atlanta gri sustainability report

ATLANTA GRISUSTAINABILITY REPORT

2013 2014

p2catl.com

1The City of Atlanta is committed to public safety, fiscal accountability, efficient government, economic development and ensuring a wonderful quality of life for our residents. Economic and environmental sustainability are key elements of each of these commitments. Time and time again, we have seen that making investments in sustainability is the right choice for the present and the future.

My administration pledged to set Atlanta on a path to become one of the nations leading cities for sustainability, so I am proud to share an update on our 2015 and 2020 goals with you, our stakeholders, in business, the non-profit community, academia, government, and most importantly, our residents.

Through extensive research and peer consultation, we have chosen the Global Reporting Index (GRI) as the best methodology to measure our accomplishments and remain accountable to our stakeholders. The Office of Sustainability is working with city departments and the community to utilize the GRI methodology to track both progress and achievement.

With the team in the Office of Sustainability as a central consultant to the 26 City departments on key topics ranging from to energy and water use reduction measures, to green

building and land use, we have established our own internal processes by which all major operational decisions can be evaluated from both environmental and economic lenses.

Over the last four years, together we have increased the number of residents living within a half mile walk of a park or greenspace by 15% (currently at 64%), achieved a 10% greenhouse gases (GHG) emission reduction (2007 baseline), and added more than 50 alternative fuel vehicles to our fleet.

Additionally, weve distributed 60,000 recycle bins to our residents, enhanced more than 100 streetscapes, saved over 50 million gallons of water annually with plumbing upgrades, and passed a Rainwater Harvesting Ordinance to allow our residents to collect and save rainwater.

Through our efforts, we are strengthening our community and creating a foundation for sustainable growth and development to accommodate the needs of our current and future residents, the environment that must accommodate them.

Lastly, we are educating our children and our workforce to sustain our economy and to foster innovation as a means of securing our place in the global economy.

The achievements highlighted in this report are the result of the collaboration among stakeholders who have a shared commitment to Atlantas sustainability and a dedication to future generations that will inherit this great city.

This G4-level report is not only a measure of progress, but a reflection of Atlantas genuine commitment to sustainability.

Kasim Reed Mayor of Atlanta

INTRODUCTION [G4-1] Letter from the Mayor of Atlanta

introduction

General disclosures

City of Atlanta Profile Report Profile

specific disclosures

Economic PerformanceGrowing Business Sustainability Planning

Environmental PerformanceEnergy Efficiency & Renewables Water Management Land Use Air Quality Materials Management & Recycling Transportation & Mobility

Social & Community PerformanceSustainability Education Community Health & Vitality

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INTRODUCTION 1

...making investments in sustainability is the right choice for the present and the future.

3Atlanta is a big city with roots established during the Civil Rights Movement that have carried us into today; a moment of exponential growth and sustainable development due in large part to the leadership of this administration and the collaboration of a multitude of stakeholders.

Supporting our pursuits toward a more sustainable Atlanta is an ever growing inventory of wins across our Ten Sustainability

Impact Areas (see page 17); wins like moving from 5th to 3rd nationally for EnergyStar certified buildings, adding 200+ free electric vehicle charging stations to the grid, and planting the 100,000th tree in our city; we continue to discover new success each and every day.

On the significance of a government entity undertaking a GRI level report

The GRI framework is typically utilized in the private sector where an organizations materiality is an easily identifiable set of products or services. More than 5,000 organizations from 60 countries use the guidelines to produce their sustainability reports; as a municipality, producing a sustainability report using the GRI framework is very rare.

City government is a natural leverage point for educating residents about their efforts and to get them involved in the decision-making process. We see the GRI reporting methodology as one that is uniform from a peer city to city (and global) perspective, yet still translatable at the community level.

On stakeholder collaborationWith over 300 individual stakeholders and hundreds of local organizations representing government, business, academics, and non-profits and citizens, we worked to complete a refresh

of Atlantas sustainability initiative that would truly reflect the great work being done in silos.

Weve also enjoyed the support of the Atlanta City Council where they have either led or contributed to the dialogue to ensure that our policies were the right fit for all parties impacted.

Our success is dependent on engaging the public in a way that they feel both connected and appreciated.

To that end, our office is actively seeking grant opportunities at the federal, foundation, and community level. When we can show a replicable and scalable model for implementation, education, and conservation measures, we are able to use those funds internally for both greater efficiencies in municipal operations, as well as sowing seeds throughout the community to help our stakeholders grow their footprint.

On GRI as a measurement and reporting tool for the initiatives set forth in Power to ChangeThe Power to Change sustainability initiative was created through benchmarking, focus groups and one-on-one interviews our office was able to move forward with confidence that the goals and metrics we set for our sustainability initiative were both measurable and achievable. Beyond the traditional binary success metrics, we enlisted the GRI reporting methodology as a tool to report on progress in the Power to Change initiative for the near, mid and long-term.

As you turn the pages, you will see community-wide action by all stakeholder groups. The GRI is helping us to measure impact while also helping us tell Atlantas story in a way that has never been told before.

Denise Quarles Director of Sustainability

INTRODUCTION [G4-1] Letter from the Director of Sustainability

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INTRODUCTION 1

4INTRODUCTION Team Profiles

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INTRODUCTION 1

Matt Cox, Ph.D. B.S. Environmental Biology M.S. Public Policy Ph.D. Energy and Environmental Policy

Moniqua Williams B.S. Mass Media Arts M.P.S. Community and Rural Development

Ruthie Taylor Norton B.S. Biology M.S. Environmental Engineering

Denise Quarles B.S. Chemical Engineering M.B.A.

Jairo Garcia, Ed.D. B.S. Engineering M.S. Technology Management M.S. Sustainability Management Ed.D. Educational Technology and Sustainability

Aaron Bastian B.A. Sociology M.B.A. Marketing

Justine Schwartz B.A. English Literature and Creative Writing M.S. Environmental Science and Policy

Machmud Makhmudov (intern) B.A. Politics (2016)

5Aaron BastianAaron works as a part of the mayors press staff to ensure that consistent and effective messages around sustainability including goals and successes are delivered by the administration. As the Communications and Special Projects Manager, Aaron works actively with stakeholders in the non-profit, business, and academic communities to establish new and deepen existing public private partnerships with the office. Additionally, Aaron serves as the citys project manager for the Atlanta Better Buildings Challenge an initiative of the U.S. Department of Energy and the White House.

Matt Cox, Ph.D. Matt Cox is responsible for the strategy to help Atlanta eliminate energy waste and capture cost-effective energy efficiency opportunities. As Senior Advisor to the City Energy Project, which aims to increase the energy efficiency of commercial buildings in ten cities across the United States, Matt is also the incoming Chair of the City Advisors Network. Additionally, Matt assists with the development of the climate action plan and the annual greenhouse gas inventories.

Jairo Garcia, Ed.D. As the Sustainability Management Analyst, Jairo is responsible for the evaluation of worldwide sustainability best practices, analysis, and making recommendations to help meet the Mayors challenge of making Atlanta a top tier sustainable city. Jairos addition to the team is a true reflection of the collaboration necessary to advance this citys sustainability agenda. A stakeholder roundtable brought him into our office when no budget was allocated to the analyst role; Jairo volunteered his time. As two of our team members returned to graduate school, Jairo was transiting back to Atlanta and his since become an invaluable asset to our team most recently, by leading the effort to complete this GRI report.

Ruthie Taylor NortonAs a Senior Project Manager, Ruthie Norton is responsible for managing the Citys building portfolio as it relates to energy and water use, multi-departmental collaborations to reduce the Citys carbon footprint, the development of green policies, managing projects related to urban agriculture, and the deployment of sustainability programs across the city. Ruthies role with the Office started in 2011 as an Environmental Defense Fund Fellow conducting energy audits on the Citys fire stations.

Justine SchwartzJustine is a Project Manager leading the Advanced Commercial Building Initiative (ACBI) which focuses on increasing energy efficiency in small commercial buildings with a special emphasis on the citys fire stations and recreation centers. Additionally, Justine supports grant writing and procurement as a means to offset the general fund budget and expand office program resources.

Moniqua WilliamsAs Zero Waste Manager for the City, Moniqua currently leads the municipal Zero Waste Initiative and internal recycling program. Her key priority is to increase the citywide waste diversion rate to 90% by 2020. Williams served in the Department of Planning & Development in 2008 as an aviation planner for Hartsfield-Jackson Atlanta International Airport, and was recently responsible for efforts leading to HJAIA becoming the first airport EcoDistrict in the world.

Machmud Makhmudov (Intern)Machmud Makhmudov is junior Politics major at Oberlin College. As a winter intern for the Mayors Office of Sustainability, he assisted with the development of Atlantas City Energy Project building ordinance. Following graduation, he aspires for a career at the intersection of environmental policy and electoral politics.

6This report serves as a tool to inform citizens, business, governmental entities, non-profits, and other organizations, about the progress that the City of Atlanta is making towards its sustainability goals. This report also captures the actions of City of Atlanta stakeholders helping to meet Mayor Kasim Reeds goal to make Atlanta a global top-tier city for sustainability.

The framework used for this report is the Global Reporting Initiative protocol version 4 (GRI-G4). GRI-G4 has rapidly become a leader among voluntary worldwide sustainability reporting systems.

The significance of GRI-G4 over previous sustainability reports is mainly related to a requirement in a clear definition of boundaries, stakeholder engagement, and discussions regarding management approach, materiality, and governance.

GRI-G4 provides two levels of reporting: In Accordance Core, which requires 36 standard disclosures, and In Accordance Comprehensive, which requires a mandatory reporting on all standard disclosures.

The Mayors Office of Sustainability (OOS) selected the In Accordance Core level in that this is its first GRI report. OOS also selected a bi-yearly reporting cycle and will subject the report to external audits in future versions.

This GRI report begins with a brief description of the geographic and socio-economic boundaries of the city (General Standard Disclosures), followed by a section describing material aspects and boundaries including stakeholder engagement and a reporting profile.

The third and largest section of the report is related to specific aspects of sustainability (Specific Standard Disclosures). This section includes indicators for economic, environmental, and social performance.

The management approach for each of the specific standard disclosures is in accordance with the Power to Change Initiative (P2C). This initiative is the result of the contribution of more than 300 city stakeholders, with the goal of building a solid base for measurable sustainability actions. P2C consists of 10 impact areas including Air Quality, Water Management, Energy, Transportation & Mobility, Land Use, Education, Growing Business, Material Management & Recycling, Community Health & Vitality, and Sustainability Planning. P2C also includes more than 40 measures of success, and more than 100 initiatives. All these initiatives work together with one mission: to make the City of Atlanta a global, top-tier city for sustainability, not only for the citys environment but for the citys economic and social responsiblity to this and future generations.

INTRODUCTION Executive Summary

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INTRODUCTION 1

GENERALSTANDARDDISCLOSURES

CITY OF ATLANTA

8[G4-3]: Organization

The City of Atlanta, or Atlanta, is located in the north-central part of the state of Georgia, USA. Atlanta was established in 1847 and provides municipal services to its citizens and visitors.

These services include police and fire protection, maintenance of streets and other infrastructures, recreational activities and cultural events, land use and building regulations, and solid waste collection and disposal.

The City is also responsible for the water and wastewater operations and infrastructure, and operates the worlds busiest airport, the Hartsfield-Jackson Atlanta International Airport, which is financed exclusively with airport-generated income. 1

[G4-5]: Location

Headquarters: City of Atlanta Website: Atlanta City Hall, 55 Trinity Av, www.atlantaga.gov Atlanta, GA, 30303, USA[G4-4]: Primary Brands

Figure 1. City of Atlanta Flag and Seal

[G4-6]: Country Where the Organization Operates:

USA[G4-7] [G4-8] [G4-9]: Legal Form, Markets

Served, and Scale of the Organization

The City of Atlanta is a governmental organization with an extension of 131.4 square miles (see Figure 2). The City provides municipal services to 443,775 habitants in 12 Districts (see Table 1) and to an estimated of 42.3 million American visitors.2 The total general revenue for the City of Atlanta by June of 2013 was $2.2 billion dollars for a Net Position at the end of the period of $7.6 billion dollars (pg.8)1. Property taxes are the largest revenue for the City (36%), followed by sales taxes (20%), public utilities and other taxes (19%), and licenses and permits (11%) (pg.12).3

Figure 2. City of Atlanta Geographical Location

CITY OF ATLANTA Organizational Profile

1 The City of Atlanta, Georgia, Comprehensive Annual Financial Report For the Year Ended June 30, 2013. http://www.atlantaga.gov/modules/showdocument.aspx?documentid=121072 Atlanta Convention & Visitors Bureau, 2012; http://news.atlanta.net/research3 City of Atlanta, Georgia, Popular Annual Financial report for the Year Ended June 30, 2013. http://www.atlantaga.gov/modules/showdocument.aspx?documentid=13463404

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City of Atlanta Profile 7

9[G4-10]: Employment

The US Department of Labor Bureau of Labor Statistics 4, keeps track of the economic development in cities and metro areas based on the mobility of jobs in the region. According to the Bureau, the approximated workforce for the City of Atlanta decreased in 2013 from 181,711 to 181,208 (see Figure 3), employment increased from 160,933 to 164,911 (Figure 4), while the unemployment rate decreased 2% from 11% in January of 2013 to 9% in December of 2013 (Figure 5). This decrease on unemployment rate was higher than the national average of 1% (Figure 6).

The latest information from the US Department of Labor - Bureau of Labor Statistics regarding gender dates back to 2012. According to the Bureau, the City of Atlanta employment by gender in 2012 was 50% males and 50% females, while in the Metro area, this percentage was 48% male and 52% female. Regarding the total labor force, the percentage of males and females was similar for the city and for the Metro area, with 53% males and 47% females. The unemployment rate was around 2% higher for females than for males in the City of Atlanta, while in the Metro Atlanta region the difference in unemployment rate between males and females was less than 1%. 4

Figure 3. 2013 City of Atlanta Labor Force (Source: Bureau of Labor Statistics)

[G4-11]: Employees Protections

The Right to Work law in the State of Georgia secures the right of employees to decide whether or not to join a labor organization. City of Atlanta employees are protected by the U.S. Equal Employment Opportunity Commission (EEOC), a federal law enforcement agency that upholds laws against workplace discrimination based on a workers race, color, nation of origin, religion, sex, age, disability, genetic information, and retaliation for reporting, participating in, and/or opposing a discriminatory practice.5

[G4-12]: Supply Chain

Suppliers to the City of Atlanta must register their business online through a Business-to-Government (B2G) portal, which allows them to participate in bids for RFPs through a reverse auction system (pg. 3).6 The Department of Procurement7 is the primary agency responsible for all purchasing matters for the City. The mission of this department is to model best practices in public purchasing while promoting equity, fairness, and economic inclusion. This department is responsible for developing bid specifications jointly with other City departments, obtaining bids/proposals through advertising and direct solicitation, and establishing and monitoring annual contracts, along with issuing and approving purchases.

Historically African American, Female, Hispanic, and Asian American owned business have suffered the effects of racial and gender discrimination in both public and private markets, resulting in the disproportionate award of contract dollars to non-minority or non-female businesses. As such, the function of the Atlanta Mayors Office of Contract Compliances Equal Business Opportunities program8, is to promote full and equal business opportunities for all persons doing business with the City of Atlanta.

4 Bureau of Labor Statistics. http://beta.bls.gov/dataQuery/find?st=0&r=20&s=title%3AA&fq=t:%5BArea%5D&more=1&fq=cityCC:%5BAtlanta+city%2C+Fulton+County+part%2C+GA%5D 5 United States Equal Employment Opportunity Commission. http://www.eeoc.gov6 City of Atlanta iSupplier Training Manual. http://www.atlantaga.gov/modules/showdocument.aspx?documentid=5545

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Table 1. City of Atlanta Zip Codes and Population

* City of Atlanta Department of Planning & Community Development


7 City of Atlanta Department of Procurement. http://www.atlantaga.gov/index.aspx?page=208 City of Atlanta Office of Contract Compliance. http://www.atlantaga.gov/index.aspx?page=130

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[G4-13]: Significant Changes During Reporting Period

There were no significant changes during the reporting period.

[G4-14]: Precautionary Principle

Policy makers with the City of Atlanta make discretionary decisions in situations where there is the possibility of public harm from taking a particular course of action, even when there is not extensive scientific knowledge on the matter. The City achieves this goal by establishing a strong partnership with the community, creating transparent policies, and establishing sustainable procedures.9

Identified Material Aspects and Boundaries [G4-17]: Financial Statements

This GRI report covers all the entities mentioned in the 2013 financial statement, which is publicly available.1

[G4-18]: Process for Defining Report Content and Aspect Boundaries

Material Aspects are defined by the GRI Guidelines as the objects that reflect the organizations significant economic, environmental and social impacts; or that substantively influence the assessment and decisions of stakeholders. 10

The Mayors Office of Sustainability identified and selected the material aspects of this report and their respective material impacts based on the GRI Reporting steps and principles.

11

Figure 4. 2013 City of Atlanta Employment (Source: Bureau of Labor Statistics)

Figure 5. 2013 City of Atlanta Unemployment (Source: Bureau of Labor Statistics)

Figure 6. 2013 Unemployment Rates (Source: Bureau of Labor Statistics)

9 City of Atlanta Department of Public Works. http://www.atlantaga.gov/index.aspx?page=19310 G4 Sustainability Reporting Guidelines- Reporting Principles and Standard Disclosures. Definitions of Key Terms, 2013

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Name of Organization

American Rivers Association

Architecture 2030 Challenge

Atlanta Local Food Initiative

Atlanta Regional Commission

Atlanta Streets Alive

Captain Planet Foundation

Center for Transportation & Environment

Central Atlanta Progress

Clean Cities Atlanta

Conservation Fund

Council for Quality Growth

Earth Share of Georgia

Emerald Cities Collaborative

Georgia Commute Options

Georgia Conservancy

Georgia Environmental Finance Authority

Georgia Institute of Technology

Georgia Interfaith Power & Light

Georgia Organics

Georgia Recycling Coalition

ICLEI: Local Governments for Sustainability

Web Link

americanrivers.org

architecture2030.org/2030_challenge/adopters_govt_local

atlantalocalfood.org

atlantaregional.com

atlantastreetsalive.com

captainplanetfoundation.org

cte.tv

atlantadowntown.com/about

cleancitiesatlanta.ne

conservationfund.org

councilforqualitygrowth.org

earthsharega.org

emeraldcities.org

georgiacommuteoptions.com

georgiaconservancy.org

gefa.georgia.gov

gatech.edu

gipl.org

georgiaorganics.org

georgiarecycles.org

icleiusa.org/about-iclei

Name of Organization

Invest Atlanta

Keep Atlanta Beautiful

Lifecycle Building Center

Metro Atlanta Chamber of Commerce

Midtown Alliance

Mothers and Others for Clean

Park Pride

PEDS

Retrofit A Million

Southeast Energy Efficiency Alliance

Southeast Green

Southface Energy Institute

Southfork Conservancy

Streets Alive

Sustainable Atlanta

The Center for Working Families

The Path Foundation

Truly Living Well Farms

Trust for Public Land

Turner Foundation

U.S. EPA Region 4

US Green Building Council - Georgia

Web Link

investatlanta.com

keepatlantabeautiful.org

lifecyclebuildingcenter.org

metroatlantachamber.com

midtownatl.com

mothersandothersforcleanair.org

parkpride.org

peds.org

retrofitamillion.org

seealliance.org

southeastgreen.com

southface.org

southforkconservancy.org

atlantastreetsalive.com

sustainableatlanta.org

tcwfi.org

pathfoundation.org

trulylivingwell.com

tpl.org

turnerfoundation.org

www2.epa.gov/aboutepa/ about-epa-region-4-southeast

usgbcga.org

Table 2: [G4-15] [G4-16] Membership Associations/ Advocacy Organizations

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13

Step 1: Identification

Principle 1: Stakeholder inclusivenessBeginning in 2010, the Atlanta Mayors Office of Sustainability organized several sessions with stakeholder that included the participation of more than 300 individuals across the City representing neighborhoods, schools, business, community organizations, and government agencies.11

[G4-19,20]: List Material Aspects & Boundaries

Principle 2: Sustainability Context This GRI report presents a broad reference to the issues of sustainability with the goal of communicating the magnitude of the impact of the City of Atlanta at local, regional, and global level. Stakeholder identified 10 areas of impact (see Table 3). This GRI report describes how these areas of impact are related to the long-term organization strategy, risks, and opportunities, including supply chain topics for the City of Atlanta administration.

Step 2: Prioritization

Principle 3: Materiality During the programmed sessions, stakeholders prioritized the 10 areas of impact, described in Table 3, and their respective goals using a sustainability matrix.

Step 3-4: Validation and ReviewPrinciple 4: Completeness and Principle 1& 2: Stakeholder inclusiveness and Sustainability Context

Once the areas of impact and goals were prioritized, the Mayors Office of Sustainability convened additional sessions with stakeholder groups and experts to validate the 10 areas of impact, as well as to discuss possible metrics required for each of the areas.

[G4-21]: Boundaries Outside the Organization

The boundaries for all the Material Aspects identified by the City of Atlanta stakeholder groups and presented in this report are inclusive (i.e., internal) to the organization. The City works closely with many regional and national organizations in addressing the negative impacts and promoting the positive ones (see Table 2).[G4-22] [G4-23]: Restatements on Previous Reports/Significant Changes

A previous sustainability report in 200912 report did not use the GRI framework; this is the first City of Atlanta following GRI guidelines. The most significant changes in this report compared to the 2009 report are: (1) Identification of stakeholder groups and materiality, and (2) boundaries for carbon emissions, as the previous report identified only emissions from municipal operations.

CITY OF ATLANTAGRI Reporting steps and principles.

11 City of Atlanta Office of Sustainability. www.atlantaga.gov/index.aspx?page=1812 Our Path to Sustainability. http://relaunch.citiesclimateregistry.org/uploads/tx_carbonndata/2008-09_Sustainability_Report.pdf

1

2

3

4

5

6

7

8

9

10

Areas of Impact

Growing Business

Sustainability Planning

Air Quality

Energy Efficiency & Renewables

Waste Management

Land Use

Materials Management

Transportation & Mobility

Community Health & Vitality

Education

Category

Economic

Environmental

Social

Table 3. Areas of Impact (Material Aspects)introduction

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14

Atlanta Planning & Advisory Board (APAB) Resources for Residents and Communities

Atlanta Habitat for HumanityAtlanta Housing AuthorityAtlanta Local Food InitiativeAtlanta RecyclesBATMACentral Atlanta Progress

Chattahoochee RiverkeeperClean Cities AtlantaElemental ImpactGeorgia ConservancyGeorgia OrganicsGeorgia Recycling Coalition

GreenerAtlantaKendeda Fund Life Cycle Building CenterLivable Buckehad Livable Communities CoalitionMidtown Alliance

SEEASouthface Energy InstituteSouthfork ConservancyTrees AtlantaTrust for Public LandUS Green Building Council GA Chapter

Assoc. Co. Commissioners of GAAtlanta Fulton Co. Recreation AuthorityAtlanta Regional CommissionCenters for Disease Control and PreventionCity of Atlanta, Dept. of CorrectionsCity of Atlanta, Dept. of Parks and Recreation

City of Atlanta, Dept. of Public Works City of Atlanta Dept. of Watershed ManagementCity of Atlanta Office of BuildingsDekalb Co. Economic DevelopmentFulton Co. Government

GA DNR, Environmental Protection Div.Hartsfield Jackson International AirportInvest AtlantaU. S. Environmental Protection Agency (Region 4)U.S. Dept. of Energy

Atlanta Public SchoolsEmory University

Spelman College Georgia Institute of Technology

Savannah College of Art and Design

UGA College of Agricultural & Environmental Sciences

[G4-24]: List of stakeholder groups

Table 4: List of Stakeholders

CITY OF ATLANTAStakeholder Engagement

NGO

COMMUNITIES

BUSINESS

GOVERNMENT

ACADEMIA

Davis, Pickerin, & SeydelDelta Airlines Ecological StrategyErnst & YoungEpsten Group

AECOMAGL ResourcesAmerican Fueling SystemsAtlanta Apartment AssociationCox Enterprises

Georgia PowerGreenAIR EnvironmentalHome DepotHoneywellNovelis

Perkins+WillPopular GeniusSchneider ElectricSiemensSP Recycling Corporation

The Dawson CompanyUPSWaste ManagementWeston SolutionsWoodline Solutions

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[G4-25]: Identification and Selection of Stakeholders

The City of Atlanta, in accordance with the online manual Building a Blueprint for Change from the Corporation for National and Community Services (CNCS)13, uses the following three criteria for the identification and selection of stakeholders:

[G4-26]: Stakeholder Engagement Approaches

The City of Atlanta engages stakeholders with the following approaches:

Regular planned stakeholder engagement events organized with partner organizations. One example of this type of event is the Sustainable Atlanta Roundtable (SART).14 This event is organized in conjunction with Sustainable Atlanta and the Southface Energy Institute. The event takes place the first Friday of every month from 7:30 am to 9:00 am. The SART event is open to the general public.

Participation in events organized by stakeholders and partner organizations,

Participation in media shows such as TV news, newspapers, and radio shows,

Emails and on-line surveys to stakeholders, and

Personal call and snail-mail to stakeholders.

Many events for stakeholder engagement took place during the years 2011 and 2012 for the identification and validation of materiality described in this report. The Power to Change 2.0 Engagement Plan was revised in 2012 and early 2013, and included multiple meetings with all the different stakeholder groups.

CITY OF ATLANTAStakeholders

Who has a stake (positive or negative) in the critical issues affecting the City of Atlanta?

Who is most affected by problems or issues affecting the City of Atlanta? Who is concerned? Who may have different views?

In relation to the issues or problems, who are the opinion leaders in the community?

13 Corporation for National and Community Service (CNCS) Stakeholders. http://www.nationalservice.gov/ 14 Sustainable Atlanta Roundtable (SART). http://www.southface.org/get-involved/attend-event/sustainable-atlanta-roundtable

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[G4-27]: Key Topics Raised by Stakeholder Groups

Table 5: Key Topics Raised by Stakeholder Groups

CITY OF ATLANTAStakeholders

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[G4-28]: Reporting period

The reporting period for this report is the calendar year 2013.

[G4-29]: Date previous report

This is the first GRI sustainability report for the City of Atlanta. A previous sustainability report published in 200915 did not follow GRI guidelines.

[G4-30]: Reporting Cycle

This is the first GRI sustainability report for the City of Atlanta. The Mayors Office of Sustainability reporting cycle was determined to be every two years.

[G4-31]: Contact Information

City of Atlanta Mayors Office of Sustainability 55 Trinity Ave. SW Suite 2400 Atlanta, GA, 30303 USA

Phone: 404-330-6100 e-mail: [email protected]

[G4-32]: In Accordance Information

The In Accordance option chosen by the Mayors Office of Sustainability is Core. The GRI Content Index is shown in the GRI Content Index (next page).

[G4-33]: External Assurance

This version of the report was not subject to an external audit.

REPORT PROFILE

15 Our Path to Sustainability. http://relaunch.citiesclimateregistry.org/uploads/tx_carbonndata/2008-09_Sustainability_Report.pdf

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Report Profile 8

SPECIFICSTANDARDDISCLOSURES

CITY OF ATLANTA

[G4-DMA] The Power to Change Initiative

One of the main initiatives of Atlanta Mayor, Kasim Reed, is Power to Change the citys sustainability initiative aimed at making Atlanta a top-tier city for sustainability.

Addressing sustainability for the City of Atlanta is a complex undertaking that requires an understanding and respect for the interconnected nature of environmental issues, and collaboration across all the stakeholders. Meeting Atlantas sustainability goals requires complementary efforts at different scales, where everyone is relevant, everyone has a role, and everyone has a responsibility.

To address these efforts, the Office of Sustainability launched the initiative Power to Change. This initiative presents a path forward to fuse national best practices with local context, leveraging the work of countless individuals and organizations (public and private) across many impact areas, and provides a sense of common purpose and accomplishment.

Power to Change is the result of the contributions of more than 300 stakeholders across Atlanta, representing their neighborhoods, their schools, their businesses, their community organizations and their government agencies. The input, and ongoing commitments and actions of these individuals and organizations is what will make Power to Change live and breathe, and turn goals, targets and initiatives into a better Atlanta.

The stakeholder wheel to the right summarizes the Power of Change framework. The goal is to build a solid base for measurable sustainability actions in the 10 areas of previously described impact. Included are the list of stakeholder groups, selection process, and engagement mechanisms.

This chapter will describe in detail each of the areas of impact with their respective goals and priorities. Figure 8 cross-references the Power to Change 10 areas of impact with their respective GRI Specific Standard Category.

ECONOMIC PERFORMANCE

GOVERNMENT

RESIDENTS BUSINESS

ACADEMICNON-PROFIT

Atla

nta

s 10

susta

ina

bili

ty im

pa

ct a

rea

s

Institute sustainable development through participatory planning. To balance growth with environmental stewardship by collaborating with diversied stakeholders and learned experiences.

Parallel collaborationStrategic perspectivesIncremental changesSocial connectednessSustainable operations

Participatory Planning

Develop land use policies and programs designed to protect greenspace, sustain our tree canopy, bring brownelds back into productive use, and enhance community livability.

Neighborhood revitalization Convenient recreation access Complete communities Robust habitats Cleanup & restoration

Smart Growth

Improve our regional air quality and foster the improvement of indoor air quality throughout the city.

Clean commuting Emissions reduction Regional planning Cleaner fuels Green infrastructure

Healthy, Breathable Air

goals priorities

Improve business knowledge of resource use while also accelerating job and economic growth to enhance the City of Atlantas competitive position within the globalized economy.

Competitive economy Sustainable products & services Sustainable operations Business creation Business retention

Strong Economy

Provide educational opportunities for all Atlantans to see how far the community has come as well as demonstrate what work remains in creating a more sustainable Atlanta.

Public engagement Information access Open creativity Diversity & inclusion Leveraging resources

Communitywide Awareness

Provide access to safe, ecient and sustainable transportation choices for Atlantans to reach employment, goods and services, and recreational activities.

Infrastructure improvements Regional planning Non-motorized transit Safe, easy & convenient travel

Connectivity

Reduce energy use through conservation, eciency best practices, and through the deployment of renewable systems.

Energy eciencySustainable site designAlternative fuel accessAordable renewable technologies Energy management

Retrot & Innovate

Increase watershed protection and preservation practices so that all Atlantans have access to a sucient supply of clean, healthy water.

Watershed planning Water security Stormwater management Water quality Water conservation

Protect & Conserve

Create environmental and economic value to residents and businesses by using less resources and diverting valuable materials from our landlls.

Rethinking purpose Lifecycle management Waste reduction Reuse of valuables Recycling

Sustainable Resource Use

Maximize the health and well-being of the community, providing access to aordable sustainable housing choices, nutritious food and ecient transportation.

Local & healthy food Walkable communities Localized economy Strong, safe neighborhoods Valuable properties

Healthy Neighborhoods

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The Economic Aspect of this report illustrates the flow of capital among different stakeholders, and the main economic impacts of the organization throughout the community.

The City of Atlanta is part of the Metro Atlanta region, classified as the ninth largest metropolitan area in the USA, and ranks 15th in the world economy with a gross domestic product (GDP) of approximately $260 billion1. Metro Atlanta is home to the largest concentration of colleges and universities in the South, with more than 40 institutions of higher education. Nine of these are research universities recognized by the National Science Foundation and are national leaders in life sciences and engineering research. Metro Atlanta is the 13th most highly educated workforce compared to fifty-one metro areas in the USA with at least one million residents over 34% of the regions residents hold a bachelors degree or higher. As such, the Atlanta Metro area has attracted numerous corporate headquarters, including 12 Fortune 500 company headquarters.17

The main areas of employment in the metro area are in the transportation sector (Hartsfield-Jackson Atlanta International Airport), information technology (IT), telecommunications, and professional services including corporate and customer support operations.

The Hartsfield-Jackson Atlanta International Airport has been designated as the busiest passenger airport in the world since 2005, serving more than 95 million people annually with nonstop services to 160 U.S. destinations and nearly 70 international destinations in more than 45 countries. The airport is 10th in North America in cargo volume, generating $1.3 billion in economic activity.

The share of Metro Atlantas IT and software development employment was nearly twice as large as the national average. This is particularly important in the healthcare information

sector as eight of the largest 100 are headquartered in the Metro area, representing combined revenues of more than $4 billion in 201016. The region ranked first in telephonic communications patenting and ninth in telecommunications and multicomputer data transferring. The Citys research and development in this sector is largely due to the presence of leading telecommunications companies such as AT&T and Verizon. Employment in this sector represents nearly two percent of the total regional employment and more than twice the national average16.

2010 had more than 145 thousand management-level workers employed in the metro area. These services include legal, accounting/bookkeeping, engineering, design, advertising/marketing, public relations/communications, and many others.

The hospitality sector represents an $11 billion industry and encompasses travel for businesses, corporate meetings, conventions, and business tourism.Metro-Atlanta is experiencing rapid growth in the entertainment business, which includes media production, attractions, hospitality performing arts and sports. Of these, the most recognized are Turner Broadcasting System (headquartered in the City of Atlanta), and other major cable networks such as CNN, TNT, Headline News, and Turner Classic Movies.More than 10,000 metro area people are employed full-time in radio and television broadcasting, with roughly another 4,000 employed in the motion picture and sound recording sectors and additionally tens of thousands are employed part-time by these industries16.Stakeholders in the City of Atlanta identified two areas of impact directly related to the economic performance: Growing Business (Area of Impact 1) and Sustainability Planning (Area of Impact 2).

ECONOMIC PERFORMANCEDisclosure on Management Approach.

16 Economic Cluster Review Metro Atlanta. Atlanta Regional Commission (2012)17 IPCC Projections of Future Changes in Climate. http://www.ipcc.ch/publications_and_data/ar4/wg1/en/spmsspm-projections-of.html

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Economic Performance 18

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Vision

The City of Atlanta is a globally, economically dynamic, and competitive city. Our vision is of revitalized underperforming commercial and industrial areas, businesses that purchase and utilize sustainable products and practices, and a strong, diversified local economy that includes green jobs.

Current Situation

The Atlanta Journal-Constitution reports that since August 2010, the Metro Atlanta region lost more than 50,000 jobs, while Dallas and Boston gained 20,000 and 30,000 jobs, respectively. Atlanta experienced the highest job loss of any metro region in the country.

Atlanta has a strong corporate presence that has embraced corporate responsibility and sustainability. Considering Atlantas aged building infrastructure, improvements to reduce energy or water consumption has the potential to generate over 3,000 local construction jobs.

While Atlanta attracts companies for its access to the airport, climate, low cost of living, talented workforce and quality of life, incentives to locate here must continue.

Goal

Improve business knowledge of sustainable resource use while simultaneously accelerating job and economic growth to enhance the City of Atlantas competitive position within the 21st century globalized economy.

Initiatives

Invest Atlanta: A government authority that serves the City of Atlanta and its people by strengthening Atlantas economy and enhancing its global competitiveness. Through progressive leadership and strategic thinking, Invest Atlanta attracts and sustains investment in the Atlanta community in order to create increased opportunity and prosperity for Atlantas citizens.

Startup Atlanta: NGO whose mission is to introduce, connect, support, and expand the entrepreneurial ecosystem within the greater Atlanta region, to bolster the creation of jobs, companies and wealth.

GROWING BUSINESS Economic Performance

Municipal Actions

A total of 43,000 clean-tech jobs were added to the metro-Atlanta workforce

The completion of retrofits, recycling, and CNG conversion projects accounted for 2,000+ hours of labor hours and generated revenues to green contractors for almost $3,800,000

The Midtown Traffic Project employed 16 FT/PT green technicians for a total of 801 labor hours. The average pay rate was $21.03 per hour, and the project has a 3.3 years of payback

Indicator

1.1

1.1 , 1.2

1.1

Entity

Municipality

Indicator

1.1: Increase the size of the regional clean tech economy by 6,000 jobs by 2017 year-end

1.2: Establish Atlanta as a hub for entrepreneurship

Status

PROGRESS-EARLY MODERATE ADVANCED

Measurements & Indicators Achievements

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Growing Business 21

In April 2012, the Invest Atlanta Board of Directors allocated $8,000,000 in Westside Tax Allocation District (TAD) funding to support the Atlanta Better Buildings Challenge. The tax increment funds are used to provide grants to select Atlanta building owners for the completion of energy and water efficiency building upgrade projects.

Invest Atlanta aims to increase efficiency, attract tenants, decrease vacancy and create jobs.

As an economic development agency, Invest Atlantas funding aims to leverage building improvements to acheive their goals. To date, five buildings have received TAD funding, including the 100 Peachtree (Equitable) building in Downtown Atlanta and the English Avenue Yards building.

INVEST ATLANTA

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Vision

Stakeholders working on projects that have a positive spillover effect, collaborative planning for growth, and a network of informed communities where businesses and residents make complementary, continuous actions toward our sustainable future.

Current Situation

Industry, non-governmental organizations, and colleges and universities are making meaningful progress on educating their employees, donors and customers, and students on sustainability progress. That education needs to also happen, in tandem, at a community level.

Atlanta is a hotbed for innovation in sustainability and national subject matter expertise. Citizens and business need readily available access to this information.

An increasing number of stakeholders have established sustainability metrics in place and recorded progress. This information needs to be synthesized and made readily available to the public.

Goal

Institute sustainable development through participatory planning, learning from experiences and collaborating with a wide range of stakeholders to balance growth with environmental stewardship.

Initiatives

The Metropolis Initiative Atlanta Regional Commission - Plan 2040 Power to Change Ambassador Program Eco-district Task Force Green Communities

SUSTAINABILITY PLANNING Economic Performance

Indicator

2.1: Grow and maintain citywide eco/environmental districts and livable center initiative projects

2.2: Increase the number of business actively engaged in greening their operations year over year

2.3: Cleanup 50% of the assessed city-owned brownfield acreage that is suitable for redevelopment

Status

Measurements & Indicators

Municipal Actions

Completed the First Climate Action Plan for the City of Atlanta

Passed the Green Revolving Loan Fund Ordinance

Developed six internal new green policies

Revised the Federal Investment Partnership Program (HOME) and the Community Development Block Grant Projects (CDBG) to incentive green projects

Offered Green Grant Program for Housing Developers

Formed the Atlantas Green Infrastructure Task Force

Indicator

2.1

2.2

2.1

2.1, 2.2

2.1, 2.2

2.1, 2.2, 2.3

Entity

Municipality

Community Actions

219+ blocks revitalized through Love Your Block initiative

Launching of $1B Green Challenge joined by Georgia Tech

2.1

2.1

Entity

Community

Achievements


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Sustainability Planning 23

Indicator

Cox Enterprises is planning for a sustainable Atlanta through partnerships with suppliers, government entities and nonprofits.

The companys Supplier Sustainability Program brings together 100 vendors to share best practices around conservation, and the Cox Conserves Sustainability Survey is elevating the conversation around sustainability and small and medium-sized businesses.

The company focuses its operational programs on carbon, waste and water. As a result, its Atlanta media facility met the Atlanta Better Buildings Challenge six years early. Cox provides financial support to countless nonprofits, such as the Atlanta BeltLine, and company volunteers participate in park and river cleanups across the city.

COX ENTERPRISES

[G4-EC1] [G4-EC4]: Direct Economic Value Generated and Distributed

These metrics are related to economic revenue and distribution through operating costs, employment wages and benefits, payment to capital and government, and community investments (EC-1).

The metrics also include the financial assistance received from both the federal and state governments (EC-4)., which was extracted from the City of Atlanta Financial Report 2013. (Table 6).

ECONOMIC PERFORMANCETable 6. Direct Economic Value1

[G4-EC2]: Financial implications, risks and opportunities due to climate change

Scientists conducting research on climate change overwhelmingly agree on a global increase of temperatures, frequency and severity of floods, droughts, and forest fires. Climate model projections predict an average global temperature increase from 3 to 10 degrees Fahrenheit by 2100.18 The City of Atlanta can expect warmer temperatures with an increase of heat waves, heavy rain, and more severe and longer droughts.19

The 1998 southern heat wave and drought caused damages exceeding $6 billion, and the death of at least 200 people. In 2007, the worst drought and largest forest fire in over 100 years in Georgia caused damage estimated at over $1billion. Climate change will make these situations more common. A two-degree increase in Atlantas temperature can cause an increase in annual fatalities from the present 78 annually to anywhere between 96 and 247 per year. This situation will affect mainly lower income populations, that lack sufficient resources to insulate their homes or operate air conditioning systems.

The Atlanta flood of 2009 set a new record for the United States Geological Service (USGS), with magnitudes greater than the estimated 0.2% in 500 years. This new record surpassed the annual probability and affected 16,981 homes, 3,482 businesses, and caused the death of 10 people. The total estimated damage exceeded $193 million.20


Buckhead Atlanta, 2014

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An increase in carbon emissions can also affect the number of air quality red alerts in the Atlanta region, which could double within the next three decades if nothing is changed18. Increases in temperatures and humidity can increase the risk of mosquito-transmitted diseases such as yellow fever, dengue, and West Nile Virus, and outbreaks are expected to become more common in the southeast. Agriculture productivity in the regionm which will become more dependent on irrigation, can be affected by prolonged droughts19. Temperature increases and the severity of droughts can increase fires and insect populations, such as the pine beetle, which can affect the forest sector in southern Georgia.

Climate change can create pronounced economic loss for the City of Atlanta, as businesses and industries may decide that Atlanta does not provide a environment to sustain long term operations for their companies, nor provide a desirable quality of life for its employees18.

The Mayors Office of Sustainability is part of the Southeast Sustainability Directors Network (SSDN). The purpose of SSDN is to execute the Partnership for Resilience and Empowered Planning (PREP). PREPs goal is to provide education on community resilience planning, promote network collaboration, and develop an online Community Resilience Planning Handbook for communities across the Southeast 21. The deadline for the PREP project is March 2015.

[G4-EC7]: Development and impact of infrastructure investment and services supported

The City of Atlanta accounted for a total of 33,000 clean-tech jobs in the metro area, ranked 5th in the nation with the most Energy Star buildings in the USA, representing 63 million square feet and $52 million annual energy savings. The completion of retrofits, recycling, and compress natural gas (CNG) conversion projects accounted for 2,000+hours of labor hours and generated revenues for green contractors of about $3,800,000.

The Midtown Traffic Signal Conversion Project employed 16 fulltime and part-time green technicians for a total of 801 labor hours. The average pay rate was $21.03 per hour, and the project has a 3.3 year payback.

Mayor Kasim Reed has committed to a $150-$250 million bond offering to address the citys $900 million infrastructure backlog, which will expand to green spaces, roads, bridges, and sidewalks.

The Green Communities Program, developed by the Atlanta Regional Commission (ARC), was created to foster greater economic and environmental stewardship and to recognize local governments that invest in programs leading to a more sustainable region. Local governments earn points from 10 sustainability categories, which include the conservation

ECONOMIC PERFORMANCEIndirect Economic Impact

18 Local Warming: Consequences of Climate Change for Atlanta. http://www.eas.gatech.edu/climate/pdf/atlanta_rev.pdf19 USGS: Metropolitan Atlanta September 2009 Floods. http://pubs.usgs.gov/fs/2010/3107/ 20 Source: Peter Nierengarten, Fayetteville Sustainability & Resilience Department Director [email protected] 21 Atlanta Regional Commission. http://www.atlantaregional.com/about-us/news-press/press-releases/seven-communities-renew-commitment-to-sustainability

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of energy, water, and fuel; investments in renewable energy; reducing waste; and protecting and natural resources. The City of Atlanta was one of the seven local governments to be recognized by ARC for leadership in implementing policies and practices that contribute to efficient and sustainable use of resources 22.

[G4-EC8]: Indirect Economic Impact:

In an effort to revitalize the heart of the city, the City of Atlanta anticipates or has welcomed the following developments and redevelopments (see Figure 10)23.

The construction of a new $1.2 billion sports stadium; future home to the Atlanta Falcons. To promote equitable business opportunities during the design and construction of the new stadium, organizers agreed to develop an equal business opportunity plan that will ensure at least 31% participation by women and minority business enterprises. The project includes more than $30 million in direct investment in the immediate neighborhoods and $50 million in investment infrastructure improvement in the surrounding area.

The construction of the National Center for Civil and Human Rights Museum. Atlanta is the birthplace of the Civil Rights Movement and accordingly was selected to be the home of the National Center for Human Rights. This center will bring visitors from all over the world to honor and celebrate the history of the movement. The Center received its first visitors in June of 2014.

The College Football Hall of Fame is a $66.5 million facility that will feature approximately 30,000 square feet of exhibit space and a 45-yard indoor football field. The economic impact of this infrastructure is estimated in $12.7 million for the state and $1.7 million in sales taxes for the city and the county annually. The Hall of Fame received its first visitors in August of 2014.

Buckhead Atlanta is a six city block, 800,000 square feet retail, restaurant, and office destination with approximately 400,000 square feet of high-rise residencies.

The Ponce City Market is the largest city adaptive reuse project in the country. It includes 1.1 million square feet of a historic site with an urban center that combines 330,000 square feet of retail and restaurants, 475,000 square feet of office space, and 259 residential flats.

The Atlanta Streetcar is a new rail transportation system that provides a 2.7 mile loop of service from east to west in the downtown area, offering 12 stops along the route, and providing easy transportation access within the city. The aim is to increase urban mobility, sustainable development, and livability in the City of Atlanta.

The Atlanta Beltline combines 22 miles of pedestrian-friendly rail transit with 33 miles of multi-use trails. The Atlanta Beltline is one of the most wide-ranging urban development programs currently underway in the United States. The project supports Atlantas growth by creating an unprecedented expansion of park land and public spaces, while supporting the vital expansion of the regional transit and transportation network. The $325 million investment in land acquisition and development is expected to generate $1 billion in revenue. The Beltline received the 2013 National Smart Growth Award from the U.S. Environmental Protection Agency, and the Prix dExcellence Award from the International Real State Federation (FIABCI).

Hartsfield-Jackson Atlanta International Airport is the worlds busiest passenger airport, serving more than 95 million passengers annually with nonstop services to 160 U.S. destinations and nearly 70 international destinations in more than 45 countries. The airport is 10th in North America for cargo volume and generates $1.3 billion in economic activity.

Mayor Kasim Reed is creating opportunities for young people through the Centers of Hope initiative; 33 recreational learning centers offering structured academic programs. The centers provide snacks and hot meals to more than 1,000 vulnerable youth around the city.

22 Atlantas Emerging Developments - Economic Development Brochure 2014. http://issuu.com/jahannes/docs/economic_development_brochure2014/123 City of Atlanta Local Bidder Preference Program. http://www.atlantaga.gov/index.aspx?page=854

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Procurement Practices [G4-EC9]:

The City of Atlanta Local Bidder Preference Program (LBPP), established by the City Code of Ordinances, encourages businesses within the City to help foster the creation of employment and business opportunities, and generate additional revenue for the City 24.

Definition of Local: The LBPP program is extended outside the city limits but within the Metro area, and includes any organization or person with a physical address in the following counties (all within a 150 mile radius of the City of Atlanta):

The program applies only to Invitation to bid projects throughout the City but it does not apply to Requests for Proposals or federally funded projects.


City of Atlanta Barrow Bartow Carroll

Cherokee Clayton Cobb

Coweta DeKalb Douglas Fayette Forsyth Fulton

Gwinnett

Henry Newton

Paulding Pickens

Rockdale Spalding Walton

24 Source: Atlanta Water Reclamation Centers. http://www.cleanwateratlanta.org/consentdecree/Elements/WRC.htm

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The environmental dimension of sustainability concerns the City of Atlantas impact on living and non-living natural systems, including land, air, water and ecosystems. In GRI, the Environmental Category covers impacts related to inputs (such as energy and water) and outputs (such as emissions, effluents and waste). In addition, it covers biodiversity, transport, and product and service-related impacts, as well as environmental compliance and expenditures.

The order in which these impacts are described in the GRI-G4 guidelines is the following:

(1) Materials, (2) Energy, (3) Water, (4) Biodiversity, (5) Emissions, (6) Effluents and Waste, (7) Products and Services, (8) Compliance, (9) Transportation, (10) Overall, (11) Supplier Environmental Assessment, and (12) Environmental Grievance Mechanisms.

Materials [G4-EN1] [G4-EN2]:

This section is related to materials used for production and packaging. Citywide, the City of Atlanta does not track the amount of materials used by organizations within its city limits; however, the city does track the amount of waste generated and the recycling content see Effluents and Waste (G4-EN23).

ENVIRONMENTAL PERFORMANCE

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Vision

A city that wastes no energy and builds a resilient infrastructure through a mix of renewable energy sources.

Current Situation

Electricity used in buildings is the largest source of greenhouse gas emissions in Atlanta. Estimates for population growth in Georgia and in the Atlanta metropolitan region are a 37% increase by 2030. Production and incentives for renewable energy in our region are low. Atlanta is a leader in green-certified buildings; it is 3rd for Energy Star certified buildings in 2014. Atlanta has over 100 million square feet of commercial building space committed to energy and water efficiency improvements through the Atlanta Better Buildings Challenge.

Goal

Reduce energy use through conservation, efficiency best practices and through the deployment of renewable systems.

Initiatives

Atlanta Better Buildings Challenge

PowerWise-Georgia Interfaith Power and Light

Energy Retrofits to City Infrastructure

EFFICIENCIES & RENEWABLESEnvironmental Performance

Indicator4.1: Increase the number of residents actively completing home energy audits to 10% by 2015 year-end

4.2: Triple the renewable capacity by 2015

4.3: Reduce citywide commercial building energy consumption 20% by 2020 (as per the Atlanta Better Buildings Challenge)

Measurements & Indicators


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Energy Efficiency & Renewables 31

Status

Achievements

Community Actions3,341 residential energy efficiency participants with Georgia Power

67,000,000 sqf of commercial space were committed to the Better Buildings Challenge. $8,449,991 in electrical costs per year (66,581,238 kWh, 7,326,230 BTUs, and 26,706,627 gallons of water) were saved.

15% decrease in commercial natural gas consumption

1,286 units added to Certified Earthcraft database

2,000+ Residential energy audits completed

Indicator

4.1

4.2, 4.3

4.3

4.1

4.1

Municipal Actions

Certified 1 LEED Gold and 2 LEED Silver facilities

Restored ball field lighting at 12 city parks

All City facilities reduced electricity consumption by 11% from the 2007 baseline and 19% excluding the airport and the Department of Aviation

The Department of Watershed Management reduced their energy consumption by 17% and the General Fund Facilities (includes Parks, Recreation, Cultural Affairs, Public Works, Office of Enterprise Assets Management, Corrections, Fire, and Police) & the Civic Center by 23%*

The Airport and Department of Aviation reduced energy usage by 16% per square-foot (although total energy consumption increased by 20%+)

The Office of Enterprise Assets Management updated all the City Halls outdoor lighting by using LEDs, reducing outdoor lighting use by 75% and annual maintenance cost by $8,000 per year, saving a total of $16,000 per year in electricity bills and abated 36 tons of greenhouse gases

47% energy savings in the South parking deck and 36% saving in the North parking deck.

The total of LEED Certified facilities in the Atlanta metropolitan area increased to 385

Completion of the Airport and Watershed Lighting Retrofit projects by installing 8,400 retrofits. The estimated energy savings for the completion of retrofits, recycling infrastructure, and CNG conversions was about 57,000 MMBTUs

The SHINE (Sustainable Home Initiative in the New Economy) residential energy-efficiency rebate program saved a sum of $330,000/year in electricity bills

The Midtown Traffic project consisting of replacing 336 midtown pedestrian lights, saved the city $233,358 in 60,000 hours of usage

During the Interfaith Energy Audits project, 20 congregations were audited and 75% of the participants made energy-efficiency upgrades for a total of 1,029,047 square-feet of space, represented $161,844 annually savings in energy bills

37% of energy savings over 2009 baseline at Civic Center representing $200,000 per-year savings from conservation efforts

21.9% decrease in commercial natural gas consumption

One solar installation at the City Park

Seven white-cool roofs added to the building portfolio

Atlanta Better Buildings Challenge: 42% reduction in energy demand, $200k in cost-savings per year, 43% on GHG emissions reductions

4.3

4.3

4.3

4.3

4.3

4.3

4.3

4.3

4.3

4.3

4.3

4.1

4.3

4.3

4.1

4.3

4.2, 4.3

* compared to the 2007 baseline

Indicator

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EFFICIENCIES & RENEWABLESEnvironmental Performance

2013 City of Atlanta Energy Consumption

Total Unit Conversion Unit

Energy (Peta-joules)

Stationary Energy: Electricity - no airport (scope 2)

8,445,790,259 kWh/year 3,600,000 30.40

Stationary Energy: Natural Gas - no airport (scope 1)

163,767,966 Therms/year 105,480,400 17.27

Transportation: on-road VMT (scope 1) 275,375,853 Gallons Gasoline/year 131,760,000 36.28

Transportation MARTA (Diesel) 3,280,459 Gallons Diesel/year 146,520,000 0.48

Transportation MARTA (Electricity) 181,949,482 kWh/year 3,600,000 36.28

Transportation MARTA (Natural gas) 9,476,420 Therms/year 105,480,400 1.00

Transportation: Airport (Diesel) 442,911 Gallons Diesel/year 146,520,000 0.06

Transportation: Airport (Gasoline) 441,597 Gallons Gasoline/year 131,760,000 0.06

Transportation: Airport (Natural Gas) 1,173,040 Therms/year 105,480,400 0.12

Transportation: Airport (Electricity) 312,931,828 kWh/year 3,600,000 1.13

Total Peta-Joules 123.10

Energy Consumption [G4-EN3]:Table 7 shows City of Atlanta annual energy consumption by different sectors in 2013, which totaled 123.1 Peta-joules.

Table 7: 2013 City of Atlanta Energy Consumption

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The Georgia World Congress Center Authority is determined to be a leader in Atlantas hospitality community through its sustainability commitment. In 2014, GWCC achieved LEED Silver certification for existing buildings, becoming the worlds largest convention center to meet the stringent green building standard at 3.9 million square feet. GWCC also began the process of engaging in an energy saving performance contract which will significantly reduce energy consumption. And, to encourage employees and guests to utilize alternative transportation, the Authority installed four electric vehicle charging stations to be used free of charge.

...the worlds largest convention center to meet the stringent green building standard...

GEORGIA WORLDCONGRESS CENTER

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Vision

A city where gray water recycling and rainwater harvesting are used to reduce water demand; green infrastructure strategies like green roofs and rain gardens are commonplace; creeks and rivers are safe for fishing, swimming and boating; homes and businesses implement efficient outdoor watering practices; and sewer and water main leaks are minimized.

Current Situation

In light of tri-state water conflicts, theres uncertainty over how much the Chattahoochee River will be able to meet future water supply needs.

Atlanta has the third highest water/sewer rates of any major municipality. Atlantas older housing stock is comprised of homes and apartments that are in need of plumbing retrofits.

The City faces increasingly stringent water quality and water conservation regulations from the U.S. EPA, Georgia Environmental Protection Division and the Metropolitan North Georgia Water Planning District.

The City carries a heavy debt burden to pay for water infrastructure improvement programs, which results in Atlanta having some of the highest water/sewer rates of any major municipality in the country.

Goal

Increase watershed protection and conservation practices so that all Atlantans have access to a sufficient supply of clean, healthy water.

Initiatives

Department of Watershed Management- Care & Conserve My Drop Counts

Stormwater Control and Stream Restoration Projects

Community Rainwater Harvesting Workshops

WATER MANAGEMENTEnvironmental Performance

Indicator

5.1: Assess and track 20% of perennial streams annually

5.2: Reduce stormwater runoff by 6.4M gallons annually per 1-inch storm

5.3: Achieve a 20% reduction per capita citywide water consumption by 2020

StatusMeasurements & Indicators

Municipal Actions50 Million gallons of water savings per year through the WaterSense efficiency program

Passed the Rainwater Harvesting Ordinance

Revised and passed the Post-Development Stormwater Management Ordinance

Indicator

5.3

5.2

5.2

Entity

Municipality

Community Actions

Winning vote to extend sales tax for sewer system retrofits

10+ rainwater harvesting systems installed by Park Pride

3,000 gallons harvested in cisterns to irrigate Midtown landscapes

Installed the 1st residential potable rainwater harvesting system

The Atlanta Better Buildings Challenge saved 26,706,627 gallons/year

4,874 rain barrels distributed by Chattahoochee River Keeper (avoiding 3.4million gallons of water runoffs per year)

Indicator

5.3

5.2

5.2, 5.3

5.2

5.3

5.2

Entity

Community

Achievements


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Water Management 35

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Figure 11. Total water consumed (2011-2013) source: City of Atlanta Department of Watershed Management

Figure 12: Total water consumption by sectors (2011-2013) source: City of Atlanta Department of Watershed Management

[G4-EN8]: Total Water Withdrawal by Source

The Georgia Environmental Protection Division licenses the City of Atlanta to withdraw water from the Chattahoochee River up to 180 million gallons per day (MGD) 25. The average withdrawal from 2010 to 2013 was around 84 MGD.

Figure 11 shows the City of Atlanta total water consumption from 2011 to 2013. Figure 12 and Figure 13 shows the water consumption by sector in MGDs and in percentage. Figure 14 shows the water consumption per capita for the residential sector.

Figure 13: Percentage of water consumption by sectors (2011-2013) source: City of Atlanta Department of Watershed Management

Figure 14: Water usage per capita residential (2011-2013) source: City of Atlanta Department of Watershed Management


25 City of Atlanta Department of Watershed Management (DWM): http://www.atlantawatershed.org

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[G4-EN9]: Water Sources Significantly Affected by Withdrawal

The Tri-State Water Litigation is a water use conflict between the states of Georgia, Alabama, and Florida over the use of water for consumption from Lake Lanier; a man-made reservoir fed by the Chattahoochee River. Lake Lanier provides water flow to the states of Alabama, Florida, and Georgia. In 1988, the U.S. Army Corps of Engineers recommended that water stored in Lake Lanier for hydropower energy could be used for Georgias general water consumption. Alabama filed suit in 1990 to prevent the Corps from entering into agreement with Georgia, and Florida joined the suit.

In 1992, the three states entered into an agreement to support a comprehensive study about the allocation of water. Unfortunately, the agreement proved unsuccessful and Alabama and Florida resumed the lawsuit.

A decision of the U.S. District Court in 2009 prohibited Metropolitan Atlanta from extracting water from Lake Lanier. Georgia appealed the decision and in 2011 the Eleventh Circuit of Appeals reversed the 2009 District decision and confirmed the U.S. Corp of Engineers authority to regulate Lake Laniers use of water for the Atlanta region. The Corps responded in June 2012 with plans to further analyze and evaluate proposals from the three states.

Water Conservation Programs in Metro Atlanta:

The Metropolitan North Georgia Water Planning District was created in 2001 based on the need to regulate the use of water in the region. Its first series of plans were adopted in 2003. Updates of these plans were adopted in May of 2009 and include 19 water conservation measures as follows21:


introduction

General disclosures






Gri index

appendex

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Water Management 35

26 CleanwaterAtlanta. http://www.cleanwateratlanta.org/Wastewater/ 27 US Forest Service. Nations Urban Forest Losing Ground. http:// http://www.nrs.fs.fed.us/news/release/urban-forests-lose-ground

Implement conservation pricing

Implement a program to replace older, inefficient toilets

Educate food services on retrofitting with low-flow pre-rinse spray valves

Require rain sensor shut-off switches on new irrigation systems

Require sub-unit meters in new multi-family buildings

Assess water loss annually and implement program to reduce water system leakage

Provide residential water audit information to residential customers

Distribute low-flow retrofit kits to residential customers

Provide commercial water audits; target high water users

Implement education and public awareness plan

Install High Efficiency Toilets and Urinals in government buildings

Require new car washes to recycle water

Expedited Water Loss Reduction

Family HET Rebates

Point of Use Leak Detection Meters

Private Fire Line Meters

Dedicated Water Conservation Programs

Water Waste Policy

High Efficiency Plumbing Fixtures

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Statewide Water Planning:

The Georgia 2004 State Drought Management Plan and the accompanying Rules for Outdoor Water Use were adopted by the Georgia Board of Natural Resources in order to decrease water use by at least 10 percent every month of 2008 (as compared with the prior year) via outdoor watering restrictions and other restrictive measures.

The Georgias Comprehensive Statewide Water Management Plan was adopted by the Georgia General Assembly in early 2008. A key component to the Plan is the Water Conservation Implementation Plan (WCIP), which provides guidance and goals for each water use sector in Georgia including industry, farmers, and homeowners.

The General Assembly passed the Georgia Water Stewardship Act in 2010. It mandates water-efficient fixtures statewide, limits outdoor watering, and sets standards for reducing system leaks.

[G4-EN10]: Percentage and Total Volume of Water Recycled and Reused

The City of Atlanta Department of Watershed Management (DWM) 26

operates the Citys wastewater collection, conveyance, and water treatment system, which consist of approximately 2,000 miles of sanitary and combined sewers, six combined sewers overflow treatment plants, four water reclamation centers, and sixteen pump stations. The water reclamation centers treat more than 170 million gallons of wastewater per day. The high quality water is discharged into the Chattahoochee River.27

The Department of Watershed Management has recently updated the Post-Development Stormwater Management Ordinance to promote the use of Green Infrastructure on new and redevelopment projects in the city. Green Infrastructure uses natural hydrologic features to manage water and provide environmental and community benefits. On development sites, Green Infrastructure includes engineered practices that are designed to mimic natural hydrology by infiltrating stormwater runoff into the ground, evapotranspiration (uptake of water by plants) in landscaped areas, or capturing and reusing the runoff through rainwater harvesting techniques.

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Vision

That Atlantas landscape is enriched by parks, gardens and public use spaces; that walkability is realized along with housing and recreation choices that fit the needs of varied family demographics; and that brownfield sites are redeveloped to become functional.

Current Situation

While Atlanta is known for being a city in the forest, our tree canopy has declined in recent years, largely from natural attrition and development.

Infill development strategies are needed to reduce suburban sprawl, along with land use coordination underway that is focused on accessibility to public transit, trails and bike lanes.

Atlantas growth has caused many secondary problems related to pollution, congestion, quality of life, and motor vehicle use.

Goal

Develop land use policies and programs designed to protect green-space, sustain our tree canopy, bring brownfields

atlanta gri sustainability report

Documents