U
cn
0
0
B
Maintain a library of sustainable land use publications for use at
Existing Staff
Cost - effective
City Hall.
�
resource
E
o
Q
cn
U)
0
Publish articles in the Burnsville Bulletin, use the city's website
Promotes broad
C
develop brochures and create local cable television
0
Existing Staff
awareness and
programming on sustainable land use practices in the Burnsville
a
support
Bulletin.
E
E
o
U
�
24
25
c
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q
1 = Implementation
M
C
Q
E
A = Annual Cost
Benefits
o
Promotes broad
D
Coordinate or sponsor community wide sustainability workshops.
Cc:
$1,500- $7,500
awareness and
U) o
o
support
Z3 o
cn U
cn
°
E
a)
Minimal additional
Promotes broad
E
Provide sustainability information at city events.
.E
~
awareness and
�
o
o
cost
support
U)
D o
U) U
cn
°
E
T
Minimal additional
Promotes broad
F
Develop and implement a sustainable land use awards program.
° . °
� -
awareness and
n o �
o
cost
support
Z3 ocU
cn U a
cn
Develop and implement sustainability protocols relating to land
U)
v �
E
Minimal additional
Ensures
G
use decisions.
" o
cost
implementation
C
L
z01-a
cn
25
26
c
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
M
4-
Q
1 = Implementation
Benefits
Q C
E
A = Annual Cost
o
H
Work towards ensuring that city facilities provide a model
Variable
Shows
leadership by
example of how to use land in a sustainable manner.
U
0,
example
c�
o
U-
J
Strategy 2 - Conduct a Baseline Analysis of Existing Land Uses
A
Coordinate existing land use issues with neighboring and
00 ,
Existing Staff
Partnerships and
overlapping jurisdictions.
coordination
o
a
U)
B
Identify existing underperforming and /or blighted land uses.
(D
E
0)'E Q
o
Minimal additional
Plan for
o
cost
enhancements
� 0
0
awo
W
Strategy 3 - Develop a Shared Vision for Sustainable Land Use
1= $500 for simple
Ensures
A
Develop and apply a sustainable land use checklist.
a
list - $5,000 for
implementation
detailed list
26
27
c
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q M
Q
1 = Implementation
Benefits
C
E
A = Annual Cost
o
°
E
(1)
Minimal additional
Further
B
Consider becoming an eco- municipality.
resources and
o
o
cost
visibility
Z3 o
cn U
cn
C
Incorporate a vision for sustainability into appropriate city
Variable
Keeps vision
documents and display the vision at appropriate locations.
°_ter
(1)
alive
L
L
U) 0
D 0
0
L
cn U
cn
D
Coordinate with others in the development of complimentary site
°,
Variable
Furthers
specific visions for sustainable land use where appropriate.
implementation
o
a
U)
Strategy 4 - Develop and Implement a Sustainable Land Use Action Plan
E
Reduces sprawl,
Promote development and redevelopment that efficiently utilizes land,
0)
a)
promotes walk -
A
resources and energy. Encourage design building techniques
Existing Staff
able community
incentives and improvements to minimize impervious surface.
0
and sense of
a
cn
place
27
c
E
ACTIVITY / DESCRIPTION
E
E
4-
Cost:
1 = Implementation
Potential
Q M
C
Q
E
A = Annual Cost
Benefits
o
E
Encourage infill development, redevelopment of brownfield sites
C"
(D
Reduces blight
B
and combination of underutilized parcels.
No additional cost
and promotes a
sense of place
2
Reduced
C
Protect critical natural areas and provide natural buffers.
o
No Additional Cost
encroachment on
(U (
nature
z 0�
cn
E
0,
Reduced
D
Provide links to the open space system.
;
No additional cost
encroachment on
o
nature
as
U)
E
No Additional Cost
0)
a)
Use Crime
Meet human
E
Promote crime prevention.
(D
Prevention Through
needs
o
0
Environmental
a a
U)
Design practices
E
F
Allow integration of different housing types where appropriate.
L
No Additional Cost
Meet human
0
needs
29
c
E
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q M
Q
1 = Implementation
Benefits
C
E
A = Annual Cost
o
E
G
Continue to provide for farmers markets.
0)
No additional cost
Promote local
0
food
E
H
Provide public open spaces accessible to those with disabilities.
U) �
Dependant on
Promote sense
—
L - L
0
project
of place
aa 0
�
U)
0
I
Decentralize community services where appropriate.
0
0
Variable
Promote sense
of place
2
0
(1)
Z
J
29
Possible Partners & Funding Sources
Numerous funding sources exist to help Burnsville implement its land use strategies. The following provides a partial list:
• Metropolitan Council, Livable Communities Demonstration Account Grant:
• Minnesota Pollution Control Agency:
• Economic Development Administration — U.S. Department of Commerce:
• Partnerships with Dakota County, Minnesota Pollution Control Agency, Department of Natural Resources, and other overlapping
government agencies
• Safe Routes to School Program
• United States Environmental Protection Agency Smart Growth Implementation Grants:
• Nonprofit organizations for example, McKnight Foundation and the Blandin Foundation
• Gifts and donations
• ICLEI: Local Governments for Sustainability
• Community Development Block Grants
• Minnesota Green Communities Grant
Performance Indicators
• Participation in continuing education opportunities by Staff, appointed commissions, and elected officials. At a minimum, the city
should expect that pertinent Staff dealing with land use issues should participate in continuing education opportunities at least once
every two years.
• Increased awareness of sustainable land use practices by city officials, staff, residents and businesses as measured in the city's
survey conducted every four years.
30
Sustainable Trans ortation
Sustainability Best Practice Area
5
Burnsville will strive to promote sustainable transportation systems /networks, develop and publicize
information about transit alternatives, re- evaluate transit routes and stops utilizingpublic input to
maximize service within Burnsville and to the metropolitan area.
31
Strategy 1- Increase Transit Ridership and Access to Transit
The City is a partner in the Minnesota Valley Transit Authority (MVTA), which provides bus service within the City of Burnsville and
service to regional destinations including the Mall of America, downtown Minneapolis, and the University of Minnesota. A state- of -the-
art transit facility, the Burnsville Transit Station is located at Nicollet and TH -13. Residents of Burnsville can flag down a bus, wait at one
of 30 bus benches, or drive /bike /or walk to a transit center. Most of the City does not currently have more traditional signed bus stops.
City staff reports that residents would like expanded bus service within the City of Burnsville and to adjoining suburbs.
Given Burnsville's low- density development patterns, problems with street
connectivity, and high rates of auto ownership, it is likely to be costly to provide high
frequency or high coverage local bus service. MVTA does operate Route 444 that
provides 30- minute weekday service and hourly weekend service between Savage
and the Mall of America through Burnsville. Local service would greatly benefit
from improved facilities for passenger waiting along arterial corridors. Transit
service would be more visible, appealing and convenient if bus stops had signage,
bike racks, benches, and high usage stops with shelters for passenger waiting. Given
development patterns and long distances from homes to arterial transit corridors,
bicycle access is an important link. Transit service might also be better utilized if
local and off peak services were more extensively promoted.
Strategy 2 - Reduce Drive Alone Trips
F
Research conducted for the Governor's Climate Change Advisory Group in Minnesota indicated that reducing subsidies for driving and
promoting travel alternatives are key to reducing drive alone trips and thus reducing air pollutants and traffic congestion. Abundant
subsidized parking at worksites results in higher drive alone rates than one finds at worksites that provide transit, bicycling, or carpool
options.
Preparation and implementation of travel demand management plans (TDM) can reduce drive alone trips and make other options more
attractive. TDM is the application of strategies and policies to reduce automobile travel demand, or to redistribute this demand in space or
in time. In transport as in any network, managing demand can be a cost - effective alternative to increasing capacity. A demand
32
management approach to transport also has the potential to deliver better environmental outcomes, improved public health, stronger
communities, and more prosperous, livable cities.
Flextime and compressed time at workplaces result in reduced vehicle trips and often more satisfied employees. Encouraging carpooling
and bicycling to work reduces the number of driving trips.
Strategy 3 - Improve Transportation to Burnsville Schools
Burnsville is served by three public school districts, the largest of which is District 191 (covering 70% of the City). The lack of sidewalks
in residential areas and busy arterial streets, designated as "hazardous" by school policy, result in most students either arriving by school
bus or private vehicle. Cuts in school funding in District 191 resulted in fewer students receiving bus service. This has resulted in many
parents driving students to school — increasing emissions and creating traffic issues at schools.
Increasing bus service and promoting carpooling and biking or walking to school would reduce the amount of drive alone trips to school.
Development of safe routes to school would also encourage walking and biking.
Strategy 4 - Promote Sustainable Transportation Infrastructure
Transportation infrastructure (streets, parking areas, and paths) within an
urban environment can contribute to community cohesion, and sustainability
in several ways. They can be designed so as to encourage slower speeds, safer
driving, fewer incidents and crashes, use of alternative transportation modes,
and safe and convenient pedestrian circulation. Transportation infrastructure
construction and improvement projects can also be implemented in a manner
that reduces environmental impacts.
Roadways and parking surfaces that are larger than necessary are more
difficult for pedestrians to cross, utilize more resources, and limit the
opportunities for inclusion of facilities for alternative transportation modes.
Roadway widths can be reduced by narrowing travel lanes or eliminating on- street parking. Narrowing travel lanes provides opportunities
to construct facilities for alternative travel modes. Particularly contributing to the cohesion of the city would be transportation facilities for
33
bikes and pedestrians. Oversupply of off - street parking provides a less appealing pedestrian environment, produces more storm water run-
off, reduces property tax revenues and creates urban heat island effects.
Construction- related approaches and techniques can be applied to transportation infrastructure to enhance sustainability. Some of the most
significant work being conducted today in the area of sustainability is focused on adapting principles and tenets of the Leadership for
Energy and Environmental Design (LEEDTM) green building environmental rating system for the road construction industry.
34
Implementation Activities
35
ACTIVITY /DESCRIPTION
E
cEa
Implementation &
Potential
Maintenance Cost
Benefits
CL
J D
H
Strategy 1- Increase Transit Ridership and Access to Transit
0
A
Transit promotion: Web promotions; Work with MVTA to
`2
a
Existing Staff
Higher ridership.
provide coupons.
Less traffic
E
0
U
- L
E
Improve transit infrastructure: Make shelters and bus stop
0) 0
.E- 3
a�
Depends on
Higher ridership.
B
locations more appealing for users- Provide facilities for bike
'
0
0 =
�.
o
improvements
Less traffic
parking; Improve bike /ped connections to transit locations.
c�
0
as
U)
0)�
L 0
E
C
Ensure good transit service to and within new high density
Existing Staff
Higher ridership.
developments.
0 M
� a
0)
Less traffic
U j 06
J
35
36
c
Q
ACTIVITY /DESCRIPTION
E
c�a
Implementation &
Potential
M
a
Maintenance Cost
Benefits
CL
J 0
H
Strategy 2 - Reduce Drive Alone Trips
A
Consider instituting policies to reduce trips generated by City
M
Existing Staff
Reduced traffic
employees- Explore flex time and telecommutin policies.
p gp
o
o
= a
U)
B
Consider developing Travel Demand Management Control
°'
E
Existing Staff
Reduced traffic.
Less land used
Practices.
c�
0)
o
for parking
a
J
0)
E
C
Explore a car sharing policy: Organize and promote program.
Existing Staff
Reduced traffic
c�
a
C:
o
J
Strategy 3 - Improve Transportation to Burnsville Schools
0
L
A
Examine opportunities for Safe Routes to School.
(
Existing Staff
Federal grants
increased safety
�
w
—
36
37
c
Q
Q
E
Implementation &
ACTIVITY / DESCRIPTION
a
Maintenance Cost
Benefits
CL
E
J 0
H
Work with School District to examine transportation policy:
E
E
a)
Reduced drive
B
Busing policy changes; Promote carpooling, bic clin and
g p y g bicycling
a� E
Dependant on policies
alone trips to
walking.
o
v
o
implemented
schools,
w
increased safety
Strategy 4 - Promote Sustainable Transportation Infrastructure
0
Decreased
A
Recycle existing roadway structure for street reconstruction
(
Existing Staff
material needs
and
projects.
0)
-
environmental
w
impacts
B
Monitor parking requirements and continue to implement
0)
E
�
Existing Staff
Reduced
impervious
"Right Size" Parking strategies
0
surface
a
U)
0)
E
Decreased
Reduce impacts of roads and streets: Where safety is not
a
material needs;
C
compromised, reduce roadway widths; Eliminate on- street
Existing Staff
Room for
parking where feasible.
0)
o
alternative travel
w
J
modes
0)
E
Decreased
D
Utilize sustainable construction techniques: Investigate the
L
a
Dependent on
material needs
and
use of alternative materials and practices.
environmental
0)
techniques used
0)
w
o
impacts
37
Possible Partners & Funding Sources
• Transit for Livable Communities
• Transportation Advisory Board
• HourCar
• Minnesota Valley Transit Authority
• University of Minnesota — Humphrey Institute of Public Affairs
• City of Bloomington
Performance Indicators
• Annual increase in transit ridership from/within the City of Burnsville.
• Reduce rate of drive -alone trips by City employees.
• Increase in the use of alternative transportation modes.
Renewable Ener
Sustainability Best Practice Area
6
Burnsville will strive to increase the use of clean, alternative energy options into city facilities, research
methods to reduce energy consumption and promote alternative energy options within the community.
39
Strategy 1- Utilize Solar Energy
Solar energy can be captured as heat or as electricity. Solar heating (thermal) systems range from appropriate building design to active
heat storage and distribution systems. The most cost effective solar energy use comes from good building design incorporating day -
lighting, appropriate orientation, proportionate glazed area, overhangs and heat sinks and proper ventilation. Combined together, these
elements are referred to as "passive solar" technology. Included in the "passive" category are tubular skylights, often referred to as solar
tubes, which can be retrofit into existing buildings to bring in natural light, reducing the use of lighting at a low cost. In contrast, "active"
solar thermal systems generally involve using pumps to move an antifreeze solution through specially built panels which are mounted in a
sunny place. The heat gathered by the antifreeze is transferred to water and stored in an insulated tank until needed. Systems of this type
can be sized from small enough to just provide domestic hot water to large enough to heat an entire building. Solar hot air panels can also
be used to provide supplemental heat to a building on sunny days.
In areas where the cost of electricity is low, solar electric systems have a payback
period that is longer than generally acceptable, falling somewhere in the 20 to 30 year
range. State incentives and federal tax credits help bring the payback period down,
but would not all apply to a municipality. Reductions in the cost of PV panels are
expected in the near future due to improvements in the processes for creating panels
using less material and printing machines that are already designed for mass
production. The industry trend is also toward integrating the PV material into
roofing, siding and even window material to eliminate duplicative costs and maintain
traditional aesthetics. It is generally accepted that, at the point PV panels reach $2 per
watt, they will be cost competitive with utility generated electricity.
M
Strategy 2 - Utilize Biofuels and Hybrid Technologies
Biofuels can be broadly defined as solid, liquid, or gas fuel derived from recently dead biological material, most commonly plants. They
are distinguished from fossil fuels, which are derived from long dead biological material. Biofuel can be theoretically produced from any
(biological) carbon source. The most common use for biofuels is as liquid fuels for automotive transport. The two most common strategies
are:
1. Ethanol (ethyl alcohol) which is produced from yeast fermentation of sugar crops (sugar cane, sugar beet, and sweet sorghum), or
starch (corn/maize). In Minnesota, ethanol is produced from corn and made into E -85, which is 85% ethanol and 15% gasoline.
2. Biodiesel which is produced from oils from plants such as oil palm, soybean, algae, or jatropha. When these oils are heated, their
viscosity is reduced and they can be burned directly in a diesel engine or the oils can be chemically processed to produce fuels such as
biodiesel. Biodiesel is referred to by the percentage of biofuel in the mixture (for example, B20 = 20% biodiesel and 80% petroleum
diesel). In Minnesota, it is produced primarily from soybeans.
There may be some challenges with the use of biofuels. Controversy has arisen regarding whether or not biofuels are using grains that
would otherwise be used for food. There is also a question as to whether corn -based ethanol is a net energy gain or loss. However, the
technology for production of ethanol is still evolving. Research shows that using switchgrass to produce cellulose -based ethanol provides
a much better net energy production, producing over five times as much energy as crop production. Consequently, the evolving
technology of ethanol production should be monitored and its use adjusted depending on the results of technological advances.
A shift to hybrid and all electric vehicles would provide a number of benefits as they are cleaner and result in fewer greenhouse gas
emissions than fossil fuel and biofuel vehicles even when coal is the electrical generating source. Electric and hybrid buses are currently
available. Solar photovoltaic (PV) systems could provide clean charging of these vehicles while also shading them from summer -time
overheating. Electric vehicle charging systems are now in place and being tested in several cities, including Tokyo, San Jose and London.
Strategy 3 - Utilize Geothermal Systems
A geothermal or ground- source heat pump system is a heating and /or an air conditioning system that uses the Earth's ability to store heat in
the ground and water. It operates based on the stability of underground temperatures so that it extracts available heat in the winter to warm
a building and puts heat back into the ground in the summer in order to cool a building. Heat pumps have the ability to capture heat at one
temperature reservoir and transfer it to another. A refrigerator is an example of a heat pump in which heat is removed from the
refrigerator's compartments and transferred to the outside.
41
Today there are more than 1,000,000 geothermal heat pump installations in the United States.
Many utilities and government agencies offer special rates and rebates to customers who install geothermal systems for heating /cooling
their building. Dakota Electric offers a $200 per ton rebate. Some utilities have begun to pay for the installation of geothermal heat pumps
at customer residences.
While some electricity is used to drive the heat pump, this strategy makes economic sense because electricity has a greater potential for
future price stability than natural gas due to the multiple fuel sources available for its generation. Furthermore, using solar photovoltaic
(PV) electricity to drive the geothermal heat pump, it's possible to have a truly renewable fuel source.
Strategy 4 - Evaluate Wind Energy Potential
Wind power is often the most cost effective renewable energy source; however, its use is highly site dependent. To be effective, wind
turbines need to be placed high up in the air to avoid turbulence. Often this height factor makes the use of wind power unmanageable,
especially in the urban area. Wind turbines also require frequent maintenance, which, in the case of commercial size turbines, means that
the tower must be climbable. Wind turbines are considered by some to be aesthetically displeasing and do have a noise component.
Concerns about bird and bat deaths have been raised, but proper siting generally eliminates this issue.
Commercial size wind turbines start at about the 2 Megawatt size and cost approximately $3 million. Depending on local conditions, a 2
Megawatt turbine could power between 800 and 1600 homes. Burnsville is largely within the Minnesota River valley, and current regional
data indicate some of the least intensive upper wind speeds in the State. Wind measurements are needed to confirm whether or not wind
power is feasible in Burnsville.
42
Implementation Activities
43
E
Q
Cost:
Potential
ACTIVITY / DESCRIPTION
J
a
1 = Implementation
Benefits
C
E
A = Annual Cost
o
Strategy 1- Utilize Solar Energy
E
Solar thermal
A
Investigate installing a solar thermal domestic hot water system
(D
D
1 = $25,000
provides 50 —
/o 70 of hot
in City Hall.
It
water usage in
�O
W
City Hall
06
O
E
L
B
Consider applying passive solar principles to expansion of THE
a M
I = up to 5% of
10 -30% heating
GARAGE.
o
remodeling cost
cost reduction
_
U�
U)
06
O
E
L
C
Explore installing a demonstration PV system as part of an
M
1 = $5,000 to $30,000
Dependant on
expansion of THE GARAGE.
"
o
installation cost
size
_
U�
U)
°
E
Increase in
Consider funding mechanisms to encourage residents to install
residential
D
renewable energy systems (e.g. low interest loans, assessing
E_ �
C
1 = $500,000
system
y
cost to property taxes, etc).
; o
J
installations
cD v
43
ii
+�
c
Q
Q
E
Cost:
Potential
ACTIVITY / DESCRIPTION
J
1 = Implementation
Benefits
C
E
A = Annual Cost
o
Guarantee
F
Investigate implementing solar access ordinance.
c�
(D
~
0)
Existing Staff
system
performance for
a
J
residents
Encourage proper solar orientation and passive solar
U
°
E
Improved
G
construction.
= Q
Existing Staff
housing
m U)
efficiency
J
H
Explore the installation of solar energy systems in City facilities.
U)
a�
=
E
Dependant on system
Reduced energy
0
0) installed
use and cost
U-
o
J
ii
45
c
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
J
1 = Implementation
Benefits
C
E
A = Annual Cost
o
Strategy 2 - Utilize Biofuels and Hybrid Technologies
U
-0 U
a o
E
(D
Incorporated into cost
Reduced fuel
A
Cautiously continue with incorporating flex fuel in City fleet.
06
of current projects
cost and CO2
(D
0
emissions
U_
E
B
Consider the use of hybrid technologies, especially plug-in
y p y p g-
06 `—' L
(D
°'
�
$2,000 to $3,000
Reduced fuel
cost and CO2
hybrids.
0
U a �
premium per vehicle
emissions
0
J
E
C
Consider hybrid medium duty chassis for larger vehicles.
06 0 to
(D o
L
$40 000 premium per
30 -50% fuel
E a
0
vehicle
cost savings
0
J
Strategy 3 - Utilize Geothermal Systems
0
Cost Savings,
A
Explore the incorporation of a geothermal system in the ice
U)
U
a
Awaiting Bid
Reduced
Environmental
arena.
_
impacts, cost
�
0
—
savings
45
+�
c
Q
Q
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q
1 = Implementation
Benefits
C
E
A = Annual Cost
o
B
Explore the incorporation of a geothermal system into City'
—
E
Variable with
0
30 -70 /o
reduction in
facilities.
o
installation size
heating cost
J
Promote use of geothermal systems among businesses,
o
E
�
Increased
geothermal
C
residents and community groups, in particular in the Minnesota
E —
E M
Existing Staff
installations in
River Quadrant.
v 0
J
City
Strategy 4 - Evaluate Wind Energy Potential
Investigate participation in the Dakota Electric Wellspring Wind
U)
1 = $6,000 for City Hall
Dramatically
A
Energy Program.
reduce CO2
A= $6,000 /year
emissions
E
L
Determine if use
B
Consider completing a wind speed study in Burnsville.
="
$500 - $1,000 for
of wind energy
0
0) equipment
within City is
U-
0
feasible
Possible Partners & Funding Sources
Solar Energy
• U.S. Department of Energy
Biofuels and Hybrid Technology
• American Lung Association
• Augsburg College
Geothermal Systems
• Econar
• MN Office of Energy Security
• U.S. Department of Energy
Wind Energy
• MN Office of Energy Security
• U.S. Department of Energy
Performance Indicators
• Annual decrease in fossil fuel use in City facilities.
• Annual decrease in fossil fuel use in city fleet
47
m
Energy Efficient
Sustainability Best Practice Area
7
Burnsville will strive to make energy efficiency a priority in inf astructure by developing educational
programs for the public about energy efficient techniques and construction practices; investigate
opportunities and ways to provide incentives to encourage private sector home and business energy
improvements.
IM
Strategy 1- Increase Energy Efficiency of City Buildings
Energy efficiency saves taxpayers money and is the most cost effective way to reduce greenhouse gas emissions. City buildings are the
single largest contributor to CO2 emissions under direct control of the city, accounting for 35% of total emissions (see page 14). The City
of Burnsville should consider improvements to City Hall based on a walk -thru analysis. In addition, the city should consider energy audits
performed on all other city facilities to identify additional steps the city can take to reduce energy use. Dakota Electric has generously
committed to pay for up to 75% of the cost of these audits. Any energy reductions in city buildings will serve as visible and positive
examples to local businesses and residents and establish the city as a leader in energy efficiency.
Strategy 2 - Educate Businesses and Residents
While it is important to reduce energy use in city buildings it is equally important to
educate businesses and residents about the importance of reducing their own energy
use. The City of Burnsville could gather the resources and promote energy efficiency
and conservation to all residents by creating awareness and promoting a sense that the
entire community is working together on this issue. Creating strategic partnerships
with business to educate business owners on energy efficiency and conservation is
another important way to reduce the city's carbon footprint. Businesses can also
promote energy efficiency and conservation to their customers and clients. Utilizing
the Minnesota Municipal Energy Challenge will provide a framework for the city to
implement this strategy.
50
Implementation Activities
51
ECost:
ACTIVITY / DESCRIPTION
Q
1= Implementation
Potential Benefits
E
A= Annual Cost
o
Strategy 1- Increase Energy Efficiency of City Buildings
I = Existing Staff
A
Implement recommendations of City Hall Energy Audit
�
a
Completed within
Facilities 2008 Budget
Reduced energy
(retrofit lighting).
use, cost savings
A= Existing Staff
Participate in Dakota Electric's Energy Audit Program for the
a I
=
= $500 to $1 000
Per Building
Reduce energy
B
remaining city facilities to identify opportunities for energy
use cost savings
savings.
A= Existing Staff
Utilize the B3 Benchmarking Database for all city buildings to
a
E
a)
Guide decisions for
C
evaluate how well city buildings perform and direct resources
=
M
�.
0
Existing Staff
u rades
pg
accordingly.
U)
51
52
c
ECost:
ACTIVITY / DESCRIPTION
Q
1= Implementation
Potential Benefits
C
E
A= Annual Cost
o
1= Combined cost of
approximately
Implement recommendations of City Hall Energy Audit
a
$85,000
Comfort reduces
D
(Improve HVAC Control Upgrades, Rebalance Air Systems
—
energy &costs
and Upgrade Building Automation System).
A= Combined annual
—
savings of $7,500-
$12,500
E
Consider implementation of the Minnesota Municipal Energy
E
Existing Staff
Reduce energy use
Challenge.
o
and cost
U
U)
U)
E
1= $55,000
F
Implement recommendations of City Hall Energy Audit
Reduce energy
(Upgrade to Condensing Boiler upon failure of existing).
0)
A= $6,500 annual
use
J
savings
Participate in Great River Energy's new construction
a
E
1= Depends on level of
Guide for new
G
program that encourages meeting LEED standards and
U
involvement
buildings reduce
ensures that new buildings meet the energy performance
requirements of the Sustainability Building 2030 standards.
U-
J
A= Existing Staff
energy use
52
53
c
ECost:
ACTIVITY / DESCRIPTION
J
1= Implementation
Potential Benefits
C
E
A= Annual Cost
o
U)
E
Fi
Continue to replace and improve electrical equipment with
O
L
Existing Staff
Reduced energy
more efficient equipment in the water production facilities.
p
°,
°
use
E
D_
O
J
Strategy 2 - Educate Businesses and Residents
Encourage residents to reduce their carbon footprint:
(D
Reduced energy
A
promote the Minnesota Energy Challenge, provide energy
Existing Staff
workshops, develop utility bill stuffers and newsletter articles
(D
use
U)
Create strategic partnerships with businesses to educate
= °
(U
E
(D
Reduce energy
B
owners on the benefits of energy efficiency and
�
~
Existing Staff
use, educate
conservation. Use the ARROW Program for Promotion of
(U o
o
customers
energy efficiency.
cn v
U)
53
Possible Partners & Funding Sources
• Center for Energy and the Environment
• Dakota Electric
• Dakota County
• Xcel Energy
• Minnesota Valley Electric Co -op
• CenterPoint Energy
• Minnesota Pollution Control Agency
• Minnesota Housing Finance Agency
Performance Indicators
• Complete energy audits on the balance of city buildings.
• Promote energy efficiency to residents and business at least twice a year.
54
r
r
46 `
Sustainable Building Practices
Sustainability Best Practice Area
8
Burnsville will strive to practice and promote sustainable building practices by providing staff training
for LEED certification and green construction to assist residents /builders and to promote green
building techniques for both city -owned facilities and private development.
55
Strategy 1- Evaluate and Maintain Existing Stock of Buildin s
Existing buildings represent a significant investment by the community in resources and materials. Buildings should be seen as an
investment to be maximized, and should be evaluated for potential reuse, then renovated appropriately. If demolished, materials should be
recycled /re -used wherever possible. Reducing energy consumption of existing buildings should be a priority, followed by retrofitting with
no /low toxicity materials, and providing additional daylighting wherever possible.
Strategy 2 - Follow LEED -NC Standards (or B3) for New Commercial
Construction
The application of sustainable principles and green building practices is central to how sustainability will be perceived, implemented and
measured. Buildings consume almost 70% of the energy produced so ensuring that buildings are energy efficient and sustainable should
be a baseline goal; buildings that reduce or eliminate such high energy demand can become the new standard. A variety of implementation
strategies are included addressing; new construction (public and private) existing buildings, training and education.
Leadership in Energy and Environmental Design (LEED®) is a rating system developed by the U.S. Green Building Council to evaluate
buildings for a number of sustainability- related factors. These include site selection, water use, energy consumed (or produced), materials
selected and indoor environment. Another system developed through a partnership between the University of MN, architects, engineers
and others is specific to Minnesota. This is the B3, or Buildings, Benchmarks and Beyond, originally called the MN Sustainable Design
Guide. Both LEED and B3 have similar categories by which to evaluate a building project, but while LEED is prescriptive due to its
point -based system, B3 is performance- based, and focuses on improving building performance and quality. B3 is recommended because it
is Minnesota based and does not require costs associated with certification. After staff are trained in LEED, it can be used as an
alternative.
Strategy 3 - Partner with Community and Businesses to Educate and
Empower
56
In order for the city and the greater community to make a transition to a sustainable future, it is important to have a clear and thorough
understanding of sustainability. With greater media attention to this aspect of our environment, more and more people are becoming
interested in how they can do their part, and the city can utilize this energy to partner with businesses and community groups to inform and
generate greater participation.
Through workshops, brochures, website media and organized activities, the city and local businesses can promote greater awareness and
participation of the importance of sustainable practices in terms of the built environment—commercial and residential.
_Im� L
Q
57
Implementation Activities
E
Cost:
ACTIVITY / DESCRIPTION
1= Implementation
Potential
Benefits
CL
A= Annual Cost
J 0
H
Strategy 1- Evaluate and Maintain Existing Stock of Buildings
E
1= Per building,
A
Establish city policy to purchase energy efficient fixtures.
°—'
minimal. Energy
Reduce energy
-(_-
efficient fixtures do not
expenditures
�°
cost more
U_
U)
1= Part of a renovation
Reduce buildings
B
Establish city policy to evaluate all city renovation projects for
a z
a
budget with no
impact and
sustainable opportunities.
o
additional up -front
maintenance
a
costs
costs
LL S0
1= Shingle roof: $4 -$
0
6per sq. ft. — 30 year life
Painted metal standing
seam roof: $13 per sq. ft
Establish roof replacement and energy efficiency improvement
Q
— 80 year life
Reduce energy
C
timeline for city facilities. Consider installing photo - voltaic cell
E
Pre patina zinc standing
expenditures
roofing when appropriate.
-
seam roof: $18 - $20 per
(D
sq. ft — 60 year life
Photo - voltaic cell roof
tile: approx. $9 per watt
LL
U)
or $93 per sq. ft
59
c
E
�
Cost:
ACTIVITY / DESCRIPTION
1= Implementation
Potential
Benefits
CL
A= Annual Cost
J 0
H
E
Consultant per
Reduce energy
D
Establish energy and water use targets for city buildings.
U)
a)
allowance or
estimated at $150 -
and water use
E
°
$200 per hour
p
expenditures
U- 0-
U)
Establish building product guidelines and guidelines for
L
1= Consultant per
allowance, or
Low impact
E
identifying sustainable opportunities on commercial and
o
E
estimated at $150-
products used
residential renovations and new construction.
o
200 /hr. Existing Staff
oo
Z3
W U a_
W
Strategy 2 - Follow LEED -NC Standards (or B3) for New Commercial Construction
0)
$1,500 - $2,000 plus
Establish a timeline for training city employees in B3
a o
$50 /person for
Trained
A
(Buildings, Benchmarks and Beyond) or LEED.
in
C: (D
0
E
implementation
$1,500 - $2,000 plus
employees
L$50
/person annually
Q
o
M
z
cn
59
.�
c
E
�
Cost:
ACTIVITY / DESCRIPTION
1= Implementation
Potential
Benefits
CL
A= Annual Cost
J 0
H
Develop standardized site selection and building design
UDone
a)
as part of temp.
Best building
B
process for city buildings.
U U
— —
c
Pre - design phase of
location and
o
0-
0
building design
design
U_
Strategy 3 - Partner with Community and Businesses to Educate and Empower
E
A
Develop a strategy with other agencies to partner on
$500 per person
Share knowledge
sustainability training.
o
base
Z 0�
U)
U U
a)
E U
L
B
Partner with local retail venues on ways to educate the public
o Z3
° a
w E 0
Minimal
Educate public
at point -of -sale and /or restaurant vendors.
U
D_
0- 0 Z
Reward
Businesses and
C
Consider non - monetary incentives to encourage green building
0)
Existing Staff
reduce
()
Limpacts
environmental
of
0
buildings
a
U)
.�
Possible Partners & Funding Sources
• Center for Energy and Environment for Energy Audits
• Local Energy Utilities for Energy Audits and incentives for efficiency
• Great River Energy: offers low and no -cost loans for LEED buildings, and for retrofits.
• Xcel Energy Design Assistance
• U.S. Government grants /incentives for renewable energy
• USGBC for staff training, membership resources, and LEED reference guides for training.
• Partner with Burnsville School District 191
• Partner with local restaurants
• Partner with local retail venues
Performance Indicators
• Increase in number of buildings that are LEED Certified or similar B3 level.
• Development of a web -site with top -ten checklist of things residents can do to move toward a more sustainable
home.
• Train relevant city Staff in LEED and /or B3 by 2010.
61
Page intentionally blank
62
s;
Community Health
Sustainability Best Practice Area
9
Burnsville will strive to promote a healthy community through public education, effective partnerships,
and the development of infrastructure that supports walking and biking.
63
Strategy 1- Promote Healthy Living Opportunities through City Media
The city has a rich and effective variety of media to use as public education tools in pursuit of a more healthy community. Cable
television, a quarterly newsletter, a highly visible web site, seasonal recreation brochures, and numerous highly publicized events and
celebrations offer many avenues to positively influence public choices for healthier living.
The city has specifically adopted a healthy city initiative that states:
"People find Burnsville to be a community of healthy lifestyles,
neighborhoods, and environment"
The city should regularly utilize its media to promote the specific goals
contained within the healthy cities initiative. Further, regular promotion
of community activities relating to more healthful living should become a
regular part of the city's communications effort. Finally, progress and
successes related to the achievement of the city's healthy cities initiative
should be regularly reported to residents and businesses.
Me
Strategy 2 - Increase Opportunities for Safe and Convenient Biking
and Walking
An infrastructure of convenient walking and biking trails is indicative of a city that prioritizes healthful living options for its residents.
Providing citizens with the opportunity to meet part of their transportations needs by biking or walking has the doubly beneficial effect of
enhancing health while reducing traffic and energy related issues.
Burnsville has incorporated this priority into both its transportation end statement and within its Trails Master Plan.
Several barriers to safe and convenient trail use should be addressed. For example:
- Paved trails along arterial and collector streets are functional but not very attractive
- Close proximity to traffic creates safety concerns
- Lack of adequate pedestrian - level lighting and signage can make trails particularly difficult for children to use trails
- There is a lack of a direct connection to the river and its amenities
- Distance between land uses (i.e. retail from residential, etc.) makes it difficult to walk from home to shopping, dining, etc.
The city should construct safer and more convenient trails that fill in the gaps in the existing system and connect people more easily to
major destinations. The city can provide leadership in finding community partners to help promote and provide incentives for increased
biking and walking. Finally, in the longer term, the city should consider corridor design standards that provide safer separation between
trails and traffic — through increased rights -of -way acquisition if necessary.
65
Implementation Activities
..
E
ACTIVITY / DESCRIPTION
Q E
Implementation
Annual Cost
potential Benefits
ME
o
Strategy 1- Promote Healthy Living Opportunities through City Media
o
A
Continue involvement in the Healthy Cities initiatives.
(D
a
Existing Staff
Lower obesity
Healthier children
U
N
B
Obtain grants from public private and non - profit sources to
o E
Existing Staff
Expanded programs
create new healthy living opportunities.
c�
C
Promote and publicize healthy city opportunities through all city
E o
0 "
Existing Staff
Increased program
media and in tandem with partners wherever possible.
E
C/) �
participation
0
U
D
Promote youth health through recreation programs and effective
o
(D
a
E
L
Existing Staff
Increased program
partnerships such as the Switch Program.
E
=
o
participation
o
U
U)
..
67
c
E
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q ca
�
1 = Implementation
Benefits
� C
E
A = Annual Cost
o
Increased
E
Apply for recognition of Health Cities achievements and
a
a
Committee and
awareness,
publicize awards.
_ C
Existing Staff
pride, &
C
commitment
Strategy 2 - Increase Opportunities for Safe and Convenient Biking & Walking
A
Work with Partners to promote, provide new programs and
(D
'
(
c� E
`�
a
Existing Staff
Improved
community
incentives for biking and walking.
(D v E
=
_
health
0
Construct new trails that fill in gaps in the existing system and
U)
E
Dependent on
Improved
B
connect to major destinations. Utilize the trail Master Plan as
a
Project
community
the guide.
connectedness
To be determined
Enhance the convenience and safety of existing city bicycle and
U)
E
(D
with each phase of
the project. Will
Safer trails that
C
pedestrian trails where possible, maintain separation between
�
11
likely be done in
are used more
trails and traffic, improve lighting and si na a over the next few
p g g g g
0-
L
conjunction with
frequently
years.
U)
street renovation
work.
p,
E
Existing Staff
Safer and more
Make corridor design changes as necessary to provide
Unknown cost of
usable trails
D
adequate trail width and separation, safety from motorized
a
Rights -of -way
system
traffic; obtain rights -of -way as necessary.
0)
o
W
J
67
Possible Partners & Funding Sources
• Met Council allocation of Federal Surface Transportation Program (STP) flexible funding
• Funding through Capital Improvement Program (CIP) can provide an ongoing trail improvement program
• Department of Natural Resources (DNR) trail funds
Performance Indicators
• Increased signage, marking, lighting and landscaping of existing trails over the next five (5) years.
• Increased participation in the city's Healthy Living initiatives.
• Increase in miles of separated trail.
.:
A M Recycling and Waste Reduction
Sustainability Best Practice Area
io
Burnsville will strive to increase recycling rates, reduce waste, and promote reuse in city operations
and in the community.
.•
Strategy 1- Reduce Waste in City O erations
Over $321 million worth of recyclables were landfilled or incinerated last year in Minnesota. Burnsville's share of this is over $375,000
each year! Materials once considered garbage, can be conserved and recovered, rather than destroyed, buried or transformed in ways that
limit our ability to safely reuse them for productive purposes. The output of one system can become the input for another system, the way
decomposition and decay form the basis of nourishment for new organisms.
According to the Institute for Local Self Reliance's report Wasting and Recycling in the United States
2000, "On a per -ton basis, sorting and processing recyclables alone sustains ten times more jobs than
landfilling or incineration. Each recycling step a community takes locally means more jobs, more business
expenditures on supplies and services, and more money circulating in the local economy through spending
and tax payments."
The City of Burnsville already recycles many materials in its facilities. However, there are still
opportunities for more recycling and to reduce the amount of waste produced. Recycling can be increased
by making the signage on recycling containers consistent and by training staff on recycling procedures.
Reducing waste can save the city money as well as reduce the amount of resources that are used. There are
many ways to reduce paper use including duplexing, not printing emails, on -line forms, etc. Reducing
paper use is a cost savings for the city and benefit for the environment. As the city continues to evaluate its
waste materials, more opportunities can be determined for recycling and reduction.
Strategy 2 - Increase Residential Recycling &Waste Reduction
The city has an opportunity to increase residential recycling through education and outreach. By using city sponsored events to showcase
recycling opportunities, the City of Burnsville can also lead through demonstration.
For lack of a better option in public spaces, people are wasting resources by throwing away items that they regularly recycle at home.
According to the Beverage Packaging Environment Council, 31% by amount (34% by weight) of all beverage containers are consumed
away from home. Furthermore, according to the Container Recycling Institute, 86% of plastic water bottles used in the United States
become garbage or litter. Without an effective public space recycling program in place, residents receive a contradictory message about
the importance of recycling. Public events are an additional place that generates a large amount of trash. Hundreds of tons of trash per
70
year could be diverted away from landfills by effectively managing these materials. Much of the waste can be eliminated before the event
even begins by choosing only reusable and recyclable supplies and materials.
Strategy 3 - Promote Commercial and School Recycling &Waste
Reduction Noma
The ARROW (Awards for the Reduction and Recycling of Waste) Program is a well established source that Burnsville could use to greatly
increase waste reduction and recycling from city businesses and schools. ARROW can also provide additional infrastructure help to
businesses that will result in meaningful impacts. Strategies, which include recycling and waste reduction, help companies design waste
out of their system, thereby saving them money.
Currently, schools in Burnsville are required by Minnesota state law to recycle. While many schools do have a recycling program, there
are some that do not.
71
Implementation Activities
Cost:
ACTIVITY / DESCRIPTION Q 1= Implementation
C E A= Annual Cost
o
Strategy 1- Reduce Waste in City Operations
A I Standardize Recycling Containers and signage.
B I Conduct Employee orientation /ongoing recycling training.
C IExplore option of using a private waste hauler to provide
recycling in the parks.
0)
U
U
N
ig
0)
U
U
N
0�
U �
U D_
N
ry
c�
a
c�
a
c�
a
I = Existing Staff
Incorporate into
annual replacement
schedule
A = Existing Staff
I = Sustainability
Coordinator &
Sustainability Team
A = Existing Staff
I = Sustainability
Coordinator & Existing
Staff
A= Existing Staff
Potential
Benefits
Increased
recycling, reduce
waste
Increase recycling,
reduce waste
Increase recycling,
reduce waste,
education
72
ACTIVITY / DESCRIPTION
+�
c
Q
J r
Q
E
Cost:
1= Implementation
Potential
CL
E
A= Annual Cost
Benefits
o
D
Develop a city Sustainability Team that incorporates
E
Sustainability
Prioritize ongoing
individuals representing all aspects of city operations.
0)
(D
Coordinator & Existing
initiatives,
Staff
identifies current
(D
needs
U)
E
Establish recycling and waste reduction goals.
E
Existing Staff
Increase recycling
0)
(D
& reduce waste
U
�
U
(D
L
O
U)
F
Replace Styrofoam cups with reusable cups and a
E
1 = $1,100
Reduce waste
dishwasher.
0)
A = Existing Staff
O
G
Require recycling via recreation rental agreements.
Existing Staff
Reduce waste,
06
o
E
L
increase recycling
.O
U)
H
Adopt green meeting policy.
Existing Staff
Increase recycling
0)
E
& reduce waste
U
(D
�
U
(D
L
O
U)
73
ACTIVITY / DESCRIPTION
+�
c
Q
Q
Q
E
Cost:
1= Implementation
Potential
E
A= Annual Cost
Benefits
o
Strategy 2 - Increase Residential Recycling and Waste Reduction
A
Expand the residential source separated organics collection
E
1= $2,500 -5,000
Residents helping
program to the entire city.
0)
(D
to meet
A = Existing Staff
Sustainability
goals
U)
B
Improve public space recycling.
E
I = Dependant on
Increase recycling
project
& reduce waste
U
(D
�
A = Existing Staff
0
Strategy 3 - Promote Commercial and School Recycling & Waste Reduction
A
Increase recycling promotion through the ARROW (Awards
E
Existing Staff
Businesses
for the Reduction and Recycling of Waste) Program.
0)
(D
helping to meet
Sustainability
(D
0
goals
U)
B
Assist in developing a commercial organics collection
0)
E
Existing Staff
Reducing Waste
program .
U
(D
�
U
(D
L
O
U)
74
Possible Partners & Funding Sources
• Minnesota Pollution Control Agency
• Dakota County
• Eureka Recycling
• Recycling Association of Minnesota
• Minnesota Waste Wise
• Association of Recycling Managers
Performance Indicators
• Increase recycling in city buildings by 10% annually.
• Decrease paper use in city buildings by 5% annually.
• Expand the residential organics collection program.
• Increase ARROW participants by 5 businesses annually.
75
7
Healthy Urban Forests
Sustainability Best Practice Area
11
Burnsville will strive to maintain a healthy urban forest; promote tree planting by establishing
programs to annually increase tree canopy within the City and to develop an incentive program that
encourages private sector owners to plant trees within parking lots and other areas of the City.
77
Strategy 1- Increase Tree Cover and Diversity
Increasing tree cover will mitigate impacts from urban heat island effects by shading hard surfaces and increasing transpirational cooling.
Trees also absorb carbon dioxide, trap rainfall, absorb air and water pollutants and can be aesthetically pleasing. Forests also provide long-
term storage of carbon and can assist the city in offsetting the impact of energy use. Increasing tree diversity reduces susceptibility of the
overall tree canopy to a particular disease and better ensures that the city will be able to sustain the benefits of its urban forests over time.
The Urban Forest BPA is closely coupled to BPA 13 for surface and groundwater resource protection in two key ways. First, healthy urban
forests substantially influence the trapping of precipitation and infiltration into the shallow groundwater table, one of the key features in
the vision for mimicking pre - development hydrology and water quality. Second, healthy urban forests reduce thermal impacts to surface
flowages beneath the canopy. Cumulatively and city -wide these functions of healthy urban forests play a significant roll in a healthy water
cycle.
Healthy urban forests can also be quantified for their carbon sequestration benefits. Credits for this benefit are being considered by the
Chicago Climate Exchange and calculations are part of the stormwater management benefits identified by the Center for Neighborhood
Technology in Chicago and other some other organizations in the country.
The city's Natural Resources Master Plan (NRMP) includes many strategies that will assist the city in meeting the goal of increasing tree
cover and diversity. Some of the key strategies from the NRMP that should be implemented and funded to support this sustainability
strategy are to establish:
• Design standards and planting goals for each type of woodland. Woodland types include boulevard trees, as well as tree
communities in commercial areas, residential areas, natural areas, and pristine areas. Planting goals should be based on species mix,
and percent canopy cover.
• Design standards for tree plantings in urban settings such as plazas, parking lots, and urban area sidewalks, that include standards
for minimum green area per tree, allowed species, and details showing tree pit dimensions, cover type and subgrade drainage.
• Begin an aggressive tree planting program on city rights -of -ways.
• Expand the inventories of street and park trees.
• Provide support staff to complete inventory of city park and street trees.
• Create a Polka Dot Forest Regeneration Program.
• Plan greenways as opportunities to increase tree cover and diversity.
• Plant more berry- and fruit- producing trees to provide alternate food to buckthorn berries.
Strategy 2 - Reduce Tree Loss
As mentioned in the City's Natural Resource Management Plan, trees are a vital part of the City's health by filtering pollutants, transpiring
carbon dioxide into oxygen, reducing stormwater flow rates, shading paved and vegetated surfaces, reducing wind speeds, increasing
humidity, and ameliorating microclimate extremes. Therefore, to maintain these benefits, the City should reduce and prevent tree loss.
Current potential threats include fungal, viral and bacterial diseases, mechanical damage from insects, mechanical damage from
construction activities. Some threats are present in Minnesota, a few are moving toward Minnesota. Over time additional arboreal
diseases will likely enter Minnesota, and practices should be implemented to reduce stress to trees so that the trees are not weak and
therefore more vulnerable to infection.
By improving the condition in which trees grow, or are planted, tree cover will increase and tree health, and the health of the City's
environment, will be easier to sustain despite the occurrence of additional threats. This overall approach is laid out in the Natural Resource
Management Plan - Urban Forest Management section. This strategy provides some additional measures to reduce impacts to trees and
sustain a healthy urban forest.
79
Strategy 3 - Reduce Maintenance Needs
A sustainable urban forest system is one that does not require extensive ongoing maintenance. Reducing the need for forestry maintenance
minimizes the resources used including staff time, vehicle usage, and fuel. Creating a more self - sufficient urban forest will reduce energy
usage, minimize staff time needed to maintain the forest, and will ensure that the forest will continue providing benefits long into the
future.
A more self - sufficient urban forest includes species that require less ongoing pruning or shaping, have low water needs, and have less
invasive root systems that will be less likely to clog utilities lines and conduits. However, many of the more self- sufficient trees are
species that do not maximize carbon capture as quickly. Many of the trees that capture the greatest amounts of carbon can also be weak -
wooded or have root systems that affect site infrastructure. The City will need to prioritize which of these features is more important in
different areas of the City. It may be best to plant high capture rate species in undeveloped areas where safety, utilities, and aesthetics are
less of an issue. Carbon capture can be estimated from changes in the urban forest canopy over time and supplemented with savings in
carbon dioxide emissions from decreased maintenance activities if species with low maintenance requirements are planted. The City has
already initiated a number of steps to minimize forest maintenance needs, and these steps are further formalized as part of this plan.
a
Implementation Activities
°'
E
Cost:
Potential
ACTIVITY / DESCRIPTION
Q
1= Implementation
Benefits
C
E
A= Annual Cost
o
Strategy 1- Increase Tree Cover and Diversity
Implement the Urban Forestry components of the Natural
a
Budgeted in Natural
Maintain and
A
Resource Master Plan (NRMP).
�.
c� °
Resource
enhance natural
Z a
Management Plan
environment
E
B
Increase the ratio of overstory trees to smaller trees in city
n
(D
Utilize existing funding
Sequester more
parks.
o
o
carbon
U
U)
_
E
C
Evaluate and track carbon storage capacity of city's forests.
(D
~
TBD
Ensures
M
0)
implementation
U)
D
o
J
U)
Implement Boulevard Tree Planting Permit Program for
a
Maintain and
D
residents
o
Existing Staff
enhance natural
Z
environment
+�
c
Q
Q
E
ACTIVITY / DESCRIPTION
Q
Cost:
1= Implementation
Potential
C
E
A= Annual Cost
Benefits
o
Strategy 2 - Reduce Tree Loss
a
Budgeted in Natural
Maintain and
A
Implement the Urban Forestry components of the Natural
2 2
�.
Resource
enhance natural
Resource Master Plan (NRMP).
c�
Z o
Management Plan
environment
E
B
Increase disease awareness.
U)
(D
I = Minimal additional
Preserve Trees
0
L
o
cost
U
U)
E
C
Coordinate tree planting with utility location database.
U)
I = Minimal additional
Reduce future
o
o
cost
problems
U
U)
E
D
Reduce the use of heavy machinery that overly compacts soil.
U)
0
I = Minimal additional
Preserves Trees
0
L
0
cost
U
Possible Partners & Funding Sources
EX
+�
c
Q
Q
E
ACTIVITY / DESCRIPTION
J
Cost:
1= Implementation
Potential
C
E
A= Annual Cost
Benefits
o
E
E
Select common varieties instead of specialty cultivars.
U)
(D
No additional cost
Enhance tree
0
0
health
U
U)
Strategy 3 - Reduce Maintenance Needs
E
A
Choose trees with lower maintenance needs.
U)
(D
Minimal additional
Enhance tree
0
c
0
costs
health
U
U)
E
U
(D
Budgeted in Natural
Enhance tree
B
Conduct formative pruning early.
(D
Resource
�0
L
0
Management Plan
health
U)
E
(D
Enhance tree
C
Use Plant materials that are locally grown or produced.
a
L
No additional costs
health and reduce
U-
energy use
U)
Possible Partners & Funding Sources
EX
• Minnesota Tree Trust
• Minnesota Department of Natural Resources
• Dakota County
• USEPA Smart Growth Implementation Grants
• USDA Forest Service
• University of Minnesota
• National Arbor Day Program
• Minnesota Pollution Control Agency
Performance Indicators
• Increase aereal tree cover by 30 percent by the year 2020.
• Establish permanent releves at scattered locations within the community. Periodically conduct sampling to track
how species (desirable or invasive) composition is changing.
• Track labor and materials costs and budgets for maintaining urban forests. While a reduction in net costs is
desirable, as the forest cover increases, savings from more efficient operations will be balanced by a larger urban
forest to maintain.
.,
Sustainability Education
Sustainability Best Practice Area
12
Burnsville will strive to provide education on how the public can incorporate sustainable practices into
daily activities /operations.
Strategy 1- Empower the Public through Education to Create a
Sustainable Future
Issues that face cities such as housing, jobs, business development, crime, public participation, and the natural environment are complex,
difficult to isolate, and costly. The emerging concept of sustainability can provide direction. Sustainability calls upon us to invest our time
and energy in efforts which simultaneously strengthen the environmental, economic and social dimensions of any issue.
Working in partnership with other governmental entities, residents, businesses, schools, and congregations the City of Burnsville can move
in the direction of sustainability. First we all need to have an understanding of sustainability and then have significant policy discussions
regarding sustainability. Terms such as environmentally preferable purchasing, green building, renewable energy, pollution prevention,
rain gardens, infiltration basins, zero waste, cradle to cradle, product stewardship, and Natural Step are used to describe measures that can
help to restore balance in the environment, and allow us to meet our needs without diminishing the prospects of future generations. The
topic of sustainability is a very large and complex. Education is needed in order to have residents, businesses, schools, and congregations
understand how sustainability can help us meet our current needs in ways that enable future generations to also meet theirs.
:.
Implementation Activities
IM
Q
Q
E
Cost:
Potential
ACTIVITY / DESCRIPTION
J
a
1= Implementation
Benefits
C
E
A= Annual Cost
o
Strategy 1- Empower the Public through Education to Create a Sustainable Future
0
a' E
a
Increased
A
Develop a city sustainability website.
E
Existing Staff
sustainability
U
awareness
0,
1 = Sustainability
Select a city building /property (e.g. Ice Center) a city model of
Coordinator &
Increased
B
sustainability.
>,
Sustainability Team
sustainability
awareness
—
A = Existing Staff
I = Sustainability
°'
Coordinator & MPCA
Increased
C
Use current community events to promote sustainability
>,
a
Staff
sustainability
messages.
0-1
A = Existing Staff and
awareness
MPCA Staff
p,
E
Work with churches and other religious organizations and
Increased
D
nonprofit organizations promoting sustainability
L
Existing Staff
sustainability
messages /education.
0
awareness
U)
IM
Possible Partners & Funding Sources
• Congregations Caring for Creation
• Churches and other religious organizations
• Dakota County
• Minnesota Pollution Control Agency
• Alliance for Sustainability
Performance Indicators
• Development of city website.
• Create at least 5 sustainability messages to different sectors of the public.
s�
11 Surface &Groundwater Resources ]1
Sustainability Best Practice Area
13
Burnsville will strive to protect and improve surface and groundwater resources. Towards that end the
City will develop an educational program aimed at reducing groundwater use, investigate new design
standards and incentives to emphasize the use of natural drainage systems over built storm water
systems, and seek ways to modify street improvement projects to provide less impervious surface
utilizing practices such as porous pavement.
E.
Strategy 1- Promote Infiltration and Water Quality Protection
Surface water and groundwater quality is important to a sustainable Burnsville.
High quality surface water resources increase property values, increase
recreational uses, improve quality of life, and support diverse aquatic and
shoreline ecosystems. Promoting infiltration throughout the City of Burnsville
has multiple benefits: protects and improves water quality (e.g. lakes),
replenishes groundwater supplies, sustains groundwater dependent natural
resources (e.g. fens, trout streams), and mimics the natural pre - development
hydrology. Infiltration enhances water quality in multiple ways: 1) by filtering
stormwater through the soil, 2) by limiting the excess volume of runoff
entering water bodies, and 3) by reducing the transport of pollutants into water
bodies through conduits such as storm sewers. Promoting infiltration will
allow the city to mimic pre - development hydrology by releasing water
downstream only after a portion of the water has filtered into the soil.
The City of Burnsville has five listed impaired lakes (Alimagnet Lake, Crystal Lake, Earley Lake, Keller Lake, and Lac Lavon) and one
impaired reach of the Minnesota River. Total Maximum Daily Load standards are in the process of being developed for Crystal Lake,
Earley Lake, and Keller Lake. The city has established water quality goals based on water clarity for each of its lakes with a goal of no
decrease in water quality for lakes that meet the quality needed to support the intended uses (such as swimming and fishing), and a goal to
increase to at least a swimmable status, any lakes not meeting this standard. The city has established a stormwater utility to fund
completion of a number of water quality protection projects targeted at surface waters.
The City of Burnsville has already completed a high - profile infiltration project with the Crystal Lake Rainwater Gardens Project, which
supports the overall goal of increased use of infiltration as a stormwater management practice. The project was a successful test -case for
the use of raingardens in Burnsville and has increased public interest in raingardens throughout the city. The city's Water Resource
Management Plan also highlights infiltration and Low Impact Development (LID) as key methods to protect all of the city's water
resources by reducing the rate and volume of runoff and providing some level of thermal protection for the city's trout streams, fen, and
other groundwater dependent natural resources. Relevant low impact design considerations and practices for residential sites include
directing drainage from impervious areas such as roofs and driveways to vegetated areas, directing sump pump outlets to vegetated areas,
tree planting and preservation, rain barrels for irrigation water, and installing raingardens. Relevant practices for commercial sites include
directing drainage from impervious areas such as roofs and parking lots to vegetated areas or designed infiltration practices, below -grade
infiltration practices for densely developed sites, using porous pavement for frequent use parking lots and reinforced turf products for less-
.E
frequent or overflow parking areas, green roofs, tree planting and natural area preservation, and installing raingardens as functional
landscaping features.
The strategy to Promote Infiltration and Water Quality Protection builds on the city's current initiatives and policies to fully integrate
infiltration practices into the city. The suggested short-term implementation steps focus on city projects and new development and the
long -term implementation moves to existing properties to address current conditions that are not sustaining water resources. This allows
the city to model the actions it desires from Burnsville residents and businesses before asking residents and businesses to change their
actions.
s
1"'
Strategy 2 - Sustainable Use of Groundwater Supply
2006 Pumping Toti�ls
Figure 1: 2006 Monthly Pumping Totals from Burnsville Drinking Water Report 2006.
Groundwater is a renewable, regional resource providing
potable water for much of the Twin Cities Area including
the City of Burnsville. Groundwater also supplies necessary
baseflow to area streams, lakes, and wetlands. Sustainable
use of groundwater is defined by the Mn DNR as "use of
water for the needs of society, now and in the future,
without unacceptable social, economic, or environmental
consequences ". Groundwater use has the potential to impact
lakes, streams and natural resources in the city.
For use of the groundwater supply to be sustainable the
amount of water replenishing the aquifer must equal or
exceed the amount of water taken out of the aquifer through
wells. The regional nature of groundwater aquifers means
that sustainable use of the aquifer depends not only on the
City of Burnsville, but also on all other users of the aquifer.
Despite this regional context, the City of Burnsville can
make great strides toward sustainable use of groundwater
resources.
Water conservation and the use of alternative water supplies are two key methods limiting the burden on groundwater aquifers while
reducing the need for expensive capital improvements including new water supply wells. The City of Burnsville has been proactive in
water conservation having already implemented summer irrigation /sprinkler restrictions. The city is also in the process of supplementing
91
the city's groundwater -based potable water supply with water from the Kraemer Mining & Materials mining operation in the northwest
quadrant. These initiatives provide a base to support additional efforts to maintain sustainable groundwater use in the City of Burnsville.
Strategy 3 - Maintenance of the Stormwater Management System
The long -term sustainability of the quality of the city's water resources depends on the long -term function of the stormwater management
features. The stormwater management system captures nutrients, sediment, and pollutants and infiltrates runoff in order to protect
downstream resources. Over time, the system's function decreases if sediment and nutrients build up to a point where the system is no
longer allowing infiltration or is no longer storing a large enough portion of the nutrients, sediment or pollutants that enter the system.
Periodic maintenance is needed to ensure that the system functions effectively.
Burnsville has a number of stormwater management facilities that are managed by the city itself. However, many of the facilities
important to the overall function of the stormwater management system are managed by the landowners, not the city. The city
maintenance plan, therefore, needs to include conducting maintenance of the facilities managed by the city and ensuring that needed
maintenance is conducted on private facilities. The city establishes agreements regarding maintenance of private stormwater facilities, but
currently has no organized program to orchestrate reporting, tracking, or inspections of maintenance activities on private facilities.
The sustainability strategy on Maintenance of the Stormwater Management System builds on the city's Storm Water Pollution Prevention
Program (SWPPP) to further ensure that the city's efforts at developing stormwater management infrastructure to protect and improve the
city's water resources provide the desired long -term function.
Strate 4 - Education and Stewardship
The sustainability of the City of Burnsville will initially be guided by the city itself as a role model; however, the long term sustainability
of Burnsville will also depend on citizens to follow the city's example. Building a city culture of sustainability will ensure that the plan is
implemented long into the future.
The city has set a model for low- impact stormwater management, such as through the Crystal Lake Rainwater Gardens project which has
increased citizen interest in raingardens. To support citizen -led efforts for lake protection and water quality improvement the city currently
offers grants to assist residents in implementing innovative projects. The city also promotes awareness and enforcement of
irrigation /sprinkling standards. The Burnsville Bulletin has proven to be an effective means to distribute educational information regarding
stormwater management and protection of lakes, wetlands, streams, and groundwater. Involvement of local schools will interest the next
generations in thinking about sustainability.
92
Efforts for the Education and Stewardship strategy will initially focus on promoting awareness of city activities as the example to follow
and will move on to providing support and assistance for city residents who would like to implement similar practices or activities.
93
Implementation Activities
ACTIVITY /DESCRIPTION
Q Q
4)
E
Cost:
1 = Implementation
Potential
p
E
A = Annual Cost
Benefit(s)
H
Strategy 1: Promote Infiltration and Water Quality Protection
5 -10% cost
A
Update current Low Impact Development guidance.
o
1 = $8,000 - $10,000
reduction for
Z
�°
construction
U)
06 U)
E
Efficient internal
B
Develop a city inter - departmental guidance document for public
U)
�
(D
I - $15,000 - $20,000
coordination
5 -10% cost
infrastructure work.
M o
Z U)
reduction for
� a
construction
06 U)
E
Reduce flooding,
Set lawn design standards to require restoration of soil
0) °�'
.�
a�
reliance on
C
permeability after construction activity.
D
I - $3,000
stormsewers
z
protect water
a O�
U)
quality
E
L
Reduce irrigation
D
Amend city standards to allow native vegetation in residential,
E
= $3,000.
needs, reduce
commercial, and public lawns.
z U)
runoff (flooding
a
0
water quality)
ACTIVITY /DESCRIPTION
0
M
Cost:
1 = Implementation
Potential
p
E
A = Annual Cost
Benefit(s)
H
06
°�'
0)
0
E
Implement surface water quality protection strategies from Water
(D �.
"
Already included in
Capital Improvement
Improve water
Resources Management Plan.
o
C U)
.5Z
Plan.
(D
C: O�
o
=
w
U)
2
E
(D
1= Existing Staff
Improve water
F
Target incentive programs to priority watersheds.
o �
quality
Z a
A = $5,000
0�
U)
°6 L
U)
E
I = $25, 000
Reduce the
G
Incentivize incorporation of infiltration practices on existing
o
L
0
(D
need for new
projects lower
commercial sites.
o _
Z
0
�
A = Varies depending
burden on
D a
J
on program developed
stormsewers
U L
U)
E
I = $50,000 - $300,000
Reduce
Fi
Upgrade all city facilities to meet the long -term volume control
° 3
�. L
stormsewer
expenditure,
standard.
_
M o 0
Z
A = Varies depending
improve lake
a
� a
on practices utilized
quality
95
ACTIVITY /DESCRIPTION
0
M
4-
Cost:
1 = Implementation
Potential
p
Q
E
A = Annual Cost
Benefit(s)
H
Strategy 2: Sustainable use of Ground Water Supply
_(n
(6 U
A
Complete surface water treatment facility
2 2
D_
0
z (D
Reduce water
B
Conduct a water use audit and install conservation equipment in
I = $70,000 -
use &pumping;
city owned facilities.
o
$160,000
resource
U
protection
I = $50 -100 per
Reduce water
C
Retrofit city -owned sprinkler systems with rain sensors.
o M
L
sensor plus staff time
use & pumping;
Z (D
to implement program
resource
protection
0�
U)
(
L
a�
I = $3,000
Reduce water
D
Develop cost -share program for installing rain sensors.
o C
L
A = $10,000 plus staff
&rpemping;
Z � E
=
time for 3 -5 years
reso
protection
ACTIVITY /DESCRIPTION
0
M
Cost:
1 = Implementation
Potential
p
E
A = Annual Cost
Benefit(s)
H
U)
E
�
Reduce water
Evaluate alternative water supplies.
E
L
Existing Staff
use &pumping;
D
o
resource
U)
protection
E
Reduce water
F
Cost -share for water use audits for businesses and residents.
—
c
1 = $3,000
-
- A $207000
use & pumping;
resource
o
U)
protection
E
G
Review existing water utility rate structure.
Existing Staff
Reduce water
use & um in
p p g
Strategy 3: Maintenance of the Stormwater Management System
(n L
E
Continue inspection and maintenance tracking system for city-
N O
L
Existing Staff &
Sustained water
A
maintained stormwater systems.
°
o
WRMP funding
quality protection
z(,Z3
�a
=
U)
06
97
ACTIVITY /DESCRIPTION
0
M
Cost:
1 = Implementation
Potential
p
E
A = Annual Cost
Benefit(s)
H
a�
E
B
Implement inspection and tracking system for privately-
A - $10 000
Sustained water
maintained stormwater systems.
z 0
0
quality protection
�
J
U)
E
I = $5,000
C
Develop ssistance program for monitoring and investigation of
p p g g g
2 "
��
�.
�
A = $15,000 as a
cost -share with
Sustained water
privately- maintained stormwater systems.
z U)
o
private system
quality protection
J
owners.
Strategy 4: Education and Stewardship
°-
E
Increase
A
Continue to use Burnsville Bulletin to provide educational
D
(D
Existing Staff
voluntary water
quality
information to city residents and businesses.
E
L
0
improvement
o
U)
efforts
U
06 U)
Education program for homeowners associations and
FU (
" L
`�
a
Sustained water
B
businesses that have responsibility for stormwater facility
�. D
(U o ._
�
Existing Staff
quality protection
maintenance.
z U) :
(D
—
..
ACTIVITY /DESCRIPTION
CL
0
p
0
M
�
E
H
Cost:
1 = Implementation
A = Annual Cost
Potential
Benefit(s)
U)
Increase
L
voluntary water
C
Implement demonstration projects at city facilities.
o
0,
1 = $65,000
quality
z a
o
improvement
J
efforts
U)
E
Increase
0
(D
voluntary water
D
Develop a Sustainability water- themed trail.
o
1 = $50,000 - $60,000.
quality
Z a
o
improvement
0-1
J
efforts
* Cost estimates are made based on an assumption that the majority of the task work is to be completed by outside contractors and consultants. Estimates are presented in 2008 dollars based on the
information available at the time the report was prepared A more detailed cost estimate should be prepared prior to budgeting or implementation as the Implementation Activity is further refined
••
Possible Partners & Funding Sources
• Metropolitan Council
• Minnesota Department of Natural Resources
• Dakota County
• Vermillion River Watershed JPO
• Lower MN River Watershed District
• Black Dog WMO
• University of Minnesota
• Dakota County S WCD
• Minnesota Pollution Control Agency
• MN Board of Soil & Water Resources
Performance Indicators
• Continue lake water clarity monitoring program to track progress towards identified goals.
• Decrease Ground Water use by 25% by the year 2015.
100
r�� 1
� y
4
I
Innovative Opportunitiesil
Sustainability Best Practice Area
14
Burnsville will strive to lookfor innovative opportunities to improve the environment. Identify ways to
partner with local utility and power providers, manufacturers, etc. to establish regular meetings to
brainstorm and implement environmental outreach programs, encourage neighborhood environmental
initiatives, and investigate funding programs for local environmental initiatives /improvements.
101
Strategy 1- Leverage Local Support
The City of Burnsville has an engaged and active network of volunteers who support the activities and infrastructure of the city. The city
also depends on the support of local businesses. The city's sustainability efforts will be most effective when the efforts leverage local
support.
Strategy 2 - Support Sustainable Food Systems
Food systems are increasingly seen as an essential component to community
sustainability. A sustainable food system has been defined by the Alliance for
Sustainability as being one that is ecologically sound, economically viable,
socially just and humane, meaning that it embodies our highest values in terms
of how we treat people, animals and the earth. Such a system supports long
term human health and minimizes impact on the environment from how the
food is grown, how the inputs are produced, how it's transported, served and
then composted. Locally grown food minimizes the "carbon footprint" of the
food because it does not take as much fuel to transport the food if it is grown
and transported locally. Food grown with no use or minimal use of pesticides
reduces hazards to the environment and sustains the health of those who eat the
food as well as the health of those who grow the food.
The City of Burnsville has a farmers market open two days a week and has
started a community garden to support residents who wish to grow some of
their own food within the city. Farmers markets and community gardens promote positive interaction between community residents and
supply fresh local food to city residents. In the city's internal operations, food supplied at meetings has been including more fresh food
options.
102
Implementation Activities
ACTIVITY / DESCRIPTION
Q
J
Q
E
a
Cost:
1= Implementation
Potential
C
E
A= Annual Cost
Benefits
o
Strategy 1- Leverage Local Support
Leverage volunteers to provide support for sustainability
°'
A
initiatives by assisting at community events; adopting rain
>,
-�U-
Existing Staff
gardens & recycling containers; hosting neighborhood parties
a
to kick of events such as energy challenge.
0
0,
1 = Sustainability
Network with businesses, congregations, schools,
a
Coordinator &
B
neighborhood groups and community groups regarding
Sustainability Team
sustainability.
—
A = Existing Staff
Strategy 2 - Support Sustainable Food Systems
0'
E
Residents helping
A
Consider additional community gardens.
>,
(D
~
o
Parks CIP
to meet
Sustainability
0
goals
103
ACTIVITY / DESCRIPTION
+�
c
E
Q
Q
Cost:
1= Implementation
Potential
C
E
A= Annual Cost
Benefits
o
Support backyard organic gardening by offering workshops on
0'
—
E
(D
Residents helping
B
natural pest control & composting and distributing backyard
>,
~
Existing Staff
ff
meet
Sustainability
composters at a discount cost.
goals
0'
E
Residents helping
C
Serve locally grown, organic food at city meetings and events
Staff
to meet
when
when possible.
o
Sustainability
goals
0'
E
Residents helping
D
Promote Community Supported Agriculture (CSA's).
>,
a�
~
o
Existing Staff
ff
meet
Sustainability
goals
104
Possible Partners & Funding Sources
• Local Businesses
• Congregations
• Dakota County
• Schools
• Neighborhood Groups
• Rotary Club, Lions Club, Chamber of Commerce
• Vendors at the Burnsville Farmers Market
• Valley Natural Foods and other supermarkets
• Vending machine suppliers
• MN Department of Agriculture Farm Fresh and Sustainable Agriculture Programs
• University of Minnesota master Gardeners Program
• Cooperative Extension Service
Performance Indicators
• Increase education on how consumer food choices can supports long term human health and minimizes impact
on the environment.
• Develop network system of sustainable activities /education with schools, congregations, and businesses.
105