SECTION 3:
EXISTING PROGRAMS AND STRATEGIES
15
The Carbon Team identified a total of 51 existing and future strategies as well as future best
management practices and policies. The following action items were assigned at the end of
the Workshop:
The consulting team prepared a Strategy Matrix capturing the strategies, divided into
existing and future; the matrix was transmitted electronically to the Team Leads
The Team Leads were responsible for populating the blank cells in the matrix with
the following information for each strategy, and returning the matrix to the
consulting team:
o
Emission Metrics such as standard cubic feet of landfill gas recovered, tons of
yard waste collected, average nitrogen discharged from the wastewater treatment
plant, number of trees planted
o
Operational Impacts including staff behavioral changes that would be necessary
and department budget impacts
o
Base Financial Information including capital costs, operation and maintenance
costs, useful life, and revenue or savings generated
o
Timeframe for Implementation
o
Interdependencies with Other Projects
o
Responsible Department
3.3.4
Renewables Team
The Renewables Teammet on July 26, 2011, and again on August 17, 2011; two meetings
were needed early in the process given the complex nature of the scope of this Team’s work.
The scope included:
Prepare inventory of all City renewable energy projects to date
Develop strategy and potential criteria that could be applied by the City when
evaluating new renewable projects and opportunities
Evaluate and develop tracking metrics needed
Gain an understanding of the renewable energy market in NC and business models
being applied
Discuss Raleigh’s vision for renewable energy
Review potential forms of renewable energy and those most applicable to Raleigh
(
solar PV, solar thermal, hydro, geothermal, wind, biofuels)
Discuss potential business models for project financing
Review potential strategies
The focus of Workshops 1 and 2 are shown in Exhibit 2.