SERA
United States
Environmental Protection
Agency
Building Blocks for Success
A Step-by-Step
Implementation Guide
Sustainable Skylines
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
"Sustainable Skylines gives cities a flexible framework to achieve
real results that improve air quality for their residents"-
EPA Regional Administrator Richard E. Greene. Region VI
OF
PURPOSE OF THIS GUIDEBOOK
INTRODUCTION
HOW THE PROGRAM WORKS
OVERVIEW OF THE PROCESS
2
2
3
3
STEP 1: BUILDING THE FOUNDATION
A. Defining your program's vision, mission, and goals
B. Identifying key participants, organizational structure and process plan
C. Developing your overall program plan
D. Building your informational foundation
a. Taking stock
b. Ranking issues
c. Brainstorming projects
E. Selecting your projects
STEP 2: MAKING PROJECT PLANS
A. Developing project implementation plans
B. Establishing your organizational structure
C. Identifying tasks and actions
D. Managing performance
E. Developing your project marketing plan
F. Finding partners and leveraging
G. Program/product overview
STEP 3: IMPLEMENTING AND FEEDBACK LOOPS
A. Launching program
a. Getting projects underway
b. Implementing your marketing plan
c. Holding a launching event
B. Sustaining and evaluating
C. Modifying and re-launching
STEP 4: EVALUATING AND RECOGNIZING PROGRAM SUCCESS
4
4
4
6
7
7
7
7
9
9
9
11
11
11
11
11
13
13
13
13
14
14
14
14
15
APPENDIX
A. The Sustainable Skylines Initiative Project Categories
B. Regulatory Restrictions on Use of Clean Air Act Section 103 Grants
C. Overview of the Process (complete list)
16
19
21
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
OF
This guidebook is designed to provide participating Sustainable Skylines Initiative (SSI) communities with a
suggested roadmap for how to develop and launch a successful SSI program. It describes the program design
and implementation process, so prospective SSI partners will know what needs to be accomplished and how to
get there. It is not intended to provide a full description of every topic related to program development and
implementation. Rather, it is designed to:
1. Lay out and describe the basic steps for developing a successful SSI program;
2. Highlight the major issues and challenges that communities may encounter while setting up a program;
and
3. Provide reference to the SSI Resource Manual. This manual is a separate document, located on the SSI
website atwww.epa.gov/sustainableskylines, which provides more detailed resources, tools, and
suggestions.
This guidebook is divided into four steps, each of which focuses on a particular stage in the program
implementation process. Completing each stage will help ensure that your program is successful and will
achieve ongoing, measurable results that help protect our planet, our people, and our prosperity.
INTRODUCTION
The SSI is a locally led, EPA-supported, public-private partnership aimed to reduce air emissions and promote
sustainability in urban environments. SSI provides communities with a framework that, when implemented in
an area, can achieve measurable reductions within three years. Through SSI, an area creates a partnership that
selects and implements projects based on their own local needs. By
providing assistance, EPA helps SSI participants achieve better
overall sustainability in their local areas.
EPA Grant Requirements
If you are applying for an EPA's goals for the SSI program are to:
EPA SSI grant, or have been . Integrate transportation, energy, land use, and air quality
selected to receive one, you planning
Accomplish measurable air quality benefits within three
years
Create an innovative program that can be replicated in other
communities across the U.S.
Provide each SSI community the flexibility to tailor projects
to their priorities and capabilities
Create a culture change toward sustainability in local
governments and citizenry
will be required to write a
work plan. The work plan
will address grant-funded
activities only, and will have
specific requirements and
issues related to aligning
funded work with regulatory
grant requirements and your
overall SSI program. To
help you identify these
issues early and accelerate
the grant's movement
through the process, we have
included suggestions in
Appendix B.
While each SSI community crafts its own program to fit its situation,
each program should include the following:
Implement place-based and locally-driven projects that yield
measurable air quality benefits within three years
Promote collaboration among multiple stakeholders
Identify and leverage resources among public and private
partners
Use a consensus-based project selection approach
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
The initiative began in two pilot cities - Dallas, Texas, and Kansas City, Kansas and Missouri. EPA has now
expanded the program nationwide with the goal of enrolling 10 areas by 2010. Philadelphia, Pennsylvania is the
first community in the national expansion.
When a community is selected or chooses to participate in the SSI, the responsible organizations must create a
plan and a partnership structure to map out and implement emissions-reducing projects. EPA can serve as a
catalyst to help communities identify local issues, build partnerships within the community, and provide a
framework of technical expertise and resources to help achieve project objectives. SSI communities work with
EPA and other partners to increase area participation and leverage resources to maximize program
accompli shments.
An SSI community's "partnership team" selects and implements projects it deems appropriate for meeting the
vision and goals for their area. The guidelines are flexible with regard to the types of projects that qualify for
SSI, provided they are appropriate and fall into five of the seven categories listed below. Category descriptions
and examples can be found in Appendix A.
Central City Livability
Energy Efficiency/Renewable Energy/Climate Change
Land Use Transportation Strategies
Diesel Engines Emission Reduction
Green Building and Green Building Development
Stationary and Area Sources
Off-road/Non-road Source Emission Reductions
OF THE
Step 1: Building the Foundation
A. Defining your program's vision, mission, and goals
B. Identifying key participants, organizational structure and process plan
C. Developing your overall program plan
D. Building your informational foundation
E. Selecting your projects
Step 2: Making Project Plans
A. Defining project implementation plan
B. Establishing your organizational structure
C. Identifying tasks and actions
D. Managing performance
E. Developing project marketing plans
F. Finding partners and leveraging
G. Program/product overview
Step 3: Implementing and Feedback Loops
A. Launching your program
B. Sustaining and evaluating
C. Modifying and re-launching
Step 4: Evaluating and Recognizing Program Success
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
As you embark on an SSI program for your community, you should create your own program plan to map out
goals, participants, and projects, and to define success and program metrics. You will need to enlist your key
participants in this process - local government, planning organization, and early partners - to develop this
foundation for your program.
A. Defining Your Program's Vision, Mission, Goals
First, you should define your program's vision, mission, and goals:
Your vision is a future-oriented, detailed description of what you want to accomplish. What, ideally, do
you want to exist, or have happen as a result of your efforts?
The mission statement is a brief statement that defines the basic purpose of the program. This should be
a statement of why you exist. This is your purpose. Ideally, it should be one sentence, memorable, and
inspiring.
The general goals should elaborate on how your program will carry out its mission. These are big steps,
at the programmatic level, towards accomplishing your mission/vision. They should constitute a stretch
(not something you know you can easily reach). They should align with principles and values. Goals,
when accomplished, should bring you closer to your vision. To the extent possible, goals should be
outcome oriented.
Dallas SSI Program
Vision/Mission/Goals
Vision: A three-year partnership among the City of Dallas, U.S. Environmental
Protection Agency, and the North Central Texas Council of Governments, to promote
sustainability within the city via voluntary programs which emphasize air quality
improvements.
Mission: Bringing together community partners to reduce pollution and impacts on
climate change through sustainable actions.
General Goals:
Achieve measurable air pollution and other corollary environmental benefits
within three years
Realize a successful and reproducible program that will serve as a model for other
cities
B. Identifying Key Participants, Organizational and Process Plan
Next, you need to identify key participants and the program's organizational structure. There can be two levels
of participation: the program team or core management group and the project teams. The project teams will
likely be subsets of the program team, augmented with project-specific partners as Dallas has done. But you can
design what will work for you. For instance, Kansas City has one team that serves both functions.
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
Listing roles and responsibilities will assist you in choosing who will best serve in the roles of team members
and partners. Also, a list of expectations for each group and its participants allows everyone involved to know
who is ultimately responsible for decisions and tasks.
Possible Participant Roles and Responsibilities
Core Management Group
o Provide overall direction and
leadership to your local SSI
program
o Select new program partners and
projects
o Serve on subcommittees to help
with communications/marketing,
evaluation, oversight, etc.
o Participate in regular meetings
o Determine how SSI funds will be
spent
Program Partner
o Submit an application outlining the specific activity
and/or project you will undertake as part of SSI to
help improve environmental quality
o Commit to undertaking the activity within a certain
time period
o Submit an annual summary of your activity and
progress
o Share information about your project and results so
that other organizations may learn from your
experience
o Notify the core management group of any
significant changes in your activity or management
that may impact your involvement in SSI
While developing your lists of roles and responsibilities, you should also identify potential partners
organizations and people who have something to offer the program and can participate in your SSI initiative.
These groups may include:
Representatives from multiple departments of local government including transportation, environment,
planning, health, and economic development
Local media outlets (television stations, newspapers, etc.)
Local community members
Health agencies (local, State, and Federal)
Minority members of the community
Faith-based organizations and local congregations/places of worship
Local chambers of commerce and other business organizations
Health care providers
Local economic development organizations
Educational institutions (schools, universities, and colleges)
Community development groups
Elected officials
Business owners and managers
Local sports teams
Some of these entities will choose to participate on your core program team or a project team. However, even if
they do not, it is helpful to keep these groups informed as to what your SSI program is doing, as it is likely that
you may need to cooperate and collaborate with some of them down the road. They may also be able to provide
resources to your program or choose to become full partners later on.
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
C, Your SSI
The outcome of the visioning process and the definition of roles and responsibilities will feed into the overall
program plan. This plan will define:
how the overall program will work,
how the teams will function and decisions will be made,
how to define success for the overall program, otherwise known as performance management,
an overall marketing plan for recruiting and recognizing partners, launching projects, and advertising the
existence and accomplishments of the program, and
how projects will be selected - selection criteria and priorities.
a.
In general, many programs and projects often run into trouble because they fail to define how to manage
performance at the beginning to 1) ensure the desired results come out of the identified actions, and 2)
identify metrics to measure results.
The program and projects will benefit from a well-articulated roadmap describing the logic of the program.
When designing the goals and objectives of your SSI program, you can examine the logic underlying the
program's stated purpose and the activities in place to help achieve that purpose. EPA encourages, but does
not require, the use of a logic model approach for this. A logic model is a diagramming process for thinking
through how inputs and actions will result in desired outcomes and results. At the same time, you should
also consider how to manage and evaluate your program. What types of information will you need to
measure progress, and how will the information be obtained? How will measurement information be
gathered during the lifetime of the project? How will you evaluate the outcomes of your activities,
projects, and overall SSI program?
EPA can provide technical assistance to help you design, implement, and monitor the performance
management aspects of your SSI activities and overall program. See Section 2 in the Resource Manual for
more information on performance management.
b. Creating a Marketing
Since both your overall SSI program and individual projects will need to be marketed, SSI communities
should consider creating a formal SSI marketing strategy as part of their overall developmental process. SSI
has provided a "brand" which, as we have seen with Energy Star, can be very effective for getting attention
and building a reputation. But effectively encouraging individuals and businesses to adopt behaviors for the
social good is different from marketing a new brand of snack food. "Social marketing" is the name given to
the utilization of marketing theories and techniques to influence behavior for a social good. Research shows
that behavior change is most effectively achieved through initiatives delivered at the community level. So,
as a local entity, you are well-situated to change behavior with your activities provided you use effective
techniques.
You will need to develop a social marketing plan for your overall program in order to recruit partners. You
will also need to develop a plan for each individual project in order to recruit project partners and to
accomplish the desired behavior changes. These plans will need to be based on as much information as you
can gather. The social marketing guide in the SSI Resource Manual provides guidance and additional
resources for developing your marketing plans, including how to:
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
1. set goals - which should be specific,
2. develop strategies - which will dictate subsequent steps,
3. identify and describe your product or service - including how it relates to your target audience,
4. identify your target audience - to effectively utilize resources by tailoring message and product,
5. know your competition - to identify what's keeping folks from the desired behavior now, and
6. develop messages - that are clear, direct, and appeal to the interests of the audience.
Resources are limited. But, by following the outlined steps, doing the recommended research, and carefully
thinking through the process, you can effectively use your marketing budget to pursue your SSI goals.
D, Your
Building your informational foundation is the last step before selecting projects or confirming your preliminary
project selection. This will allow you to use resources to address community priorities, set appropriate goals and
metrics for the projects, and identify potential partners for whom the projects will be important. The steps for
this work include:
a. Taking stock
b. Ranking issues
c. Brainstorming projects
a.
As part of your strategic planning process, it is very helpful to inventory available resources and gather
information to establish the community goals and environmental issues that warrant prompt attention.
Consider the following questions:
What resources are available from EPA, your city, and other known partners to start your SSI
program? Are there ongoing programs that are working on related issues that can be leveraged, or
do you need to gather more information about them to avoid duplication?
What general air quality and environmental issues are of most concern to your citizens, e.g., climate
change, ozone, traffic congestion, toxic hot spots? What issues are most overlooked? Has a
community visioning process been done that you can use?
What specific air quality and environmental issues are of most concern in your area based on data
characterizing current status and activities, past trends, and expected trends? A trends analysis is an
effort to predict what your community will look like in the future if current patterns continue without
intervention.
What are the strengths, weaknesses, opportunities, and threats (as in a SWOT analysis) to addressing
these issues (e.g., success or failure of past efforts, lack of attention to the issues, interest or
indifference of populace to issues, etc.)?
b.
Using a consensus process with your program team, rank the environmental issues and problems based on
their importance to your community. Consider health data, environmental surveys, and priorities identified
in community visioning or public focus group activities, for example. What issues emerge as the top
priorities? Which are lower priorities? Be mindful that you do not select just top-ranked issues simply
because they offer convenient opportunities. The goal is to effect real-world, quantifiable results, and
sometimes projects that are the most challenging end up being the most beneficial to the community.
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
c. Projects
When you brainstorm projects, create a forum that encourages creativity and consensus for your team, and
begin with the end in mind. Focus on the results that you hope to see from your SSI program and what
projects would most help you achieve them. Identify possible actions to address your issues by using the
Climate and Air Pollution Planning Assistant (CAPPA) and other tools. (See the Resource Manual for
more tools and project ideas). The following questions can help you flesh out issues for suggested projects,
as well as help you develop your own criteria.
Are you looking for brand new projects? Are you interested in projects that are already
underway (e.g., projects that have been planned but not implemented)? Have you considered
projects similar to those successfully tried in other cities (you do not always have to reinvent
the wheel to have a successful project)? If you are interested in existing projects, will you
be able to measure the impact of SSI on those projects?
Can projects begin to produce actual, measurable results within a relatively short period of
time? How will these results be quantified?
Evaluate potential projects based on identified criteria and answers to the following
questions:
o Have stakeholders or focus groups identified any priority projects?
o What projects are already ongoing by other agencies and organizations? How do they
relate, feed into, or interact with SSI goals and requirements?
o What resources, abilities, or contacts do the members of your core management group
bring to the table that may help make your projects successful?
o What other partners may become involved in the various projects?
o What are the potential co-benefits of each project, e.g., multimedia benefits (air,
water, and land), creation of green jobs, local economic multipliers? Are there any
qualitative co-benefits?
o Are there any funding restrictions on the types of projects you can implement?
o Are the projects cost effective?
o Will the projects continue to produce results once your SSI program has ended?
o Will it contribute to a culture change in the community?
Dallas SSI pfijects include: i; ;;
Addressing urban heat island and stormwater mitigation
Supporting green taxi an
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
E,
After defining your vision, mission, and general goals, building your informational foundation, and
brainstorming possible projects, you are now ready to select your projects. (Remember that to qualify for SSI
status; you must have five or more projects from at least five of the seven project categories). It is up to your
team to decide how to rank and select from the brainstormed project ideas. To secure buy-in from all partners,
this should be done using a consensus process or other methodology that all partners agree to ahead of time.
Group dynamics are such that, when group members are comfortable with a process, they are usually
comfortable with the decisions that result.
The Kansas City SSI team's method of ranking and selection is one that can be
emulated or used as background for developing yoiif own process. Examples of
the materials developed and used are in the Resou/ce Manual The Kansas
City process had four steps:
1. The team brainstormed projects and presented them (described at a
broad goal level) in a matrix under headings for the sever! categories.
2. Each participant picked their top three projects for each category and
added comments to address three questions - How would you ste it
implemented? How would additional furicis be leveraged? Is there
overlap with existing programs that could be leveraged?
3. The average ranking for each possible project and all the notes related to
it were placed in a matrix for informed discussion and decision-making.
4. The team used the information about priorities, opportunities for
leveraging, and other information gained iCall the feedback, and
selected the top projects based on the consensus of the team members.
While the projects selected were not necessarily the highest ranked, the
process provided the information and the format for making decisions
with which all participants were comfortable.
This predetermined process enabled easier consensus at the end, because partners knew the basis for decisions
at the beginning. Your team could choose to use parts of this method, or use the same structure with different
questions for the ranking surveys. Or, you could develop your own methodology with which your team would
feel most confident in the resulting selections.
2:
Now that you have selected your five projects, you can follow the same general step-by-step process described
in Step 1 for each individual project.
A.
Your project goals and objectives should align with the SSI program vision, mission, and goals you defined in
Step 1, but attuned to project-level needs. Your project goals and objectives should be:
1. Precise, so that program partners can better understand and fulfill the mission of the initiative,
2. Within the initiative's span of influence, and
9
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
3. Defined in a manner that allows future assessments to be made on whether they were or are being
achieved, as well as incremental progress.
Objectives can be broken into sub-objectives, or action items, to address specific issues not captured in the
broad objective statements. You will need to tailor them to the circumstances in your area and the types of
environmental issues that you would like your SSI program to address.
In Dallas, there are five project categories in which a partner may participate in SSI. Each
category identifies specific project goals and objectives:
1. Enhance central city livability
a. Mitigate the urban heat island effect and reduce stormwater runoff
through the use of strategic shading and tree planting, green and
reflective roofs, permeable surfaces for parking lots, etc.
b. Replace existing fleets of taxis and rental cars with ultra-low or zero-
emitting vehicles as a demonstration for the rest of the region to
duplicate
2. Promote green buildings and developments
a. Assist in constructing highly energy efficient, affordable homes with
partners
3. Implement and promote renewable energy/energy efficiency
a. Complete an energy-related air emissions reduction strategy for the
City of Dallas and implement selected voluntary measures to reduce air
emissions from electrical grid power use and commercial natural gas
use
b. Perform various outreach efforts to promote renewable energy/energy
efficiency, focusing on two different sectors: large retail companies
and schools
4. Reduce emissions from stationary sources/area sources
a. Reduce air emissions at Dallas-area industries using Texas
Commission on Environmental Quality's existing "Site Assistance
Visit+ Program"
5. Reduce off-road emissions
a. Replace small gasoline- and diesel-powered off-road equipment with
electric-powered equipment, concentrating on small equipment such as
lawn maintenance equipment and small utility vehicles, thereby
demonstrating feasibility for widespread change-outs.
10
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
B.
Your project teams will be responsible for implementing projects within your five selected SSI categories. Each
team should have a leader and members responsible for assigned tasks. Once the team is established, you may
want to select partners to help with project implementation. When selecting project partners, make sure they can
fulfill their responsibilities for the entire length of your SSI program, or at least until their project is complete.
In some areas, this may mean requiring partners to sign memorandums of understanding (MOU) or other types
of formal agreement that commit the organizations to their roles in your SSI program.
C.
To help ensure the effective implementation of each project, ask each project team to submit a work plan that
describes how the project will be undertaken. The work plan development process is a great time to make
assignments and attain commitments to follow through on actionable items.
The project plan can take many formats, but at a minimum, it should include:
A list of goals and obj ectives/actions items
A description of the staff and organizations responsible for implementing the projects
Actions/activities/tasks that will be undertaken for the project - in sufficient detail to understand how
they will be done and how they will accomplish the goals
Timelines for reaching various milestones
An evaluation plan - can include interim and final evaluations
A detailed budget
C.
You should monitor and evaluate the progress of your activities and projects in achieving the goals and
objectives of your SSI program. You can apply the same performance management techniques discussed in Step
1 to each of your projects and activities. EPA can provide technical assistance to help you design, implement,
and monitor the SSI performance management. See Section 2 in the Resource Manual for more information
on performance management.
P.
Just like the overall SSI program, individual projects will benefit from a marketing strategy accomplish the
desired behavior changes. SSI teams should consider creating marketing plans as part of the project work plans.
You can again use the social marketing process mentioned in Step 1 and explained in the Resource Manual.
E.
You should establish criteria for soliciting partners - those who will undertake tasks, as well as those who will
contribute funding. In addition to your team's "in-house" capabilities, you can solicit outside funding for
assistance, logistics, marketing materials, and Web site development through local nonprofit organizations or
local businesses.
Develop a strategy for approaching partners. This strategy can include:
Developing an appealing prospective partner packet which includes a letter of invitation, a
description of SSI and your area's five project categories, program and partner benefits, and a
partner application form.
Identifying organizations or businesses that could provide useful resources or actions for your
projects and visiting those prospective partners.
11
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
June 14, 2007
Scyfaes Date
Dear Prospective Partner,
As a growing area, a city the size of Dallas faces many environment-related
challenges. As a way to address these challenges, the City of Dallas has embarked
on a new partnership with the North Central Texas Council of Governments and the
U.S. Environmental Protection Agency (EPA).
The Dallas Sustainable Skylines Initiative is a joint effort with the primary goal of
implementing sustainable practices to help improve Dallas' air quality. Through
Initiative-guided voluntary projects, the Initiative aims to achieve measurable
environmental benefitsparticularly the reduction of air emissions, but also the
significant improvement of water and land qualitywhile simultaneously contributing
to the vitality of the Dallas economy and the quality of life of Dallas' citizens. In the
longer term, the Initiative aims to create a successful and reproducible program that
serves as a model for other cities.
When it comes to environmental improvement, we live in a multi-media world. To
that end, the categories of projects we are embarking on reflect that multi-media
imperative:
Enhancing central city livability
Promoting green buildings and developments
Implementing and promoting renewable energy/energy efficiency
Reducing emissions from stationary and area sources
Reducing air emissions from off-road equipment
We are encouraged with the interest Sustainable Skylines has already generated
among potential partners. The efforts of our project partners are essential for the
Initiative's success. As a member of the local business community, we invite your
organization to become an active partner in our new endeavor and to help us
achieve environmental sustainability for Greater Dallas.
Enclosed are summaries of our initial seven projects for your review. If one of these
project opportunities interests you, or you have an idea of your own that would fit into
one of our five project categories, we invite you to contact our Initiative's Partner
Coordinator, Joshua Hathaway of the City of Dallas, for more information.
We look forward to building a sustainable Dallas with you.
Sincerely,
Mary
City Manager. City of Dallas
Mike Eastland,
Executive Director, NCTCOG
Richard Greene,
Administrator, EPA Region 6
...front th
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
F. Overview
Once you have collected plans for all of your projects, you can combine them into an overall operating plan
for your program. Such a compendium of goals, tasks, and milestones can guide you as you enter the next
phase and officially launch your SSI program.
The implementation phase is when you actually launch your program and get it moving forward. This section
provides information on the three parts of program implementation: the launch phase, the sustaining phase, and
the re-launch phase.
A. LAUNCHING YOUR
The initial launch of your program should include the following tasks:
Ensuring all projects get underway in a timely fashion.
Conducting a launch event to serve as an official beginning to your SSI program and securing earned
media coverage.
Implementing your marketing plan.
a. Underway
Now you need to prepare each project for implementation by initiating planned action items. You may
want to:
Ask each project partner to sign an MOU or similar agreement with your SSI program. (Example of
Dallas' MOU is in the Resource Manual.) This way, proj ect partners commit to their
responsibilities and tasks in writing.
From January 3% ^/OQS press ir.&lef$e;i$$'lled:by the Kansas Department of Health and Environment:
"The K$ns&sDepartmeni6/^ealtW(^d Environment (KDHE), along with eight other local, State and
Federal entities, today sigriti$*t "Commitment to Sustainability " that establishes a partnership to
implement ISu^fainable Skyline$^£in initiative aimed at bringing cleaner air to the entire Kansas City
metropolitan cotamunity. " \:|;<
Provide the necessary support and resources to help make each project successful. Again, by
assuring partners' official commitment from the start and having them participate in the work plan
process, everyone should have a good understanding of their tasks, roles, and resource commitments.
Should it become necessary to seek additional funds or resources, your MOU and work plan can
provide the supporting documentation needed for your request.
Make team members aware that there will be accountability with their commitments for project
participation
To ensure all projects get underway, you should hold meetings with your program partners and
project managers to answer any last minute questions and to review their work plans. If particular
projects are in need of assistance or support, do not be afraid to call upon the resources of the core
management group or other program partners to help get them moving.
13
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
b.
Before your launch event, you will want to begin implementing your marketing plan. Doing this effectively
means ensuring that you:
Implement the action items according to established timelines.
Provide staff with the resources necessary.
Consistently evaluate what strategies are and are not working and make course corrections as
necessary (if you have done tested the effectiveness of your outreach materials or other aspects of
your marketing plan to a focus group ahead of launch, you can be more confident of your efforts).
Give yourself sufficient time to work, as you will not reach all of your goals and objectives
immediately; proper implementation will require patience and flexibility.
Collect feedback from your audience as you implement the plan.
c. , a
A launch event can be critical to getting the media, the public, the business community, and other audiences
excited about each project, and making your audiences feel like they are a part of a community working
together to improve air quality and local quality of life. These types of events can also be used to strengthen
the relationship between partners, earn media attention for the program projects and partners, and provide
program information to the public.
Consider holding your own event that is exclusively focused on your SSI program. This will ensure that
your program receives the spotlight. If time, funds, or other resources do now allow this, you can hold a
launch event during a prescheduled event that would attract similar audiences.
B.
The sustaining phase is when you move your program forward and produce results. Before beginning this
phase, and while planning your overall initiative, it may be wise to establish an abbreviated sustaining phase for
the first year of your program. This will allow you to identify unexpected glitches in your plans and to make
necessary, midcourse changes to ensure the long-term success of your initiative.
Project team activities for this timeframe include:
Visiting project sites to assess activities and/or collecting project progress reports.
Keeping your target audiences updated on the progress of your SSI program.
Performing continuous outreach to maintain awareness of the program.
Tracking what is working and not working to enable continuous improvements and to accomplish the
intended outcomes.
o Is there an increased awareness of the issue and project? If not, why not?
o Have citizens or businesses changed their behavior in response to the program? If not, why
not?
Identifying ways to improve the program and possible mid-course corrections based on current
information.
C.
Periodically, you should use the information from the teams' project tracking activities to assess the progress of
your program to date. Based on the results of this assessment, any necessary changes should be made to
individual projects as well as to your overall initiative. During this phase, you may want to:
14
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
Use the results of the evaluation to determine which aspects of the program or projects should be kept,
which should be modified, and which should be discontinued.
Evaluate how the core management group and other staff are working together. Determine if you need to
make changes to roles and responsibilities.
Make changes to or write new goals and objectives if the previous goals and objectives have been met.
Update the marketing plan and other plans to account for any new goals and objectives or other changes
that were made as a result of the evaluation.
Recruit new projects and partners if desired and/or necessary.
Re-launch your program.
To re-launch your program, you may elect to hold another launch event to draw attention to any new projects
underway or new aspects to your program.
. -.. -.';: /;;,; ;; , :, ;; '. v~ '." \.. >',:,:: :>s
Because the SSI program aims to achieve measurable emissions reductions in three years, you will need to
evaluate the outcome of your entire program at the end of the three-year program period. By creating a
performance management plan at the beginning of your SSI program, you will have a system in place to help
you evaluate the achievements of your program. EPA can provide technical assistance to help you conduct the
outcome evaluation. (More information on performance management and outcome evaluation is available in
the Resource Manual.)
However, remember that an important goal of the SSI program is to create culture change and an ongoing self-
sustainable collaborative program for continued improvements in air quality in your community. As such, it
would be useful to consider the outcomes of your program for the first three years, and use the lessons learned
to create an ongoing performance management system for the ensuing years of the program.
Your SSI program will require significant funds and commitment on the part of all participants. All your
achievements and progress are testament to those efforts and should be publicly recognized.
15
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
The Seven Sustainable Skylines Initiative Project Categories
Central City Livability
Projects should increase the livability of the city. This will help lure people back to the city center to reside and
allow them to conduct their everyday activities with minimal use of cars. A "livable" city is designed for
relatively easy, even enjoyable, travel between work, errands, and pleasure. It is aesthetically pleasing and
welcoming. The built environment is in harmony, as much as possible, with the natural environment and there
are opportunities for citizens to enjoy nature conveniently within the city. Adopting "livability" as a goal
suggests that citizens, government, non-governmental organizations (NGO), and businesses embrace livability
as a local priority. Examples include:
Addressing heat island impacts by decreasing the amount of heated surfaces, increasing urban tree
canopy, or increasing permeable surfaces.
Creating multi-use natural areas such as stormwater-managing rain gardens, road medians, or sidewalk
plantings, or turning parking lots into parks.
Increasing city walkability by advancing mixed-use buildings, creating complete street or green
sidewalk conversions, facilitating transit use, or creating opportunities for walkable events like farmers'
markets.
Energy Efficiency/Renewable Energy/Climate Change
Projects should encourage and facilitate the use of less energy and less polluting forms of energy since energy
production depends primarily on fossil fuels and produces both climate-impacting greenhouse gases and
conventional pollutants. Increasing energy efficiency (EE) is an important strategy to getting more work from a
given amount of electricity. EE measures can be instituted very quickly and have a high financial return on
investment, returning savings directly to the bottom line. Other energy use or production techniques can provide
the same benefits. Examples include:
Instituting a local government facilities energy audit and improvement program that could include LED
exit signs, LED stoplights and LED parking lot lighting [e.g., North Carolina Utilities Savings Initiative
http: //www. energy nc. net/program s/usi. html ].
Conducting energy audits to find where improvements in equipment, lighting, appliances HVAC
(heating, ventilation and air conditioning), or building envelope (wall insulation, improved windows)
will save energy in a cost-effective manner
Identifying opportunities for businesses to build or switch to distributed generation (usually with cleaner
fuel and increased reliability), co-generation (heat and steam to get twice the use from the same amount
of fuel), or district energy systems (one plant, more efficiently powering a local neighborhood or
campus).
Creating a green power procurement program which will catalyze additional renewable power
production in photovoltaic or wind turbines.
16
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
Land Use Transportation Strategies
Project should facilitate or encourage ways to reduce vehicular emission and improve air quality by reducing or
changing the flow of traffic or encouraging less use of cars. Examples include:
Instituting ways to reduce vehicle miles traveled, such as improving public transit, and facilitating
carpooling and other ride-sharing programs.
Creating infrastructure changes such as bus and HOV lanes, and bicycle lanes or paths.
Facilitating traffic flow, such as timing street lights and identifying traffic bottlenecks.
Diesel Engines Emission Reduction
Projects should address emissions from on-road diesel engines, such as trucks, school buses or construction
equipment. There are three operating strategies to reduce diesel emissions which will also increase efficiency
and fuel and money savings. They include: (1) equipment idle control and reduction, (2) engine preventive
maintenance, and (3) equipment operator training. Examples include:
Creating a diesel retrofit program for school buses or local truck fleets.
Facilitating truck stop electrification which can eliminate overnight idling.
Green Buildings and Green Building Development
Projects should encourage green or sustainable building practices. Building "green" increases building
efficiency while reducing impacts on human health and the environment throughout the building's life cycle.
Elements of green building include:
Sustainable sites - e.g., infill development or site reuse, minimal clearing, walkable location
Energy efficiency and renewable energy - including measurement and verification
Water-use efficiency - including fixtures, appliances and landscaping
Environmentally preferable building materials - e.g., certified sustainable wood and non-toxic, reused
and recycled materials
Waste reduction and materials recycling - planning for less waste and recycling leftovers
Indoor Environment - low-emitting materials, ventilation, mold prevention
Smart growth and sustainable development
Examples include:
Linking green building techniques with affordable housing initiatives.
Creating a green building education and outreach program.
Stationary and Area Sources
Projects should address pollution emissions from stationary sources (any facility which emits any air pollutant
in significant amounts, such as a factory with a stack) or area sources (smaller sources of air pollution that, with
other varied sources, can create cumulative impacts.) Areas sources are sometimes defined as "everything
else," such as dry cleaners, consumer products, and burning leaves in the fall, and are the least regulated
sources. Examples include:
Conducting pollution prevention audits for small businesses to substitute process chemicals with those
less toxic.
Conducting citizen outreach to prevent polluting behaviors like burning leaves and use of polluting
consumer products.
17
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
Off-road/Non-road Sources Emission Reductions
Projects should address emissions from non-road sources, such as aircraft and its support equipment,
locomotives, commercial marine and pleasure craft, and equipment used for construction, logging, mining,
agriculture, and lawn and garden care. Examples include:
Creating a program to reduce landscape equipment emissions through sustainable lawn irrigation and
turf management.
Facilitating a "green airport" conversion, electrifying ground equipment, reducing idling associated with
pick up and drop off, addressing waste and recycling, etc. [http://www.cleanairports.com/].
Replacing stationary diesel generators with alternative-fueled generators.
18
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
'
For SSI Grant Applicants or Recipients
Regulatory Restrictions on Use of Clean Air Act Section 103 Grant Funds
There are strict restrictions for
the funding of projects under
Clean Air Act Section 103
grant. Section 103 states that
grant funds must be used only
for : "... conducting and
promoting research,
investigations, experiments,
demonstrations, surveys,
studies, and training related
to air pollution" and
".. .demonstrations generally
must involve new or
experimental technologies,
methods, or approaches,
where the results of the
project will be disseminated
so that others can benefit from
the knowledge gained in the
demonstration project. A
project that is accomplished
through the performance of
routine, traditional, or
established practices, or a
project that is simply intended
to carry out a task rather than
transfer information or
advance the state of
knowledge, however
worthwhile the project might
be, is not a demonstration."
In selecting projects for the SSI program, there are two main issues that
arise from the Section 103 requirements. First, projects need to be
innovative; and second, the funds must not be used for implementation.
The suggestions below should help address these issues in the
development of your SSI grant work plan.
Because sustainability, energy efficiency, and other such projects are
rapidly replicating across the globe, it will be harder and harder to argue
that some projects themselves are "new or experimental" However,
when developing your work plan, you should consider two things with
respect to the project. First, the grant will only cover part of the project,
and only that funded part need be innovative. Second, an innovation
does not need to be a new technology or practice, although it can be. An
innovation can also be an innovative application of an established
technology (e.g., a diesel retrofit of a fishing boat); an innovation in
marketing or communicating a proven methodology (e.g.,
communicating or social marketing in a way to overcome barriers of
culture or local social norms); or a new way of deploying a technology.
In sum, use innovative thinking in designing your program and projects
to recognize how your plans are innovative, and reflect that in your
grant's work plan.
The second issue is that of not using funds for implementation or
deployment of an established technology or method can be approached
similarly. Remember that implementation, such as purchasing and
deploying equipment is only part of the project, and partners' funds can
be used for the implementation aspects of the project. Design of the
project and development or testing of measurement or evaluation
methodology, for example, are not considered implementation tasks and
will be acceptable for funding.
When selecting and designing SSI projects, it is best to state a broad
goal, broad enough to get many people/organizations involved. Projects
can have both innovative and non-innovative, and implementation and
non-implementation parts. Define exactly what part of the project EPA
can fund and what part will need to be funded by SSI partners.
19
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
There may also be issues or requirements for your own or your partners' organizations regarding acceptance of
grant funds, such as match, budget, organizational commitments, process, board presentations, and the like. You
should identify these as soon as possible, and work to find resolution between the grantee and grantor
requirements, so that you can get your SSI grant through and your program on the road as soon as possible.
Here is the approach SSI Kansas City used in their "Solar City" program:
Overall goal: encourage adoption of renewable energy in our city to reduce greenhouse gas
emissions
SSI Project goal: 20% of the schools in our city use renewable power
EPA funding used for: education campaign and student/teacher training on renewable energy
Leveraged (private) funding used for: purchase and installation of solar panels
20
-------
DRAFT - deliberative document - do not cite (revised 2/23/09)
C
Overview of the Process
Step 1: Building the Foundation
A. Defining your program's vision, mission, and goals
B. Identifying key participants, organizational structure and process plan
C. Developing your overall program plan
Identifying tasks and actions
Managing performance by defining and measuring program success
Planning how to market your program to the community and potential partners
D. Building your informational foundation
Taking stock
Prioritizing issues
Brainstorming projects
E. Selecting your projects
Step 2: Making Project Plans
A. Defining project implementation plan
B. Establishing your organizational structure
C. Identifying tasks and actions
D. Managing performance
E. Developing project marketing plans
F. Finding partners and leveraging
G. Program/product overview
Step 3: Implementing and Feedback Loops
A. Launching your program
Getting projects underway
Implementing your marketing plan
Holding a launching event
B. Sustaining and evaluating
C. Modifying and re-launching
Step 4: Evaluating and Recognizing Program Success
This is a draft document still under development. We are interested in hearing
if this is a helpful and resourceful document and what additional information
may be needed. Please forward comments to Yvonne W. Johnson at
Johnson, yvonnew (a),epa. gov or call 919-541-3921.
21
------- |