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HomeMy WebLinkAboutTC Agd Pkt 2022-06-15 TOWN OF TIBURON Tiburon Town Hall 1505 Tiburon Boulevard Tiburon, CA 94920 Tiburon Town Council June 15, 2022 Special Meeting – 4:30 P.M. Regular Meeting - 5:00 P.M. TIBURON TOWN COUNCIL AGENDA CORONAVIRUS (COVID-19) ADVISORY NOTICE Consistent with Government Code section 54953(e), the Town Council meeting will not be physically open to the public and all Council Members will be teleconferencing into the meeting. To maximize public safety while still maintaining transparency and public access, members of the public can access the meeting by following the meeting live at: Audio/Video Webinar: https://us06web.zoom.us/j/88182731877 Webinar ID: 881 8273 1877 Call-in Number: +1 669 900 6833 Access Code: 881 8273 1877 Instructions for providing public comment live during the meeting using Zoom are linked on the Town’s website and to this agenda. Members of the public may provide public comment by sending comments to the Town Clerk by email at comments@townoftiburon.org. Comments received prior to the start of the Council meeting will be distributed electronically to the Town Council and posted on the Town’s website. Comments received after the start time of the Council meeting, but prior to the close of public comment period for an item, will then be read into the record, with a maximum allowance of 3 minutes per individual comment, subject to the Mayor’s discretion. All comments read into the record should be a maximum of 500 words, which corresponds to approximately 3 minutes of speaking time. If a comment is received after the agenda item is heard but before the close of the meeting, the comment will still be included as a part of the record of the meeting but will not be read into the record. Any member of the public who needs accommodations should email or call the Town Clerk who will use their best efforts to provide reasonable accommodations to provide as much accessibility as possible while also maintaining public safety in accordance with the Town’s procedure for resolving reasonable accommodation requests. All reasonable accommodations offered will be listed on the Town’s website at www.townoftiburon.org. SPECIAL MEETING – 4:30 P.M. CALL TO ORDER AND ROLL CALL Councilmember Fredericks, Councilmember Griffin, Councilmember Thier, Vice Mayor Ryan, Mayor Welner CLOSED SESSION 1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(d)(1)) Name of Case: Tiburon Open Space Committee, et.al. v. County of Marin, Marin County Superior Court Case No. CIV1704069 2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Initiation of litigation pursuant to Government Code Section 54956.9(d)(4): (One potential case) 3. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Government Code Section 54956.9: (One potential case) Claim filed by Clay Salzman on June 8, 2022 on file with the Town Clerk’s office ADJOURNMENT – to regular meeting REGULAR MEETING – 5:00 P.M. CALL TO ORDER AND ROLL CALL Councilmember Fredericks, Councilmember Griffin, Councilmember Thier, Vice Mayor Ryan, Mayor Welner ORAL COMMUNICATIONS Persons wishing to address the Town Council on subjects not on the agenda may do so at this time. Please note however, that the Town Council is not able to undertake extended discussion or action on items not on the agenda. Matters requiring action will be referred to the appropriate Commission, Board, Committee or staff for consideration or placed on a future Town Council meeting agenda. Please limit your comments to three (3) minutes. ANNOUNCEMENT OF ACTION TAKEN IN CLOSED, SESSION IF ANY CONSENT CALENDAR All items on the Consent Calendar may be approved by one motion of the Town Council unless a request is made by a member of the Town Council, public or staff to remove an item for separate discussion and consideration. If you wish to speak on a Consent Calendar item, please seek recognition by the Mayor and do so at this time. CC-1. Town Council Minutes – Adopt minutes for May 24, 2022 Town Council special meeting (Department of Administrative Services) CC-2. Town Council Minutes – Adopt minutes for June 1, 2022 Town Council special and regular meetings (Department of Administrative Services) CC-3. Teleconference Meetings – Adopt resolution that would allow the Town to continue to operate virtual board meetings in accordance with AB 361 (Department of Administrative Services) CC-4. Fiscal Year 2022-23 Municipal Budget and Capital Improvement Program – Adopt resolutions that would: a) approve the FY 2022-23 Municipal Budget and Capital Improvement Program; approve the Gann limit appropriations limit for FY 2022-23; c) amend management and unrepresented employee recognition and incentive compensation programs for FY 2022-23 (Department of Administrative Services) CC-5. November 8, 2022 General Municipal Election – Adopt resolutions a) calling a general municipal election on November 8, 2022; b) requesting consolidation of election services with the County of Marin; and c) providing that the cost of printing the candidate statements shall be borne by the candidate (Department of Administrative Services) PRESENTATIONS P-1. Broadband Strategic Plan – Receive presentation from Magellan Advisors on the Town’s Broadband Strategic Plan and provide direction to staff (Office of the Town Manager) P-2. Climate Action Plan – Receive presentation on the Town’s updated Climate Action Plan and provide direction on any desired updates prior to adoption (Community Development Department) DISCUSSION ITEMS DI-1. General Plan Housing Element – Provide feedback on adding site at 1100-1120 Mar West Street to Housing Opportunity site inventory (Community Development Department) PUBLIC HEARINGS PH-1. Tiburon Tourism Business Improvement District (TTBID) – Conduct Public Hearing to: a) consider any protests to continue TTBID assessments as set forth in Resolution No. 18-2022; b) consider adoption of a resolution to continue TTBID assessments as set forth in Resolution No. 18-2022 (Office of the Town Manager) PH-2. Cypress Hollow Landscape and Lighting District (LLD) – Conduct Public Hearing and consider adoption of a resolution that would confirm the assessments and order the levy and collection of assessments within the district for FY 2022-23 (Department of Public Works) TOWN COUNCIL REPORTS TOWN MANAGER REPORT ADJOURNMENT GENERAL PUBLIC INFORMATION ASSISTANCE FOR PEOPLE WITH DISABILITIES In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (415) 435-7377. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting. AVAILABILITY OF INFORMATION Copies of all agenda reports and supporting data are available for viewing and inspection at Town Hall and at the Belvedere-Tiburon Library located adjacent to Town Hall. Agendas and minutes are posted on the Town’s website, www.townoftiburon.org. Upon request, the Town will provide written agenda materials in appropriate alternative formats, or disability-related modification or accommodation, including auxiliary aids or services, to enable individuals with disabilities to participate in public meetings. Please send a written request, including your name, mailing address, phone number and brief description of the requested materials and preferred alternative format or auxiliary aid or service at least 5 days before the meeting. Requests should be sent to the Office of the Town Clerk at the above address. PUBLIC HEARINGS Public Hearings provide the general public and interested parties an opportunity to provide testimony on these items. If you challenge any proposed action(s) in court, you may be limited to raising only those issues you or someone else raised at the Public Hearing(s) described later in this agenda, or in written correspondence delivered to the Town Council at, or prior to, the Public Hearing(s). TIMING OF ITEMS ON AGENDA While the Town Council attempts to hear all items in order as stated on the agenda, it reserves the right to take items out of order. No set times are assigned to items appearing on the Town Council agenda. DR A F T Page 1 of 2 Tiburon Town Council Minutes #14-2022 DRAFT May 24, 2022 TOWN COUNCIL SPECIAL MEETING DRAFT MINUTES Consistent with Government Code section 54953(e), councilmembers attended this meeting by teleconference. Members of the public were invited to participate in the meeting by live-streaming the meeting on the Town’s website and submitting comments to comments@townoftiburon.org to be included in the public record for the meeting. SPECIAL MEETING – 9:00 A.M. Mayor Welner called the regular meeting of the Tiburon Town Council to order at 9:00 a.m. on Tuesday, May 24, 2022. CALL TO ORDER AND ROLL CALL PRESENT: COUNCILMEMBERS: Fredericks, Griffin, Ryan, Their (at 9:10 a.m.), Welner ABSENT: COUNCILMEMBERS: None PRESENT: EX OFFICIO: Town Manager Chanis, Superintendent of Public Works Kerslake, Associate Engineer Eshoo, Town Clerk Stefani ORAL COMMUNICATIONS There were none. DISCUSSION ITEMS DI-1. Capital Improvement Program – Review upcoming capital projects and the draft FY 2022-23 Capital Improvement Program No action taken. D-2.American Rescue Plan – Receive funding update on use of ARP funds The Council discussed potentially using the funds for the acquisition the of Richardson Bay Sanitation District ponds, emergency preparedness, to replace the Town Hall HVAC system, broadband, or to study sea level rise. The Council agreed to agendize a deeper discussion on the matter in the fall. ADJOURNMENT CC-1 DR A F T Page 2 of 2 Tiburon Town Council Minutes #14-2022 DRAFT May 24, 2022 There being no further business before the Town Council of the Town of Tiburon, Mayor Welner adjourned the meeting at 11:10 a.m. JON WELNER, MAYOR TOWN OF TIBURON ATTEST: LEA STEFANI, TOWN CLERK DR A F T Page 1 of 5 Tiburon Town Council Minutes #15-2022 DRAFT June 1, 2022 TOWN COUNCIL SPECIAL & REGULAR MEETING DRAFT MINUTES Consistent with Government Code section 54953(e), councilmembers attended this meeting by teleconference. Members of the public were invited to participate in the meeting by live-streaming the meeting on the Town’s website and submitting comments to comments@townoftiburon.org to be included in the public record for the meeting. SPECIAL MEETING – 4:00 P.M. Mayor Welner called the special meeting of the Tiburon Town Council to order at 4:00 p.m. on Wednesday, June 1, 2022. CALL TO ORDER AND ROLL CALL PRESENT: COUNCILMEMBERS: Fredericks, Griffin, Ryan, Thier, Welner ABSENT: COUNCILMEMBERS: None PRESENT: EX OFFICIO: Town Manager Chanis, Town Attorney Stock, Town Clerk Stefani CLOSED SESSION 1.CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATIONSignificant exposure to litigation pursuant to paragraph (2) of subdivision (d) ofGovernment Code Section 54956.9: (One potential case) Claim filed by Honeybadger Acquisitions LLC on March 23, 2022 on file with the Town Clerk’s office 2.CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION(Pursuant to Government Code section 54956.9(d)(1)) Name of case: Tiburon Open Space Committee, et. al. v. County of Marin, Marin County Superior Court Case No. CIV1704069 3.CONFERENCE WITH REAL PROPERTY NEGOTIATORS(Pursuant to Government Code section 54956.8) Property: 22 Marsh Road Agency Negotiators: Town AttorneyNegotiating Parties: Town of TiburonUnder negotiation: Price and terms for possible property acquisition ADJOURNMENT – to regular meeting REGULAR MEETING – 5:00 P.M. CC-2 DR A F T Page 2 of 5 Tiburon Town Council Minutes #15-2022 DRAFT June 1, 2022 Vice Mayor Ryan called the regular meeting of the Tiburon Town Council to order at 5:00 p.m. on Wednesday, June 1, 2022 CALL TO ORDER AND ROLL CALL PRESENT: COUNCILMEMBERS: Fredericks, Griffin, Ryan, Thier, Welner (at 5:45) ABSENT: COUNCILMEMBERS: None PRESENT: EX OFFICIO: Town Manager Chanis, Town Attorney Stock, Director of Administrative Services Creekmore, Accounting and Finance Manager Bassett, Superintendent of Public Works Kerslake, Associate Engineer Eshoo, Town Clerk Stefani ANNOUNCEMENT OF ACTION TAKEN IN CLOSED SESSION, IF ANY ORAL COMMUNICATIONS Isaac Nikfar spoke in support of installing beach volleyball courts at South Knoll Park and requested the project be added to an upcoming Town Council agenda. Matt Hart spoke in support of beach volleyball courts and requested the item be added to the next budget. Julie Jacobs requested the Council reconsider planning for all new housing units to be in the downtown area. Carolyn Losee recommended the additional housing allocation be located closer to the freeway and asked the Council to consider allowing taxi or rideshare boats. Molly asked the Council to delay making additional housing allocation decisions to give the community more time to consider alternative options to downtown. CONSENT CALENDAR CC-1. Town Council Minutes – Adopt minutes for May 4, 2022 regular Town Council meeting (Department of Administrative Services) CC-2. Town Council Minutes – Adopt minutes for May 11, 2022 special Town Council meeting (Department of Administrative Services) CC-3. Town Council Minutes – Adopt minutes for May 18, 2022 regular Town Council meeting (Department of Administrative Services) DR A F T Page 3 of 5 Tiburon Town Council Minutes #15-2022 DRAFT June 1, 2022 CC-4. Special Vacancy on Town Boards and Commissions – Announce special vacancy on the Belvedere-Tiburon Joint Disaster Advisory Council (Department of Administrative Services) CC-5. Pending Vacancy on Town Boards and Commissions – Announce pending vacancy on the Belvedere-Tiburon Library Agency Board of Trustees (Department of Administrative Services) CC-6. Cypress Hollow Landscape and Lighting District (LLD) – Adopt resolution approving the Annual Engineer’s Report, declaring intent to levy and collect assessments within the Cypress Hollow LLD, and setting time and place for Public Hearing (Department of Public Works) CC-7. Tiburon Tourism Business Improvement District – Adopt Resolution of Intention to levy assessments for Fiscal Year 2022-2023 (Office of the Town Manager) MOTION: To adopt Consent Calendar Items No. 1-7, as written. Moved: Thier, seconded by Fredericks VOTE: AYES: Fredericks, Griffin, Ryan, Thier ABSENT: Welner ACTION ITEMS AI-2. Pride Month – Consider adoption of a resolution that would declare June 2022 Pride Month and authorize the Rainbow Pride Flag to be flown on flagpoles at Town facilities (Office of the Town Manager) [TAKEN OUT OF ORDER] MOTION: To adopt the resolution. Moved: Thier, seconded by Fredericks VOTE: AYES: Fredericks, Griffin, Ryan, Thier ABSENT: Welner AI-3. Position Letters – Consider approval of four position letters to the State legislature and consider authorization of the Mayor to sign the letters on behalf of the Council (Office of the Town Manager) [TAKEN OUT OF ORDER] MOTION: To approve the four position letters, as amended, and authorize the Mayor to sign the letters on behalf of the Town Council. Moved: Griffin, seconded by Fredericks VOTE: AYES: Fredericks, Griffin, Ryan, Their ABSENT: Welner AI-1. 730 Hawthorne Drive – Consider approval of an acquisition and easement agreement for 730 Hawthorne Drive related to the Hawthorne Utility Undergrounding District and authorize the Town Manager to execute the agreement (Department of Public Works) [TAKEN OUT OF ORDER] DR A F T Page 4 of 5 Tiburon Town Council Minutes #15-2022 DRAFT June 1, 2022 MOTION: To approve the agreement and authorize the Town Manager to sign the agreement. Moved: Their, seconded by Griffin VOTE: AYES: Fredericks, Griffin, Their ABSENT: Welner RECUSED: Ryan PUBLIC HEARINGS PH-1. 2022-23 Municipal Budget and Capital Improvement Program – Introduction of Fiscal Year 2022-23 Municipal Budget and Capital Improvement Program (Office of the Town Manager/Department of Administrative Services) Item continued to June 15, 2022 for final adoption. DISCUSSION ITEMS DI-1. Town Website – Receive report on and discuss updates to the Town’s website (Department of Administrative Services) Public comment was received by: • Deirdre McCrohan, who asked that the font size not be reduced and that the text colors on the website remain high contrast for better visibility. No action taken. TOWN COUNCIL REPORTS Councilmember Fredericks referenced her written Transportation Authority of Marin and the MCCMC Legislative Committee reports submitted to the Council in advance of the meeting. TOWN MANAGER REPORT Town Manager Chanis said the July 6 Town Council meeting would be cancelled, and the July 20 Town Council meeting would likely be cancelled too. Chanis also reported the single use food ware ordinance the Council requested would be delayed to August to allow the Town to get a draft ordinance from the County of Marin. ADJOURNMENT There being no further business before the Town Council of the Town of Tiburon, Mayor Welner adjourned the meeting at 7:30 p.m. DR A F T Page 5 of 5 Tiburon Town Council Minutes #15-2022 DRAFT June 1, 2022 JON WELNER, MAYOR TOWN OF TIBURON ATTEST: LEA STEFANI, TOWN CLERK TOWN OF TIBURON PAGE 1 OF 2 STAFF REPORT To: Mayor and Members of the Town Council From: Department of Administrative Services Subject: AB 361 Teleconference Meetings Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY In accordance with Government Code Section 54953, the Council will consider adoption of a resolution that would allow the Town to continue to operate virtual board meetings for the next 30 days. RECOMMENDED ACTION(S) 1. Adopt the attached resolution (Exhibit 1). BACKGROUND In September 2021, the Ralph M. Brown Act (Brown Act) was amended by Assembly Bill 361 to allow fully virtual board meetings during a state of emergency. AB 361 amends Government Code section 54953 to allow virtual board meetings through January 1, 2024 in any of the following circumstances: 1. The legislative body holds a meeting during a proclaimed state of emergency and state or local officials have imposed or recommended measures to promote social distancing. 2. The legislative body holds a meeting during a proclaimed state of emergency for the purpose of determining, by majority vote, whether as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees. 3. The legislative body holds a meeting during a proclaimed state of emergency and has determined, by majority vote, that, as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees. To continue to hold virtual meetings while California’s state of emergency remains active, the body must make findings every 30 days that: 1) the body has reconsidered the circumstances of the state of emergency and 2) that the state of emergency continues to directly impact the ability of the members to meet safely in person or state and state or local officials continue to impose or recommend measures to promote social distancing. TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: CC-3 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 2 The attached resolution (Exhibit 1) makes the required findings to allow the Town Council and Council appointed boards and commissions to continue to operate virtual meetings for the next 30 days. ANALYSIS No further analysis provided. FINANCIAL IMPACT Staff anticipates no direct fiscal impact to the Town. CLIMATE IMPACT Staff has determined this action will have no direct climate impact to Tiburon. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). RECOMMENDATION Staff recommends that the Town Council adopt the attached resolution (Exhibit 1). Exhibit(s): 1. DRAFT Resolution Prepared By: Lea Stefani, Town Clerk EXHIBIT 1 Page 1 of 3 Town Council Resolution No. XX-2022 DRAFT 6/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON AND ON BEHALF OF COMMISSIONS AND COMMITTEES CREATED BY THE TOWN COUNCIL PURSUANT TO CALIFORNIA GOVERNMENT CODE SECTION 54952(b) AUTHORIZING TELECONFERENCE MEETINGS IN COMPLIANCE WITH AB 361 (GOVERNMENT CODE SECTION 54953(e)) TO CONTINUE TO ALLOW MEMBERS OF THE PUBLIC TO SAFELY PARTICIPATE IN LOCAL GOVERNMENT MEETINGS WHEREAS, the Town Council is committed to ensuring public access to observe and participate in local government meetings; and WHEREAS, all meetings of the Town Council and other legislative bodies created pursuant to Government Code Section 54952(b) are open and public, as required by the Ralph M. Brown Act, so that any member of the public may participate in local government meetings; and WHEREAS, the recently adopted AB 361, codified at Government Code section 54953(e), makes provisions for remote teleconferencing participation in local government meetings, without compliance with the requirements of 54953(b)(3), during a Governor- proclaimed state of emergency and if the local legislative body determines, by majority vote, that as a result of the emergency, meeting in person would present imminent risks to the health or safety of attendees, and WHEREAS, on March 4, 2020, Governor Newsom proclaimed a State of Emergency due to the outbreak of respiratory illness due to a novel coronavirus (now known as COVID-19) and that State of Emergency is still in effect in the State of California; and WHEREAS, on March 3, 2020, Marin County declared a local emergency due to the COVID-19; and WHEREAS, on March 16, 2020, the Town Manager proclaimed the existence of a local state of emergency within the Town, pursuant to Section 21-6 of the Tiburon Municipal Code and Section 8625 of the California Emergency Services Act in response to the COVID-19 pandemic, which was ratified by the Town Council on March 18, 2020; and WHEREAS, COVID-19 continues to threaten the health and lives of Town residents; and WHEREAS, the SARS-CoV-2 Delta Variant (Delta Variant) and SARS-CoV-2 Omicron Variant (Omicron Variant) are highly transmissible in indoor settings; and WHEREAS, on July 28, 2021, the California Department of Public Health issued guidance calling for the use of face coverings and stating that the Delta Variant is two times as contagious as early COVID-19 variants, leading to increasing infections, the Delta Variant accounts for over 80% of cases sequenced, and cases and hospitalizations of COVID-19 are rising throughout the state; and Page 2 of 3 Town Council Resolution No. XX-2022 DRAFT 6/15/2022 WHEREAS, on January 5, 2022, the California Department of Public Health issued guidance again requiring universal masking indoors and stating that the Omicron Variant is more contagious than early COVID-19 variants and the Delta Variant, and has increased the seven-day average case rate more than sixfold and doubled COVID-19 hospitalization rates; and WHEREAS, the Delta and Omicron Variants have caused, and will continue to cause, conditions of imminent peril to the health safety of persons within the Town; an WHEREAS, the Town Council, acting as a legislative body pursuant to Government Code section 54952(a) and for the benefit of the commissions, committees and other bodies that were created by the Town Council pursuant to Government Code section 54952(b) (collectively referred to as “Legislative Bodies”), finds that the current conditions meet the circumstances set forth in Government Code section 54953(e)(3) to allow Legislative Bodies to continue to use teleconferencing to hold open and public meetings if the Legislative Bodies comply with the requirements set forth in Government Code section 54953(e)(2) to ensure the public can safely participate in and observe local government meetings. NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Tiburon that the Town Council does hereby: 1. Find that Current Conditions Authorize Teleconference Public Meetings of Legislative Bodies. Based on the California Governor’s continued declaration of a State of Emergency and current conditions, the Town Council finds that meeting in person would present imminent risks to the health or safety of attendees, such that the conditions continue to exist pursuant to Government Code section 54953(e)(3) to allow Legislative Bodies to use teleconferencing to hold public meetings in accordance with Government Code section 54953(e)(2) to ensure members of the public have continued access to safely observe and participate in local government meetings. 2. Authorize Legislative Bodies to Conduct Teleconference Meetings. The Legislative Bodies are hereby authorized to take all actions necessary to carry out the intent and purpose of this Resolution, including conducting open and public meetings in accordance with Government Code section 54953(e)(2) and other applicable provisions of the Brown Act. PASSED AND ADOPTED at a regular meeting of the Town Council on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NAYS: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: __________________________ JON WELNER, MAYOR TOWN OF TIBURON Page 3 of 3 Town Council Resolution No. XX-2022 DRAFT 6/15/2022 ATTEST: ____________________________ LEA STEFANI, TOWN CLERK TOWN OF TIBURON PAGE 1 OF 5 STAFF REPORT To: Mayor and Members of the Town Council From: Department of Administrative Services Subject: Consideration of Resolutions (4) Related To The Adoption Of The Fiscal Year 2022-23 Town of Tiburon Municipal Budget. Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY As part of the annual budget adoption process, Council is being asked to approve four resolutions. RECOMMENDED ACTION(S) Staff recommends that the Town Council: 1. Adopt and authorize the Mayor to sign, the attached resolution (Exhibit 1) approving the Municipal Budget Plan for the Town of Tiburon for the Fiscal Year Ending June 30, 2023. 2. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 2) establishing the Appropriations Limit for Fiscal Year 2022-23. 3. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 3) amending the Mid-Management and Unrepresented Employees Recognition and Incentive Compensation Program for Fiscal Year 2022-23. 4. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 4) amending the Management Recognition and Incentive Compensation Program for Fiscal Year 2022-23. BACKGROUND At the regular meeting of June 1, 2022, the Town Council received a presentation and held a Public Hearing on the Preliminary Municipal Budget (Proposed Budget) for Fiscal Year 2022-23. The Proposed Budget included an operating surplus of $50,783. At the conclusion of the Public Hearing, staff was directed to return to Council on June 15 for adoption of the proposed Fiscal year 2022-23 budget and associated Resolutions. ANALYSIS Today, Council is being asked to approve four Resolutions associated with adopting the Fiscal Year 2022-2023 Municipal Budget. The Resolutions are as follows: TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: CC-4 Town Council Meeting June 15, 2022 TOWN OF TIBURON Page 2 of 5 A Resolution of the Town Council of the Town of Tiburon adopting a Municipal Budget Plan for the Town of Tiburon for the Fiscal Year ending June 30, 2023 (Exhibit 1) Incorporating the modifications approved by Council at the June 1 meeting, the final Proposed Budget contains $22,918,358 in total appropriations, including: $15,234,412 in Operating Expenditures, $514,825 in Capital and IT Outlay, $5,331,500 in Capital Improvements, and $1,837,621 in Debt Service. The Proposed Budget also includes $15,285,195 in Operating Revenue, resulting in an Operating Budget projected to produce a $50,783 surplus from operations. A Resolution of The Town Council of The Town of Tiburon establishing an Appropriation Limit for Fiscal Year 2022-23 pursuant to Article Xiii B. of the Constitution of the State of California (Exhibit 2) Proposition 4, approved by California voters in November 1979, established and defined annual expenditure appropriation limits on all government entities, commonly referred to as Gann limits. Proposition 4 became effective in Fiscal Year 1980-81; however, the calculations to determine the annual limit are carried from a Fiscal Year 1978-79 base. Proposition 4 was modified in 1990 with the passage of Proposition 111, which slightly changes the annual adjustment factors, further identification of the types of expenditures which are excluded from the limit, and provisions for the exclusion of emergency expenditures from the limit. Implementation legislation provides that the Town Council shall, at a regularly scheduled meeting, establish by resolution the amount of appropriation subject to limitation. The State is to be provided with informational forms with the filing of the Annual Statement of Financial Transactions no later than ninety days after the start of the fiscal year. The appropriations limit is the calculated dollar amount which limits the Town’s ability to receive and expend proceeds of taxes. Such revenues include: Property Taxes, ERAF rebates, Sales Taxes, Real Property Transfer Taxes, Transient Occupancy Taxes, Business License Taxes, State Motor Vehicle Fees, Off-Highway Taxes, certain rental income, other revenues and rebates, a share of Investment Earnings, and transfer of funds from other funds into reserves of the General Fund. The limit is calculated by adjusting the previously adopted limit by factors which include: (1) the State of California Per Capita Income Growth, and (2) the Town’s Population Growth. Both these figures are provided by the State Department of Finance. The limit is further adjusted if cities bear the costs of legislated fees for the transfer of responsibility. The County, through SB 2335, established fees for the collection of property taxes, which are not subject to the limit. The calculation for the Town of Tiburon’s Appropriations Limitation for FY 2022-23 is illustrated below: Town Council Meeting June 15, 2022 TOWN OF TIBURON Page 3 of 5 Gann Limit Calculation – FY 2022-23 Amount 1. Previously established limit, July 1, 2021 $11,191,117 2. Adjustment Factors Per capital personal income 7.55% Population growth -1.20% 3. Multiplier, for adjustment to limit (1.0755 x 1.0120) 1.06259 4. Annual Adjustment Amount (1) x (3) $700,497 5. Add: legislated pass-through fees County property tax collection $68,250 6. Revised limit, July 1, 2022 $11,959,864 Once the Appropriations Limitation has been determined for the upcoming fiscal year, Staff must then determine the amount of revenues that the Town expects to receive that are subject to the limit. The table below illustrates revenues that are subject to the Gann Limit. 2022-23 Appropriations Subject to Gann Limit Amount A. Proceeds of Taxes $ 9,749,292 B. Exclusions -0- C. Appropriations subject to Limitation $ 9,749,292 D. Current Year Limit (from above) $11,949,864 E. Over (Under) Gann Limit ($2,210,572) F. Percent Over (Under) Limit (22.67%) Any additional revenues received during FY 2022-23 that are considered “proceeds of taxes” will reduce the amount the Town is currently under the Gann Limit. Town Council Meeting June 15, 2022 TOWN OF TIBURON Page 4 of 5 A Resolution of the Town Council of the Town of Tiburon repealing Resolution No. 31-2021 and adopting an amended Mid-Management and Unrepresented Employees Recognition and Incentive Compensation Program for Fiscal Year 2022-23 (Exhibit 3) Annually, the Town Council adopts a resolution restating the employee recognition and incentive compensation program for the Town’s Mid-Management and Unrepresented employees. (The Program). The resolution provides for a one-year compensation schedule for employees covered under The Program. It is proposed that in FY 2022-23 all Unrepresented Mid-Management employees receive a cost-of-living increase of 3.0%. Equity adjustments are made every two years according to the Town’s Administrative Policy for setting salary ranges for Mid-Management and Unrepresented employees. No equity adjustments are proposed for FY 2022-23. The Program includes new salary ranges for the positions of Administration Assistant II, HR & Accounting Technician, Public Works Division Manager – Engineering/Town Engineer, Public Works Division Manager - Operations and Police Captain. The Administration Assistant II salary range is proposed as a new classification with a salary 5% greater than the Administrative Administration Assistant I position (formerly Administration Assistant). The new classification is presented to reflect the expanded duties currently performed by the existing Administration Assistant, including responsibilities related to managing the Town’s business license program, accounting responsibilities, and acting liaison to the Heritage and Arts Commission, among other responsibilities not typically performed in the Administration Assistant I classification. During the presentation of the FY 2022-23 budget, staff proposed elevating the HR & Accounting Technician position from a part-time 30 hour per week position to a full-time, benefited position as a result of the current Finance & Accounting Manager’s reduced 35-hour work week schedule. The salary range presented for the HR & Accounting Technician position is equivalent to the hourly rate adopted in previous years’ resolutions. Staff also proposed a restructuring of the Public Works Department at the June 1 budget presentation to eliminate the Town Engineer/Director of Public Works position and introduced division managers that would oversee each of the Departments two divisions: Administration/Engineering and Operations/Maintenance. Finally, the salary range for the Police Captain position is a result of surveying comparator agencies in Marin County for new the position proposed as part of the FY 2022-23 budget. A Resolution of the Town Council of the Town of Tiburon repealing Resolution No. 32-2021 and adopting an amended Management Recognition and Incentive Compensation Program for Fiscal Year 2022-23 (Exhibit 4) Annually, the Town Council adopts a resolution restating the employee recognition and incentive compensation program for the Town’s Management employees (The Program). The resolution provides for a one-year compensation schedule for employees covered under The Program. It is proposed that in FY 2022-23 all Unrepresented Management employees receive a cost-of-living increase of 3.0%. Equity adjustments are made every two years according to the Town’s Administrative Policy for setting salary ranges for Management employees. No equity adjustments are proposed for FY 2022-23. The Program includes a modified salary range for the Director of Community Development. A survey of comparator agencies revealed the salary range for the position is more closely aligned with the Director of Administrative Services current salary range, and historically the ranges have been equivalent in the Town’s resolutions, a Town Council Meeting June 15, 2022 TOWN OF TIBURON Page 5 of 5 practice also observed among comparator agencies. The Town is proposing the Director of Community Development salary range be increased to match the range for the Town’s Director of Administrative Services. FINANCIAL IMPACT Municipal Budget Resolution (Exhibit 1) By approving the Resolution as presented, the Council is authorizing the level of expenses, within funds, for the 2022-23 fiscal year. Appropriation Limits (Gann) FY 2022-23 Resolution (Exhibit 2) There is no financial impact in adopted the Appropriations Limitation resolution. Management and Mid Management Unrepresented Employees Recognition & Incentive Compensation Program Resolutions (Exhibits 3 and 4) As proposed, the additional cost of these programs in FY 2022-23 over the FY 2021-22 budget is estimated at $449,286 broken down as follows. Salary & Wages $248,441 Employee Benefits 200,845 Total $449,286 RECOMMENDATIONs Staff recommends that the Town Council: 1. Adopt and authorize the Mayor to sign, the attached resolution (Exhibit 1) approving the Municipal Budget Plan for the Town of Tiburon for the Fiscal Year Ending June 30, 2023 2. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 2) establishing the Appropriations Limit for Fiscal Year 2022-23. 3. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 3) amending the Mid-Management and Unrepresented Employees Recognition and Incentive Compensation Program for Fiscal Year 2022-23. 4. Adopt and authorize the Mayor to sign the attached resolution (Exhibit 4) amending the Management Recognition and Incentive Compensation Program for Fiscal Year 2022-23. Exhibits 1. Resolution Adopting the Municipal Budget Plan for FY 2022-23 2. Resolution Establishing the Town’s Appropriation Limit for FY 2022-23 3. Resolution amending the Mid-Management and Unrepresented Employees Recognition and Incentive Program for FY 2022-23 4. Resolution amending the Management Incentive Program for FY 2022-23 Prepared By: Suzanne Creekmore, Director of Administrative Services EXHIBIT 1 Page 1 of 5 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON ADOPTING A MUNICIPAL BUDGET PLAN FOR THE TOWN OF TIBURON FOR THE FISCAL YEAR ENDING JUNE 30, 2023 WHEREAS, the Town Council conducted a Public Hearing concerning the proposed Municipal Budget Plan for Fiscal Year 2022-2023 at its regularly scheduled meeting on Wednesday, June 1, 2022; and WHEREAS, the Town Council now finds that the proposed Municipal Budget Plan, as estimated, provides for all appropriate municipal purposes and services with current fund(s) and resources and estimated revenues for fiscal year 2023; and NOW, THEREFORE, BE IT RESOLVED; that the proposed Municipal Budget Plan appropriates revenues and other sources of funds for expenditures associated with operations, capital outlays, capital improvements, and debt service, in the following amounts: Section 1. Operating Budget Program - The proposed Plan has sufficient resources to finance the planned expenditures: Revenues and Funding Sources $15,285,195 Expenditures (15,234,412) Total Operating Net: $50,783 Section 1a. Operating Revenue Appropriation – Estimated Revenues and Sources of Funds for fiscal year 2023: GENERAL FUND AMOUNT Property Taxes 7,141,000 Other Taxes 1,780,000 Franchise Fees 839,500 Fines & Forfeitures 93,250 Investment Earnings 125,000 Intergovernmental & Agency 283,258 Licenses & Permits 1,164,750 Charges for Services 490,500 Other Revenues 113,500 Subtotal General Fund Revenues $12,030,759 OTHER FUNDING SOURCES Self-Insurance Reserve 25,000 Page 2 of 5 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Capital Equipment Replacement 220,000 Technology Fund 294,825 Park Development & ORT 40,000 Cypress Hollow Fund 37,000 Paula Little Flower Fund 8,500 State Gas Tax 120,000 Town Owned Housing Fund 111,799 Low/Moderate Income Housing Fund 11,474 Long Range Planning Fund 355,000 Peninsula Library Agency 1,880,840 Infrastructure & Facility Replacement 150,000 Sub Total Other Funding Sources 3,254,438 Total Revenues & Sources $15,285,195 Section 1b. Operating Expenditures Appropriation – Planned Department expenditures for fiscal year 2023: ADMINISTRATION AMOUNT Town Administration 1,586,598 Town Attorney 406,500 Legislative 126,650 Town Hall Building 276,950 COMMUNITY DEVELOPMENT Planning & Design Review 777,252 Building Inspection 676,187 Advanced Planning 355,000 POLICE Police Department 4,578,829 Police Building 78,350 PUBLIC WORKS Administration 447,494 Streets Maintenance 1,026,155 Parks Maintenance 1,022,082 Street & Signal Light Maintenance 67,750 Corporation Yard 135,300 Cypress Hollow 37,000 NON-DEPARTMENTAL Insurances & JPAs 1,457,202 Self Insurance 25,000 Low-Moderate Income Housing 11,474 Town Owned Housing 111,799 Infrastructure & Facility Replacement 150,000 Page 3 of 5 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Belvedere/Tiburon Library Agency 1,880,840 Total Expenditures: $15,234,412 Section 2. Capital Improvement Program – Sources of Funding for Planned Streets, Drainage and Community Development Improvements in fiscal year 2023: SOURCES PROJECTS State Gas Tax (HUTA) 185,000 State RMRA (SB1) 172,500 Measure "A" Transportation 225,000 Street Impact Fund 1,200,000 GF Corp Yard 115,000 GF Park Development Fund 353,680 GF Streets & Drainage Reserve 733,000 GF Infrastructure & Facilities 1,251,000 GF RBSD Ponds 1,000,000 County Measure A Parks 96,320 STREETS Annual Pavement Management Program 1,547,500 Bicycle & Pedestrian Improvements 50,000 Main Street Seawall Maintenance 185,000 Subtotal Streets Improvements 1,782,500 DRAINAGE Annual Drainage Improvements 350,000 Railroad Marsh Basin in Maintenance 383,000 Subtotal Drainage Improvements 733,000 COMMUNITY IMPROVEMENTS Corporation Yard Fire Alarm 15,000 IT Infrastructure Upgrades 235,000 Police Fire Alarm System Upgrades 15,000 PW Corporation Yard Rehabilitation 115,000 Recreation Building Exterior Improvements 60,000 SNAP Radio Upgrades 20,000 Town Hall Clock Tower Lighting 11,000 Town Hall EV Charging Stations 60,000 Town Hall Exterior Improvements 60,000 Page 4 of 5 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Town Hall HVAC Improvements 700,000 Town Hall Generator Transfer Switch 75,000 Open Space Management 150,000 Elephant Rock Rehabilitation 190,000 Hacienda Trail Gap Closure (Design) 50,000 Parks Restroom Improvements 60,000 RBSD Pond Site Acquisition & Remediation 1,000,000 Subtotal Community Development 2,816,000 Total Capital Improvements $5,331,500 $5,331,500 Section 3. Debt Service Program – Planned Debt Service and related expenses for special assessment, community facilities districts, and general obligation bond issues of the Town are as previously planned: BOND ISSUE AMOUNT 2016 Consolidated Reassessment District 614,902 TPFA 2016 Refunding Revenue Bonds 613,593 Virginia Underground District, Series A 37,600 Virginia Underground District, Series B 41,863 Hawthorne Undergrounding District 529,663 Total Debt Service $1,837,621 IT IS FURTHER RESOLVED that the Town Manager may make adjustments and activities within the budget provided that no increase or diminishment in salaries result other than that provided by the Town’s Personnel System and Master Salary Program, or as authorized by the Town Council, and provided that no expenditure or encumbrance contingent on contract agreement, or other engagement requiring approval of the Town Council shall be made until such contract is first approved by the Town Council. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ____________________________________ JON WELNER, MAYOR TOWN OF TIBURON Page 5 of 5 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK EXHIBIT 2 Page 1 of 2 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON ESTABLISHING AN APPROPRIATION LIMIT FOR FISCAL YEAR 2020-21 PURSUANT TO ARTICLE XIII B. OF THE CONSTITUTION OF THE STATE OF CALIFORNIA WHEREAS, Article XIII B. of the Constitution of the State of California requires governmental jurisdictions to establish appropriations limits each year, and WHEREAS, the previously established limit for Fiscal Year 2021-22 was $11,191,117 and the State Department of Finance has determined that the 2022-23 Per Capita Personal Income Factor is 7.55%, and the Population Change Factor is -1.20%; the Director of Administrative Services estimates that legislated pass-through fees of the County will be $68,250; the Director of Administrative Services of the Town of Tiburon has determined that the appropriations limit in the amount of $11,959,864 shall be established for Fiscal Year 2022-23. NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Tiburon that an appropriations limit in the amount of $11,959,864 is established for Fiscal Year 2022-23 pursuant to Article XIII B of the Constitution of the State of California. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022 by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ______________________________ JON WELNER, MAYOR ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK Page 2 of 2 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 APPROPRIATIONS LIMIT DATA TOWN OF TIBURON 2020-2021 SUMMARY 2019-2020 APPROPRIATIONS LIMT 10,142,889 CALCULATION OF 2020-2020 APPROPRIATIONS LIMIT 1. Annual Change Factors: Per Capita Personal Income or 3.730% Non-residential Assessed Valuation plus 0.000% Tiburon Population or -0.043% Marin County Population (whichever is greater) 2. Cumulative Factor: (1 + .0373) X (1 + .00043) 1.03685 3. Annual Adjustment Amount (Last FY Limit X 2.Cumulative Factor) 373,806 4. Property Tax Collection Fees 64,818 2020-2021 APPROPRIATIONS LIMT 10,581,513 2020-2021 ESTIMATED PROCEEDS SUBJECT TO APPROPRIATIONS LIMIT Property Taxes 5,640,635 ERAF 675,000 Sales & Use Tax 400,000 Sales Tax 63,450 Transient Occupancy Tax 466,686 Real Property Transfer Tax 180,000 Business License Tax 240,000 State Motor Vehicle License Fees 6,500 Refunds & Reimbursements 1,000 Other Revenue 5,500 Rent- Antenna Site 78,005 Interest Earned from Taxes (LAIF) 221,839 TOTAL PROCEEDS SUBJECT TO LIMIT 7,978,615 2020-2021 ESTIMATED LEEWAY 2,602,898 EXHIBIT 3 Page 1 of 8 Town Council Resolution No. XX-2022 06/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON REPEALING RESOLUTION NO. 48-2021 AND ADOPTING AN AMENDED MID-MANAGEMENT AND UNREPRESENTED EMPLOYEES RECOGNITION AND INCENTIVE COMPENSATION PROGRAM FOR FISCAL YEAR 2022-23 WHEREAS, in January 2002, the Town Council established and adopted a Mid-Management and Unrepresented Employee Recognition and Incentive Compensation Program in order to attract and retain professional, competent and qualified employees to carry out the Town's public service mission, and WHEREAS, such a program enhances the professional growth, motivation, and loyalty of mid-management, professional and confidential employees and promotes a consistently higher level of service to the public, and WHEREAS, the Town Council has updated and amended the Mid-Management and Unrepresented Employee Recognition and Incentive Compensation Program most recently in December 2021 by the adoption of Resolution No. 48-2021; and WHEREAS, the Town Council wishes to further amend the Mid-Management and Unrepresented Employee Recognition and Compensation Program to amend Section 3 (Benefits and Insurances); and WHEREAS, the Town of Tiburon Unrepresented employees are defined to include the following positions: Accounting & HR Technician Administration Assistant I Administration Assistant II Administrative Services & EOC Coordinator Assistant Planner Associate Engineer Associate Planner Building Inspector Building Official Building Permit Clerk Building Permit Technician Community Development Aide Engineering Technician/Inspector Finance & Accounting Manager IT Coordinator Management Analyst Planning Manager Planning Technician Page 2 of 8 Town Council Resolution No. XX-2022 06/15/2022 Police Captain Public Works Division Manager-Operations Public Works Division Manager-Engineering / Town Engineer Superintendent of Public Works Senior Planner Town Clerk NOW, THEREFORE, BE IT RESOLVED that the Town Council of the Town of Tiburon does hereby repeal Resolution No. 48-2021 and all predecessor versions of the Mid-Management and Unrepresented Employees Recognition and Incentive Compensation Program and adopts the following amended Mid-Management and Unrepresented Employees Recognition and Incentive Compensation Program: SECTION 1. SALARIES Effective July 1, 2022 salary ranges for positions covered by this resolution shall be: Administration Assistant I $4,926 - $6,158 Administration Assistant II $5,173 - $6,466 Admin Services & EOC Coordinator $6,705 - $8,381 Assistant Planner $6,025 - $7,531 Associate Engineer $8,219 - $10,274 Associate Planner $6,694 - $8,368 Building Inspector $7,559 - $9,449 Building Official $9,933 - $12,416 Building Permit Clerk $4,926 - $6,158 Building Permit Technician $5,519 - $6,899 Community Development Aide $4,569 - $5,711 Engineering Technician $6,434 - $8,043 Finance & Accounting Manager $8,711 - $10,889 HR & Accounting Technician $4,368 - $5,460 Information Technology Coordinator $8,181 - $10,226 Management Analyst $7,160 - $8,950 Planning Technician $4,926 - $6,158 Police Captain $12,045 - $15,056 PW Division Manager - Operations $10,998-$13,748 PW Division Manager/Town Engineer $10,998-$13,748 Senior Planner $7,406 - $9,258 Superintendent of Public Works $9,517 - $11,896 Town Clerk/Management Analyst $8,991 - $11,239 SECTION 2. SALARY ADJUSTMENTS Page 3 of 8 Town Council Resolution No. XX-2022 06/15/2022 Movement through the salary ranges will be based upon merit following a comprehensive written performance evaluation by the employee's supervisor. SECTION 3. BENEFITS AND INSURANCES The Town shall contribute a dollar amount equal to the combined total of the CalPERS Kaiser two-party premium and Delta Dental family premium to each Mid-Management and Unrepresented employee's cafeteria plan to purchase medical, dental, life and disability insurance. This dollar amount will float with the increase or decrease in the cost of the CalPERS Kaiser two-party and Delta Dental family rate. In addition, for active employees with 2 or more qualifying dependents, the Town will contribute the dollar amount equal to the difference between the Kaiser 2-party rate and the Kaiser Employee & 2+ premium rate towards an employee’s medical insurance premiums. If the full sum specified is exceeded for group insurances of a given employee, then that employee shall pay the balance of the monthly cost via a payroll deduction from the first two payrolls of the month. If the full sum specified is not used for the group insurances cost of a given employee, then that amount, not to exceed $400 per month, shall deposited into one of the Town's Deferred Compensation Plans in the employee’s name. Any employee who on December 31, 2008 receives more than $400 per month accruing fringe shall be capped at the higher amount. Should, at any time, such employee’s accruing fringe fall below the grandfathered cap, but more than $400 per month, the lower amount becomes that employee’s new cap. The enhanced medical benefit for employees with 2 or more dependents will not increase the cafeteria allowance nor expand eligibility for the deferred compensation contribution of unused cafeteria allowance amounts. The cafeteria allowance will remain equal to the Kaiser two-party rate and the Delta Dental family rate in effect on January 1 of each year. Any part-time employee shall receive a prorated amount of the monthly cafeteria allowance based on their full-time equivalent. Retirement – The Town contracts with CalPERS for the provision of a retirement program for its miscellaneous and public safety employees. The Town does not administer the retirement program and makes no representation of the specific parameters of the program beyond what is provided in the Town’s contract with CalPERS. Employees may obtain a copy of the CalPERS contract to review all elements of the current program. Effective July 1, 2015, all employees considered “classic” under CalPERS shall “pick up” 1% of the CalPERS Employers rate. This additional 1% is above the Employee’s normal rate of 7% for Miscellaneous and 9% for Safety. Employees considered “new” under PEPRA shall continue to pay 50% of the normal cost. The employee retirement contribution shall be made on a pre-tax basis as allowed under Internal Revenue Code 414(h)(2). For Miscellaneous Members of the Public Employee's Retirement System hired prior to January 1, 2013, the Town of Tiburon shall provide the CalPERS 2% @ 55 retirement formula, with the highest single year calculation. Public Safety members hired prior to Page 4 of 8 Town Council Resolution No. XX-2022 06/15/2022 January 1, 2013 shall receive the 3% @ 55 retirement formula with the highest 36 months calculation. Miscellaneous members hired after July 1 2013, who are “new members” of the retirement system as defined by CA Government Code Section 7522.04(f) shall be provided the 2% at 62 benefit formula with the highest 36 months calculation. Public Safety employees hired on or after January 1, 2013, who are “new members” of the retirement system as defined by CA Government Code Section 7522.04(f), shall receive the 2.7% @ 57 retirement formula with the highest 36 months calculation Medical Insurance - The Town of Tiburon offers its employees and their dependents medical/hospital insurance coverage. An employee covered under this resolution may choose from the plans offered through the Public Employees Retirement System Health Benefits Division for medical/hospital insurance coverage. Such insurance is mandatory for employees unless they can demonstrate compliance with other coverage. Dental Insurance - The Town of Tiburon offers employees and their dependents a dental plan. Such insurance is mandatory for all employees unless they can demonstrate compliance with other coverage. Life Insurance - The Town of Tiburon offers employee covered by this resolution a $25,000 life insurance policy. Such insurance is mandatory. The Town of Tiburon offers employees covered by this resolution additional life insurance above the mandatory $25,000 policy, up to a combined total of no more than $95,000. Participation is optional. Disability Insurance - The Town of Tiburon offers employees covered by this resolution long term disability insurance which provides two-thirds of an employee’s salary up to a maximum benefit of $4,500/month. Such insurance is mandatory. Long Term Care - The Town of Tiburon offers covered employee a long-term care policy. Participation is optional. Deferred Compensation Plan - The Town of Tiburon offers a choice of two deferred compensation plan to employees. Such monies deposited would become tax-deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation plan. Participation is optional. IRS Section 125 Plan - The Town of Tiburon offers employees the ability to participate in its IRS Section 125 Plan. Participation is optional. SECTION 4. VACATION LEAVE Mid-management and Unrepresented employees shall accumulate vacation time in accordance with the following vacation entitlement schedule: Page 5 of 8 Town Council Resolution No. XX-2022 06/15/2022 Service Work Days 0-5 Years 12 Days 6-10 Years 18 Days 11+ Years 20 Days Upon termination of a covered employee’s service with the Town, such employee shall be paid a lump sum equivalent to his/her accrued vacation leave. Maximum accumulation of vacation leave is 35 workdays. SECTION 5. SICK LEAVE Mid-management and Unrepresented employees shall be entitled to accrue one working day of sick leave for each month or major fraction thereof. Sick leave may be accrued by qualified employees without a maximum limitation. SECTION 6. SICK LEAVE PAY OFF Mid-management and Unrepresented employees hired prior to July 1, 2001 may receive cash equivalent compensation of 50% of their accrued sick leave, up to a total of 60 days, if the following conditions are met: a. The employee files for a service retirement from the Town, or b. The employee voluntarily separates from the Town and has at least 15 years of service with the Town. Effective July 1, 2011, the cash value of this benefit will be determined based on each employee’s hourly rate and number of eligible hours for cash-out purposes (50% of sick leave balance, up to 60 days). This value will be documented and the value capped. This value cannot grow through additional accrued sick leave or though increases in pay. Employees with 15 years or more service with the Town may request a cash-out of 60% of the eligible hours (early cash-out option). Should an employee request the early cash-out of 60% of the eligible sick leave hours, they will not be entitled to any further sick leave cash-out upon retirement or separation of employment with the Town. Those hours cashed out will be deducted from the employees sick leave balance. If an employee is not eligible for, or elects not to take, the early cash-out option, they shall be paid the frozen dollar value upon separation of employment with the Town. The only way the frozen dollar amount can be lowered is if an employee has less accrued sick leave hours upon separation of employment than they do on July 1, 2011. For tax planning purposes, should an employee desire to take the early cash out option, they will be allowed to take this payment in either 2011 or in January 2012. For employees hired after July 1, 2001 in Mid-Management and Unrepresented positions may accrue unlimited sick leave with no option for "cashback" benefits. Page 6 of 8 Town Council Resolution No. XX-2022 06/15/2022 SECTION 7. HOLIDAYS The Town agrees to provide Mid-Management and Unrepresented employees the following holidays: New Year's Day January 1 Martin Luther King Day Third Monday in January President's Day Third Monday in February Memorial Day Last Monday in May Independence Day July 4 Labor Day First Monday in September Veterans Day December 26 (observed) Thanksgiving Day Fourth Thursday in November Friday after Thanksgiving Christmas Eve December 24 Christmas Day December 25 New Year's Eve December 31 When a holiday falls on a Saturday, the preceding Friday shall be observed. However, if a holiday falls on a Saturday and the preceding Friday is also a holiday, the Town Manager may designate the preceding Thursday or following Monday to observe the holiday. When a holiday falls on Sunday, the following Monday shall be observed. However, when a holiday falls on a Sunday and the following Monday is also a holiday, the Town Manager may designate the preceding Friday or following Tuesday to observe the holiday. SECTION 8. HOLIDAY CLOSURE All represented and non-represented employees will be required to take 1 day vacation or administrative leave as part of the holiday closure program. The Town will also contribute one day off as part of the program. Tiburon Town Hall will be closed from December 23, 2022 through January 3, 2023. Proposed Schedule: Friday, December 23, 2022 Christmas Eve Holiday observed Monday, December 26, 2022 Christmas Day Holiday observed Tuesday, December 27, 2022 Employee Contributes a day Wednesday, December 28, 2022 Veterans Day Holiday observed Wednesday, December 29, 2022 Town Contributes a day Friday, December 30, 2022 New Year’s Eve Holiday observed Monday, December 31, 2023 New Year’s Day Holiday observed SECTION 9. ADMINISTRATIVE LEAVE Page 7 of 8 Town Council Resolution No. XX-2022 06/15/2022 In recognition of the long hours required to perform at the Mid-Management and Unrepresented level, including attendance at numerous meetings outside normal working hours, the following Administrative Leave policy shall be implemented. Each exempt Mid-Management or Unrepresented employee may receive up to ten days administrative leave annually, to be awarded at the discretion of the Town Manager. Administrative Leave shall be taken in one hour increments. SECTION 10. DINNER ALLOWANCE All Mid-Management and Unrepresented employees who live more than10 miles from Town and who are required to attend night meetings or work after office hours beyond 7:00 P.M. may be reimbursed an amount not to exceed $25.00 for the purchase of dinner for that night. Employee reimbursement is subject to the approval of the Town Manager and must be accompanied by a restaurant receipt which shall include the amount, date, meeting or purpose, and the employee's name. SECTION 11. TUITION REIMBURSEMENT In order to promote continued development of skills, knowledge, and abilities among employees, the Town of Tiburon shall reimburse the costs of tuition, books and fees at the rate of the California State University system. Employees must receive prior approval of the Town Manager and submit certified transcripts with the evidence of a grade of "C" or better from an accredited college or university and submit bona fide receipts to qualify for tuition reimbursement. This provision has been suspended since FY 2011-12. SECTION 12. RETIRED EMPLOYEE'S MEDICAL ALLOWANCE For employees covered by this Resolution and who were hired prior to July 1, 2009, the Town of Tiburon will make contributions toward a retired employee's medical insurance plan based upon the following conditions: a. Employee must retire directly from employment with the Town of Tiburon and apply to PERS for retirement benefits. b. The retiree's medical insurance allowance is fixed and capped at the Kaiser single rate that is in effect at the time of the employee's retirement. c. The Town's contribution rate is based on the following formula: Percent of Kaiser Years of Consecutive Single Rate Service to Town 50% 15 Years 75% 20 Years Page 8 of 8 Town Council Resolution No. XX-2022 06/15/2022 100% 25 Years Such coverage is not extended to employee's spouse or dependents. Employees hired after July 1, 2009, shall not be eligible for retiree medical allowance. SECTION 13. PERSONNEL RULES & REGULATIONS In the event any provisions of this Resolution contradict those included in the Town's Personnel Rules & Regulations, the terms of this Resolution shall prevail. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022 by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ___________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK EXHIBIT 4 Page 1 of 8 Town Council Resolution No. xx-2022 06/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON RESCINDING RESOLUTION NO. 49-2021 AND ADOPTING AN AMENDED MANAGEMENT RECOGNITION AND INCENTIVE COMPENSATION PROGRAM FOR FY 2022-23 WHEREAS, in January 1979, the Town Council established and adopted a Management Recognition and Incentive Compensation Program, in order to promote the development of a strong, more effective management team and a means of recognizing outstanding management performance in all public service areas; and WHEREAS, the Management Recognition and Incentive Compensation program enhances the professional growth, motivation, and loyalty of management employees and promotes a consistently higher level of service to the public; and WHEREAS, the Town Council has updated and amended the Management Recognition and Incentive Compensation Program on several occasions, most recently in December 2021 by the adoption of Resolution No. 49-2021; and WHEREAS, the Town Council wishes to further amend the Management Recognition and Incentive Compensation Program to amend Section 3 (Benefits and Insurance); and WHERAS, the Town of Tiburon management employees are defined to mean the following positions: Town Manager Town Attorney Chief of Police Director of Administrative Services Director of Community Development Director of Public Works/Town Engineer NOW, THEREFORE, BE IT RESOLVED that the Town Council of the Town of Tiburon does hereby repeal Resolution No. 32-2021 and all predecessor versions of the Management Recognition and Incentive Compensation Program and adopts the following amended Management Recognition and Incentive Compensation Program: SECTION 1. SALARIES Effective July 1, 2022 salary ranges for management positions shall be: Chief of Police $14,178 - $17,723 Director of Administrative Services $12,587 - $15,733 Director of Community Development $12,587 - $15,733 Director of Public Works/Town Engineer $13,748 - $17,185 Town Attorney Based on Contract Town Manager Based on Contract Page 2 of 8 Town Council Resolution No. xx-2022 06/15/2022 SECTION 2. SALARY ADJUSTMENTS Movement through the salary ranges will be based upon merit following a comprehensive written performance evaluation by the Town Manager. SECTION 3. BENEFITS AND INSURANCE The Town shall contribute a dollar amount equal to the combined total of the CalPERS Kaiser two-party premium and Delta Dental family premium towards a Management employee's cafeteria plan to purchase medical, dental, life and disability insurance. This dollar amount will float with the increase or decrease in the cost of the CalPERS Kaiser two-party and Delta Dental family rate. In addition, for active employees with 2 or more qualifying dependents, the Town will contribute the dollar amount equal to the difference between the Kaiser 2-party rate and the Kaiser Employee & 2+ premium rate towards an employee’s medical insurance premiums. If the full sum specified is exceeded for group insurances of a given employee, then that employee shall pay the balance of the monthly cost via a payroll deduction from the first two payrolls of the month. If the full sum specified is not used for the group insurances cost of a given employee, then that amount, not to exceed $400 per month, shall deposited into one of the Town's Deferred Compensation Plans in the employee’s name. Any employee who on December 31, 2008 receives more than $400 per month accruing fringe shall be capped at the higher amount. Should, at any time, such employee’s accruing fringe fall below the grandfathered cap, but more than $400 per month, the lower amount becomes that employee’s new cap. The enhanced medical benefit for employees with 2 or more dependents will not increase the cafeteria allowance nor expand eligibility for the deferred compensation contribution of unused cafeteria allowance amounts. The cafeteria allowance will remain equal to the Kaiser two-party rate and the Delta Dental family rate in effect on January 1 of each year. Any part-time employee shall receive a prorated amount of the monthly cafeteria allowance based on their full-time equivalent. Retirement – The Town contracts with CalPERS for the provision of a retirement program for its miscellaneous and public safety employees. The Town does not administer the retirement program and makes no representation of the specific parameters of the program beyond what is provided in the Town’s contract with CalPERS. Employees may obtain a copy of the CalPERS contract to review all elements of the current program. Effective July 1, 2015, all employees considered “classic” under CalPERS shall “pick up” 1% of the CalPERS Employers rate. This additional 1% is above the Employee’s normal rate of 7% for Miscellaneous and 9% for Safety. Employees considered “new” under PEPRA shall continue to pay 50% of the normal cost. The employee retirement contribution shall be made on a pre-tax basis as allowed under Internal Revenue Code 414(h)(2). For Miscellaneous Members of the Public Employee's Retirement System hired prior to January 1, 2013, the Town of Tiburon shall provide the CalPERS 2% @ 55 retirement formula, with the highest single year calculation. Public Safety members hired prior to January 1, 2013 shall receive the 3% @ 55 retirement formula with the highest 36 months calculation. Miscellaneous members hired after July 1, 2013, who are “new members” of the retirement system as defined by CA Government Code Section 7522.04(f) shall be provided the 2% at 62 Page 3 of 8 Town Council Resolution No. xx-2022 06/15/2022 benefit formula with the highest 36 months calculation. Public Safety employees hired on or after January 1, 2013, who are “new members” of the retirement system as defined by CA Government Code Section 7522.04(f), shall receive the 2.7% @ 57 retirement formula with the highest 36 months calculation Medical Insurance - The Town of Tiburon offers management employees and their dependents medical/hospital insurance coverage. A qualified employee may choose from the plans offered through the Public Employees Retirement System Health Benefits Division for medical/hospital insurance coverage. Such insurance is mandatory for covered employees unless they can demonstrate compliance with other coverage. Dental Insurance - The Town of Tiburon offers management employees and their dependents a dental plan. Such insurance is mandatory for all qualified employees unless they can demonstrate compliance with other coverage. Life Insurance - The Town of Tiburon offers management employees a life insurance policy equal to one year's salary, not to exceed $95,000. Such insurance is mandatory for all full-time employees. If the mandatory amount is not exceeded, the Town of Tiburon offers management employees additional life insurance up to a combined total of no more than $95,000. Participation is optional. Disability Insurance - The Town of Tiburon offers management employees long term disability insurance. Such insurance is mandatory. Long Term Care - The Town of Tiburon offers management employees a long-term care policy. Participation is optional. Deferred Compensation Plan - The Town of Tiburon offers a deferred compensation plan to management employees. Such monies deposited would become tax-deferred and would be subject to income taxation in the year they are withdrawn from the deferred compensation plan. Participation is optional. IRS Section 125 Plan - The Town of Tiburon offers management employees the ability to participate in its IRS Section 125 Plan. Participation is optional. SECTION 4. VACATION LEAVE In recognition of the fact that many top management personnel are recruited from outside the Town, that the average tenure for those management personnel is substantially more than that of non-management personnel, and that at least three years prior experience is required, the following vacation leave policy for management personnel shall be implemented: Management employees shall accumulate vacation leave in accordance with the following vacation time entitlement: Page 4 of 8 Town Council Resolution No. xx-2022 06/15/2022 Service Work Days 0-5 Years 15 Days 6-15 Years 20 Days 16+ Years 25 Days Upon termination of a management employee's service with the Town, such employee shall be paid a lump sum equivalent to his/her accrued vacation leave. Maximum accumulation of vacation leave is 40 workdays. SECTION 6. SICK LEAVE Management employees shall be entitled to accrue one working day of sick leave with pay for each month or major fraction thereof. Sick leave may be accrued by management employees without a maximum limitation. SECTION 7. SICK LEAVE PAY OFF Management employees hired prior to July 1, 2001 may receive cash equivalent compensation of 50% of their accrued sick leave, up to a total of 60 days, if the following conditions are met: a. The employee files for a service retirement from the Town, or b. The employee voluntarily separates from the Town and has at least 15 years of service with the Town. Effective July 1, 2011, the cash value of this benefit will be determined based on each employee’s hourly rate and number of eligible hours for cash-out purposes (50% of sick leave balance, up to 60 days). This value will be documented and the value capped. This value cannot grow through additional accrued sick leave or though increases in pay. Employees with 15 years or more service with the Town may request a cash-out of 60% of the eligible hours (early cash-out option). Should an employee request the early cash-out of 60% of the eligible sick leave hours, they will not be entitled to any further sick leave cash-out upon retirement or separation of employment with the Town. Those hours cashed out will be deducted from the employees sick leave balance. If an employee is not eligible for, or elects not to take, the early cash-out option, they shall be paid the frozen dollar value upon separation of employment with the Town. The only way the frozen dollar amount can be lowered is if an employee has less accrued sick leave hours upon separation of employment than they do on July 1, 2011. For tax planning purposes, should an employee desire to take the early cash out option, they will be allowed to take this payment in either 2011 or in January 2012. For management employees hired after July 1, 2001, they may accrue unlimited sick leave with no option for "cashback" benefits. Page 5 of 8 Town Council Resolution No. xx-2022 06/15/2022 SECTION 8. HOLIDAYS The Town agrees to provide management employees the following holidays: New Year's Day January 1 Martin Luther King Day Third Monday in January President's Day Third Monday in February Memorial Day Last Monday in May Independence Day July 4 Labor Day First Monday in September Veterans Day Observed during Holiday Furlough Thanksgiving Day Fourth Thursday in November Friday after Thanksgiving Christmas Eve December 24 Christmas Day December 25 New Year's Eve December 31 When a holiday falls on a Saturday, the preceding Friday shall be observed. However, if a holiday falls on a Saturday and the preceding Friday is also a holiday, the Town Manager may designate the preceding Thursday or following Monday to observe the holiday. When a holiday falls on Sunday, the following Monday shall be observed. However, when a holiday falls on a Sunday and the following Monday is also a holiday, the Town Manager may designate the preceding Friday or following Tuesday to observe the holiday. SECTION 9. HOLIDAY CLOSURE All represented and non-represented employees will be required to take 1 day vacation or administrative leave as part of the holiday closure program. The Town will also contribute one day off as part of the program. Tiburon Town Hall will be closed from December 23, 2022 through January 3, 2023. Proposed Schedule: Friday, December 23, 2022 Christmas Eve Holiday observed Monday, December 26, 2022 Christmas Day Holiday observed Tuesday, December 27, 2022 Employee Contributes a day Wednesday, December 28, 2022 Veterans Day Holiday observed Wednesday, December 29, 2022 Town Contributes a day Friday, December 30, 2022 New Year’s Eve Holiday observed Monday, December 31, 2023 New Year’s Day Holiday observed Page 6 of 8 Town Council Resolution No. xx-2022 06/15/2022 SECTION 10. ADMINISTRATIVE LEAVE In recognition of the long hours required to perform at the management level, including attendance at numerous meetings outside normal working hours, the following Administrative Leave policy shall be implemented: Management employee may receive up to ten days administrative leave annually, to be awarded at the discretion of the Town Manager. SECTION 11. DINNER ALLOWANCE All management employees who live more than 10 miles from Town and who are required to attend night meetings or work after office hours beyond 7:00 P.M. may be reimbursed in an amount not to exceed $25.00 for the purchase of dinner for that night. This allowance applies to management employees who reside outside a ten-mile radius of the Town. Employee reimbursement is subject to the approval of the Town Manager and must be accompanied by a restaurant receipt, which shall include the amount, date, meeting or purpose, and the employee's name. SECTION 12. TERMINATION ALLOWANCE In order to foster job security within a professional climate, management employees will be entitled to severance pay when they are terminated from Town service. However; such employee must be in the employ of the Town for at least three (3) years, and such termination is not for cause or for reasons listed in Government Code Section 19572, the Town's Personnel Rules & Regulations, Section 6, or any employee who voluntarily resigns from Town Service for personal reasons. Unless otherwise noted in an Employment Agreement, Management employees shall be covered by the following termination allowance schedule: Service Work Weeks After: 3 years l month 7 years 2 months 10 years 3 months This severance pay is in addition to any accrued vacation leave, unused at the time of termination. SECTION 13. VEHICLE USAGE/ALLOWANCE Management employees, to a far greater extent than other Town employees, are required to travel throughout the Town, County, and Bay Area to fulfill their job requirements. This travel is frequently required outside of normal working hours. In recognition of this employment requirement, the Town shall provide either the use of a Town vehicle or an automobile Page 7 of 8 Town Council Resolution No. xx-2022 06/15/2022 allowance, as provided in the Town budget. Use of a Town vehicle shall be in accordance with the Town's Administrative Policies and Procedures and is not intended for private use. SECTION 14. TUITION REIMBURSEMENT In order to promote continued development of skills, knowledge, and abilities among management employees, the Town of Tiburon shall reimbursement the costs of tuition, books and fees at the rate of the California State University system. Employees must receive prior approval of the Town Manager and submit certified transcripts with the evidence of a grade of "C" or better from an accredited college or university and submit bona fide receipts to qualify for tuition reimbursement. This provision has been suspended since FY 2011-12. SECTION 15. PROFESSIONAL MEMBERSHIP FEES Most management personnel are expected to maintain membership in appropriate professional organizations. These memberships serve to acquaint the Town with current programs and procedures in these professional areas by means of publications and specific activities. The Town will include the cost of these membership fees in the respective departmental budgets. SECTION 16. RETIRED EMPLOYEE'S MEDICAL ALLOWANCE For any Management employee hired prior to July 1, 2009, the Town of Tiburon will make contributions toward a retired employee's medical insurance plan based upon the following conditions: a. Employee must retire directly from employment with the Town of Tiburon and apply to PERS for retirement benefits. b. The retiree's medical insurance allowance is fixed and capped at the Kaiser single rate that is in effect at the time of the employee's retirement. c. The Town's contributions rate is based on the following formula: Percent of Kaiser Years of Consecutive Single Rate Service to Town 50% 15 Years 75% 20 Years 100% 25 Years Such coverage is not extended to employee's spouse or other dependents. NOW, THEREFORE, BE IT FURTHER RESOLVED that the provisions of this resolution shall supersede any other previous rules and resolutions of the Town of Tiburon which may be in conflict herewith. Page 8 of 8 Town Council Resolution No. xx-2022 06/15/2022 PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ___________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK TOWN OF TIBURON PAGE 1 OF 2 STAFF REPORT To: Mayor and Members of the Town Council From: Department of Administrative Services Subject: Recommendation to Adopt Elections Pertaining to November 8, 2022 General Municipal Election Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY The Town Council will adopt the necessary resolutions to call a general municipal election to be held in the Town of Tiburon on November 8, 2022 to elect three regular 4-year term Town Councilmembers. RECOMMENDED ACTION(S) Staff recommends the Town Council adopt the following resolutions by adoption of this item on the Consent Calendar: a) Calling a general municipal election on November 8, 2022. b) Requesting consolidation of election services with the County of Marin. c) Providing that the cost of printing the candidate statements be borne by the candidates. BACKGROUND In November, the terms of Councilmember Alice Fredericks, Vice Mayor Jack Ryan and Mayor Jon Welner will expire. The Town must notify the Marin County Registrar of Voters of the Town’s intention to conduct a general municipal election on November 8, 2022 for the purpose of electing three members to the Town Council by adoption of various resolutions. The adoption of this item also authorizes the Town Clerk to publish the Notice of Election in local media, which serves to inform Tiburon voters of a local election and the upcoming filing period to become a candidate. This year, the nomination period to become a candidate begins on July 18, 2022 and ends at 5:30 p.m. on August 12, 2022. If one of the incumbents does not file by 5:30 p.m. on August 12, the filing period will extend to August 17, 2022 at 5:30 p.m. for non-incumbent candidates only. ANALYSIS Tonight, the Council is asked to adopt three resolutions: TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: CC-5 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 2 1. The first resolution (Exhibit 1) officially calls for a general municipal election to be held in the Town of Tiburon on November 8, 2022 to fill three seats on the Town Council. 2. The second resolution (Exhibit 2) requests the Board of Supervisors consolidate this election with any other elections being conducted by the County of Marin. This is the normal practice of all cities in Marin County. 3. The third and final resolution (Exhibit 3) requires that the cost of printing the candidate statement in the upcoming election be borne by the candidate. This is the Town’s regular practice. FINANCIAL IMPACT The County of Marin Registrar of Voters estimates this election will cost the Town approximately $1.50 - $3.00 per registered voter ($9,900 - $19,800). CLIMATE IMPACT Staff has determined this action will have no direct climate impact to Tiburon. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). RECOMMENDATION Staff recommends that the Town Council adopt the following resolutions by adoption of this item on the Consent Calendar: a) Calling a general municipal election on November 8, 2022. b) Requesting consolidation of election services with the County of Marin. c) Providing that the cost of printing the candidate statements be borne by the candidates. Exhibit(s): 1. Draft Resolution – Call General Municipal Election on November 8, 2022 2. Draft Resolution – Request Consolidation of Election Services with County of Marin 3. Draft Resolution – Printing Candidate Statement Costs Prepared By: Lea Stefani, Town Clerk EXHIBIT 1 Page 1 of 2 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON ORDERING AND CALLING A GENERAL MUNICIPAL ELECTION IN THE TOWN OF TIBURON ON NOVEMBER 8, 2022 FOR THE PURPOSE OF ELECTING THREE COUNCILMEMBERS BE IT RESOLVED by the Town Council of the Town of Tiburon, that it is hereby ordered as follows: Section 1. Date of Election - Offices to be Filled. A general municipal election is hereby called and ordered to be held in the Town of Tiburon, State of California, on Tuesday, November 8, 2022, for the purpose of electing three Town Councilmembers, the terms of the incumbents of which are about to expire; and Section 2. Procuring and Filing Nomination Papers. Nomination papers may be procured from the Town Clerk and shall be filed with the Town Clerk no later than 5:30 p.m. on the eighty-eighth day before the election, or August 12, 2022. Nomination papers may not be circulated prior to July 18, 2022 and must be filed no later than 5:30 P.M. on August 12, 2022. If any one of the incumbents does not file for re-election to office by August 12, 2022 at 5:30 p.m., the filing period for such office is extended to 5:30 p.m. on August 17, 2022 at 5:30 p.m. for non-incumbent candidates only. Section 3. Time When Polls Are Kept Open. The polls shall be opened at 7:00 A.M. of the day of said election and shall be kept open until 8:00 P.M. in the evening of the same day, when the polls shall be closed, subject to the provisions of Section 10242 of the Elections Code. Section 4. Certification of Vote by Council. The Council shall meet at its usual meeting place on the first available date following the canvass of the vote by the County Registrar of Voters to certify the election and install the newly elected officers. Section 5. Publishing Notice of Election. The Town Clerk shall cause to be published in a newspaper of general circulation a Notice of Election which will include the date of election, hours the polls open and close and the offices to be filled. Page 2 of 2 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NAYES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: __________________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK EXHIBIT 2 Town Council Resolution No. xx-2022 DRAFT 06/15/2022 Page 1 of 1 DRAFT RESOLUTION NO. xx-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON PROPOSING THAT AN ELECTION BE HELD IN ITS JURISDICTION, AND REQUESTING THE BOARD OF SUPERVISORS TO CONSOLIDATE WITH ANY OTHER ELECTION CONDUCTED ON SAID DATE, AND REQUESTING ELECTION SERVICES BY THE MARIN COUNTY ELECTION DEPARTMENT WHEREAS, it is the determination of the Town Council of the Town of Tiburon to call a general municipal election on November 8, 2022 at which election the issue to be presented to the voters shall be: To elect members to the Town Council Number of Regular Term (4 years) Positions = 3 NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors of the County of Marin is hereby requested to: 1) Consolidate said elections with any other applicable election conducted on the same day, in accordance with Elections Code Section 10418; and 2) Authorize and direct the Elections Department at District expense, to provide all necessary election services and to canvass the results of said election. BE IT FURTHER RESOLVED, that the Town Clerk is hereby ordered and directed to file a copy of this resolution with the Board of Supervisors of the County of Marin. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NAYES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _____________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: __________________________________ LEA STEFANI, TOWN CLERK EXHIBIT 3 Page 1 of 1 Town Council Resolution No. xx-2022 DRAFT 06/15/2022 DRAFT RESOLUTION NO. xx-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON PROVIDING THAT THE COST OF PRINTING AND HANDLING THE CANDIDATE'S STATEMENT SHALL BE BORNE BY THE CANDIDATE AND PAID FOR AT THE TIME NOMINATION PAPERS ARE FILED WHEREAS, Section 13307 of the California Election Code provides that candidates for nonpartisan elective office in any local agency, including any city, county, or district, may prepare a candidate’s statement of qualifications, which statement may include the name, age and occupation of the candidate and a brief description of no more than 200 words of the candidate’s education and qualifications; and WHEREAS, the amount for printing 200 words has been estimated by the County of Marin to be $200 for each typed candidate’s statement of qualifications in the November 8, 2022 election; and $500 for the English and Spanish candidate’s statement; and NOW, THEREFORE, BE IT RESOLVED, that in the event a candidate wishes to avail himself/herself of the right to prepare a candidate’s statement of qualifications, that the cost of printing will be borne by the candidate and not by the Town of Tiburon; and BE IT FURTHER RESOLVED that the estimated cost of $200 (or $500) for printing candidate’s statements of qualifications shall be paid for in advance by the candidate at the time Nomination Papers are filed with the Town Clerk. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon on June 15, 2022, by the following vote: AYES: COUNCILMEMBERS: NAYES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: _____________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK TOWN OF TIBURON PAGE 1 OF 4 STAFF REPORT To: Mayor and Members of the Town Council From: Office of Administrative Services Subject: Receive Presentation from Magellan Advisors on Completed Broadband Strategic Plan and Provide Direction to Staff on any Future Action. Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY Council will be receiving a presentation from Magellan Advisors on the completed Broadband Strategic Plan, and provide direction to staff as to future action Council would like staff to take with regards to the project. RECOMMENDED ACTION(S) Staff recommends that the Town Council: 1. Receive the Staff Report, Magellan Presentation, and any public comment on the matter, and provide staff with direction as to future work on this project. BACKGROUND Over the past 18 months, the Council Ad-Hoc Technology Sub-Committee (Mayor Welner and Councilmember Thier) has met several times and discussed a wide variety of topics, including discussions related to broadband availability and digital infrastructure in Tiburon. This conversation is also occurring on a countywide basis through ongoing work on the Digital Marin project (https://godigitalmarin.org/). As part of this effort, the County contracted with Magellan Advisors (Magellan) to provide professional consulting services related to the project. Magellan has extensive experience working with municipalities, utilities and regional governments in planning, engineering, grant development, implementation and management of fiber and broadband networks. With the goal of evaluating options for a more Tiburon specific approach, the subcommittee requested Magellan provide an overview to Council on various approaches to improving local broadband infrastructure. On May 19, 2021, a representative from Magellan presented Council a summary of potential services it could provide to Tiburon in the area of broadband strategic planning. A copy of Magellan’s May 19 presentation is attached as Exhibit 1. At the conclusion of this item on May 19, Council directed staff to work with Magellan on developing a scope and cost proposal to develop a Broadband Strategic Plan (Strategic Plan) for the Town. TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: P-1 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 4 On August 4, 202, Council reviewed the Magellan Proposal and voted unanimously to authorize the Town Manager to execute a contract for the proposed scope of work at a cost of $93,750. A copy of the proposal is attached as Exhibit 2. The scope of work consisted of 8 distinct tasks, including: 1. Funding Analysis 2. Asset Assessment 3. Market Assessment and Gap Analysis 4. Needs Assessment 5. Business Model Analysis 6. Conceptual network Design 7. Financial Analysis 8. Report Compilation and Approval Process Magellan has now completed their work and has provided the town with their completed Strategic Plan. A copy of the completed plan is attached as Exhibit 3, and representatives from Magellan will present a summary of the report and possible next steps at today’s meeting. ANALYSIS As noted above, the Strategic Plan includes detailed information in a number of areas, with one of the key components being development of a conceptual network design for the Tiburon Peninsula. The proposed design includes 4 separate phases, with the Phase 1 being installation of a new fiber-optic backbone along the State Route 131 corridor from US 101 to downtown Tiburon. As indicated in the Strategic Plan, if the Town Council wishes to take an active role in developing a Broadband network, Magellan recommends continued work on Phase 1 of the network design would be an appropriate next step. This would entail fully developing design specifications for the Phase 1 work, while simultaneously seeking commitments from Internet Service Providers (ISP) interested in utilizing the fiber backbone. Per the Strategic Plan, Magellan estimates the total cost of the Phase 1 work at $2.17M and the design /environmental review cost at $37-40K. These cost estimates do not include any contingency amounts. Magellan also notes the construction phase of this work should only commence if the town can identify an Internet Service Provider (ISP) that is committed to utilizing the new fiber backbone to expand the network into residential areas of town (Phases 2 of the conceptual network design). This entire proposed route of Phase 1 work is in Caltrans Right of Way. In June 2019, Caltrans initiated a Capital Preventative Maintenance Project (CAPM) in this area, which is currently in the design phase. The purpose of the CAPM is to preserve and extend the life of the existing pavement and improve ride quality in the project area, which aligns exactly with the location of the proposed Phase 1 fiber backbone installation. Section 16 (Broadband and Advanced Technologies) of the Caltrans Project Initiation Report (PIR) for the CAPM indicates, ‘Pursuant AB 1549 (2016) and Caltrans Deputy Directive DD-116, a collaboration between Caltrans and agencies working on broadband deployment is encouraged, and when feasible, plans for additional wired broadband facilities are accommodated’. The PIR also acknowledges there are no existing wired broadband facilities within the project limits, and notes that ‘further evaluation and coordination in the next phase of the project will be needed to ensure this project accommodates any plans for additional wired broadband facilities. Finally, as noted in Figure 1 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 3 OF 4 below, the proposed Phase 1 fiber backbone project has previously been identified by Caltrans as a suitable project as shown in the ‘Caltrans Broadband Partnership Opportunity Map’. Based on this information, and with the assistance from Senator McGuire’s office, representatives from the town and Magellan participated in a meeting with a number of CalTrans staff members. The purpose of the meeting was to: Ensure CalTrans was aware of the towns strategic planning effort, gain a better understanding of the CalTrans project timeline, and to discuss possible coordination strategies if the Town were to move forward with the proposed project. It was a very informative and productive meeting, with the summary points as follows: • Caltrans project initially scheduled for construction in FY 23/24, will likely be delayed to FY 24/25 • If Town moves forward with proposed Phase 1 fiber backbone project, Caltrans agrees it would be a good opportunity to coordinate the work, which could result in cost savings. • There may be some benefit to Caltrans in the long run with regards to future modernization of the existing traffic signal infrastructure along the project route. • Caltrans suggested it would be best for the Town to complete its own design and environmental review of the Phase 1 fiber backbone project, which then could be integrated into CalTrans project design if necessary. Based on the current CalTrans timeline, the design and environmental review of the Phase 1 work would need to be complete by Spring 2023. If Council directs staff to continue work on this project, staff will schedule regular meetings with CalTrans so that both parties are kept up to date on our respective projects Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 4 OF 4 FINANCIAL IMPACT Staff anticipates no direct financial impact to the town as a result of Council discussing this item at today’s meeting. CLIMATE IMPACT Staff has determined this action will have no direct climate impact to Tiburon. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). RECOMMENDATION Staff recommends that the Town Council: 1. Receive the Staff Report, Magellan Presentation, and any public comment on the matter, and provide staff with direction as to future work on this project. Exhibit(s): 1. Magellan Advisors May 19, 2021 Presentation 2. Magellan Proposal 3. Magellan Broadband Strategic Plan Prepared By: Greg Chanis, Town Manager EXHIBIT 1 Town of Tiburon, CA Broadband Strategic Planning Presented By: Jory Wolf, VP of Digital Innovation Wednesday, May 19, 2021 Agenda Introductions Why Broadband Similar & Regional Projects Broadband Strategic Plan Process Questions About Magellan . About Magellan . . FE A S I B I L I T Y S T U D Y FIB E R M A S T E R P L A N BR O A D B A N D B U S I N E S S P L A N GR A N T D E V E L O P M E N T PA R T N E R S H I P D E V E L O P M E N T BR O A D B A N D P O L I C Y EN G I N E E R I N G D E S I G N PE R M I T T I N G PR O C U R E M E N T CO N S T R U C T I O N M A N A G E M E N T IN S P E C T I O N S & C L O S E - O U T ST A R T U P & L A U N C H OP E R A T I O N S & M A N A G E M E N T SA L E S & M A R K E T I N G BR O A D B A N D E X P A N S I O N CUSTOMER STATE TYPE Alameda County CA County ● City of Carlsbad CA City ●● City of Chula Vista CA City ●● City of Concord CA City ●● City of Davis CA City ●● City of Fairfield CA City ●● City of Fremont CA City ●● Ferry County & Colvlle Tribes WA County ● City of Glendale CA City ●● Grays Harbor PUD WA Utility ● City of Hayward CA City ●● City of Hidden Hiils CA city ● City of Hillsboro OR City ●●●● City of Huntington Beach CA City ● City of Inglewood CA City ●● Jefferson Public Utility District WA Utility ●●●●● City of La Mesa CA City ●● City of Lodi CA Utility ●●●● City of Manhattan Beach CA City ●● Marin County CA County ●● Marion County OR County ●●●●●● City of Mission Viejo CA City ●● City of Moreno Valley CA City ● Napa County CA County ●●● Navajo Nation NM Organization ●●● Navajo County AZ County ●● Northern AZ Council of Gvt AZ Organization ●● City of Oxnard CA City ●● City of Paso Robles CA City ● Pierce County WA County ●●●●● Pima Association of Gvts AZ Organization ● City of Rancho Cucamonga CA City ●●●●●●● City of Rancho Santa Fe CA City ●● City of Sacramento CA City ● City of San Leandro CA City ●● City of Santa Ana CA City ●● City of Santa Clarita CA City ●●● Town of Skykomish WA Town ●●● Sonoma County CA County ●●● South Bay COG CA Organization ●●●●●●●● City of South San Francisco CA City ● Southern California Assn of Gvts CA Organization City of Stockton CA City ● City of Ventura CA City ●● Ventura County CA County ●●● City of Walla Walla WA City ●●● City of West Hollywood CA City ●●● City of West Sacramento CA City ●● Whitman County WA County ●●● City of Winters CA City ●● Yolo County CA County ●●● BROADBAND PLANNING ENGINEERING TURNKEY IMPLEMENTATION Key West Coast Clients Why Broadband? •Broadband encourages: •Economic growth •Better quality of life for the community •Increased property values •Government innovation •Better, more efficient, cost-effective delivery of community services Why Broadband? WORKING FROM HOME & ECONOMIC DEVELOPMENT EDUCATION & VIRTUAL LEARNING HEALTHCARE & TELEMEDICINE PUBLIC SAFETY & FIRST RESPONDER DIGITAL EQUITY & LITERACY COVID-19 Paradigm Shift Not possible without fast, reliable broadband services Similar Projects & Regional Work . City of Palo Alto, CA FTTH Design & Business Planning Napa County, CA Broadband Strategic Plan & Plan Implementation Marin County, CA Digital Infrastructure Strategic Plan & Digital Literacy Sonoma County, CA Broadband Strategic Plan & Broadband Business Planning City of South San Francisco, CA Broadband & Wireless Feasibility Study Town of Skykomish, WA Broadband Strategic Plan City of Manhattan Beach, CA FTTH Broadband Master Plan City of Fairfield, CA Broadband Master Plan & Business Plan City of Concord, CA Broadband Master Plan City of Hayward, CA Broadband Public-Private Partnership City of Vallejo, CA Broadband Consulting •Strategic joint builds •Reinvestment of revenues received for the use of infrastructure in the public right-of-way •Grant opportunities including economic development, transportation, CASF, EDA Funding Analysis •Fiber & Copper Networks, Facilities, Datacenters, & Related Infrastructure •Tools such as Broadband Now, Fiber Locator, Provider Interviews •Evaluate CIP, Development Agreements to Assess Opportunities Asset Inventory •What service offerings are currently available? •Providers •Service Levels •Pricing •What communities are unserved or underserved? Market Assessment & Gap Analysis •Broadband Survey Instrument •Workshop Sessions •Satisfaction with Current Service •Current and Future Needs •Digital Inclusion Needs Assessment Work Plan •Opportunities for Joint Build •Legal & Operational Structures •Balancing Goals •Partnership Matrix & Key Next Steps Partnership Evaluation •High Level Network Design •Leverage Existing Assets •Collaboration with Regional Partners •Estimated High-Level Costs •Leads to Shovel-Ready Project for Grant Applications Conceptual Network Design •Detailed findings of all previous tasks •Recommendations & Action Items •Review & Refinement w/County Team •Presentation to Leadership for Approval Final Plan Compilation & County Approval Work Plan Questions? EXHIBIT 2 Broadband Strategic Plan Prepared for: Greg Chanis Town Manager Town of Tiburon, CA 1505 Tiburon Blvd Tiburon, CA 94920 Prepared by: Jory Wolf Magellan Advisors jwolf@magellan-advisors.com 818-312-7768 www.magellan-advsors.com PROPOSAL TOWN OF TIBURON, CA WWW.MAG ELLAN -ADVISORS . C O M 2 About Magellan Advisors Magellan Advisors is the leading turnkey broadband development firm for municipalities and utilities. We specialize in planning, designing and building fiber to the home networks for communities that need faster, more reliable high-speed internet. With over 17 years in business and over 400 municipal clients, Magellan is the most experienced firm for munis that want to enhance economic development, education, healthcare and the quality of life of their communities through world-class broadband. We are the only firm that creates custom tailored broadband networks to achieve municipal objectives. Our networks deliver the fastest internet services at the lowest cost, while giving munis a platform to deploy smart city innovations that help them manage their communities. We’ve led the planning, funding, construction and management of over 50 fiber broadband networks passing over 1 million households and connecting more than 1,000 schools, hospitals, government offices and community organizations and totaling $1 billion in investments. Magellan has helped more communities successfully plan, implement and manage broadband networks than any other firm in the market. We maintain experts across all aspects of developing networks, from feasibility studies, financial planning and grant development, to engineering design, project and construction management, to operations and management of live broadband networks. Our staf f is composed of broadband, telecom, government and utility professionals that have been on the front lines of deploying fiber and wireless networks for their entire careers. Magellan is a one-stop-shop for every aspect of broadband, with seasoned experts guiding our muni clients every step of the way to ensure their communities are empowered in the digital economy WWW.MAG ELLAN -ADVISORS . C O M 3 WWW.MAG ELLAN -ADVISORS . C O M 4 Magellan’s West Coast Clients WWW.MAG ELLAN -ADVISORS . C O M 5 Key Personnel JORY WOLF VP of Digital Innovation: Project Executive Jory joined Magellan after 22 years as CIO of the City of Santa Monica, CA where he launched Santa Monica City Wi-Fi, which provides free internet services to the public through a network of 32 hot zones and wireless coverage in most major commercial and transit corridors throughout the city. He created Santa Monica City Net, a 100-gigabit broadband initiative to support an environment for local businesses to compete in the global economy with cutting edge network solutions. Jory has over 35 years of experience in Information Technology, including broadband, FTTH and Smart City initiatives. Jory and his teams have received over 50 awards for information technology projects during his career and in 2012 he received the CIO Lifetime Achievement Award from the Los Angeles Business Journal. Since joining Magellan Advisors in July 2016, Jory has led teams that have worked on 60+ government projects in broadband master planning, feasibility studies, wireless strategic planning, 5G small cell policies, dig once policies and smart city. PRESTON YOUNG Senior Broadband Consultant Preston Young has many years of experience in the telecom industry, specializing in program management of large-scale fiber optic construction over builds. He has experience managing many projects of all sizes, working with major telecom and wireless providers in managing all aspects of the projects including contract management, budget analysis, high-level design, low-level design, construction, milestone reporting, and government and municipality management. Preston is a very detailed program manager with a tenacious quest for success and learning, results driven leadership and analytical thinking. He thrives on efficient on-time projects that meet or are under budget. AL KAMUDA Design Team Lead Al Kamuda is a seasoned telecommunications and GIS professional with over 20 years’ experience in telecommunications engineering, mapping, design and outside plant construction. Prior to joining Magellan, Al was the Senior Design Manager for the Central Florida region at Spectrum (Charter Communications), where he led the planning, project management and implementation of outside plant design for various company growth projects including residential, commercial, cellular backhaul and metro WIFI. His extensive experience with the telecommunications industry, CAD platforms and geospatial expertise along with his strategic forward thinking provides an extremely diverse skill set that allows him the valuable insight needed to understand the client’s objectives in all aspects of telecommunications construction and design processes.  WWW.MAG ELLAN -ADVISORS . C O M 6 MATTHEW SOUTHWELL Associate Project Manager – Design Matthew Southwell has over 13 years in the telecommunications field. Matthew’s career began as a U.S Army Sergeant where he worked on tactical communication systems, Sat-Com radio systems, and deploying weekly COMSEC key changes OTAR (Over the Air Rekeying) with newly deployed radio systems during two Operation Enduring Freedom deployments. Matthew’s private sector work includes work with a Motorola radio distributor and contractor where he supported many Federal, State, and local County entities to include: Department of Homeland Security, Immigration and Customs Enforcement, Drug Enforcement Administration, Florida Highway Patrol, Greater Orlando Airport Authority, Orange County Sheriff’s Office, and the Lake County Sheriff’s Office. Matthew joined Magellan Advisors in 2016 as a telecommunication analyst where he has contributed his knowledge and technical expertise to over 65 broadband projects. Matthew’s current role within Magellan includes analysis of client GIS data and mapping, creating conceptual network designs and costing estimates for future fiber builds. Matthew is a Certified Fiber to the Home Professional (CFHP) and holds a Business Management Degree with High Honors from Keiser University in Orlando, FL.  MELANIE DOWNING Project Management Analyst Melanie has a background in technical communication and has extensive experience coordinating, researching, and implementing projects across a variety of fields from defense contracts to small business plans. Prior to joining Magellan in 2018, she worked in healthcare management and consulting and was a graduate student at the University of Central Florida studying technical communication in technology and public policy. In her current role as Project Management Analyst, she supports Magellan’s West Coast team, assisting more than 40 local governments across California, Oregon, and Washington with broadband initiatives. Melanie coordinates project-related data including the development and completion of scopes of work, timelines, milestones, deliverables, project tasking, and quality control, helping to ensure the success of our clients’ communities. Scope of Work TASK 1. FUNDING ANALYSIS Our team of broadband funding experts will work with the Town of Tiburon to identify funding strategies and sources available for expanding broadband. We will explore funding options including leveraging federal funding sources and the reinvestment of revenues received for the use of infrastructure in the public right-of-way into the Town’s broadband program. We will evaluate funding sources at the state and federal levels, providing an analysis of grant and loan opportunities that may be available to Tiburon, which may include the use of American Rescue Plan, California Advanced Services Fund, economic development, transportation, USDA, and other funding sources. At the onset of the engagement, our team will identify and assess grant WWW.MAG ELLAN -ADVISORS . C O M 7 and loan opportunities for which to apply. The final report will include a funding action plan and schedule, identifying key dates and action items for pursuing each funding source. TASK 2 . ASSET ASSESSMENT We will conduct a comprehensive asset inventory of the current broadband assets in the public right-of-way including conduit, fiber, antennas, poles, towers, abandoned facilities, active facilities and other infrastructure to determine their usefulness for expanding broadband within the region. This effort will provide a realistic assessment of assets available for expanding broadband connectivity. We believe that the following components should be analyzed:  Underground conduit, innerduct, empty and available conduit  Fiber cables, strand counts, splice points, terminations and utilized strands  Vault and handhole locations  Available and reserved capacity throughout the network  Construction and placement method policies  Current as-builts and documentation  Terminating locations and public facilities  GIS maps including publicly-owned property, right of way, easements  Location of capital improvement projects and economic development zones  Current and planned locations of public safety cameras and traffic signal interconnect Magellan will request GIS files, capital projects, planning and development data from the Town to develop a broadband asset map. Using this data, we propose to first build a geo-correct layer of conduit and fiber, identifying placed conduit, type, size, status (occupied/vacant) and related information. A second layer will incorporate poles, traffic signal cabinets and other assets to be used for expanding broadband. A third layer will include General, Economic Development, Transportation and Capital Projects Plans to identify strategic and cost-effective methods of deploying and expanding broadband in a planned, organized and phased approach. We will work closely with the Town to assess planned projects that may create opportunities to install additional conduit and fiber through long -term capital projects schedules, public rights-of-way encroachments and development agreements, and build a map that identifies the projects where broadband infrastructure could be installed over a 10-year period. TASK 3 . MARKE T ASSESSMENT & GAP ANALYSIS Our team will conduct a market analysis to gain an understanding of what service offerings are currently available to businesses and residents in Tiburon. Magellan’s market analysis will identify the services that are available, providers, service level, pricing, and access. We will document all privately-owned networks and research incumbent providers that currently serve the market as well as potential new entrants. This information will come from a variety of sources, including our comprehensive broadband database, third-party research, and information obtained from the providers themselves. WWW.MAG ELLAN -ADVISORS . C O M 8 We will then analyze the current market and delineate served, underserved and unserved areas, which will allow us to conduct a gap analysis indicated areas that have a need for broadband but currently lack the necessary infrastructure. We will also work with the local providers to understand and document their current needs, as they too are stakeholders in the region. TASK 4 . NEEDS ASSE SSMENT Magellan will conduct an online broadband survey for Tiburon’s community, providing important information to inventory current services, test speeds across the Town, and identify opportunities to build additional infrastructure to serve underserved communities and improve services and rates. The survey instrument will include an embedded speed test since actual performance is often lower than what is documented by the FCC and other sources. Magellan will build the survey based on our experience of what questions work best to build an understanding of current and future broadband needs and will also guide the Town in effectively marketing the survey to receive a strong response rate, including the use of social media, partnering with local business groups, and posting the survey on the Town’s website. Magellan proposes to also hold up to ten (10) interviews with local businesses and key anchor organizations to gain an understanding of their current and future broadband and technology needs. We will also hold two (2) workshops for Tiburon’s residents. We find the most effective format for these interviews to be in group settings where participants are encouraged to share open, honest feedback with our team. Community partners to be included in this process may include:  Town departments including IT, Planning, Public Works, Economic Development, and the Town Manager’s Office  Local businesses, Chambers of Commerce and Economic Development Groups  Anchor Institutions such as Healthcare facilities, schools, and libraries  Public safety agencies  Transportation & Utilities  Residents & Community groups  Non-profit organizations  Commercial property developers TASK 5 . BUSINESS MODEL ANALYSIS Magellan will help Tiburon analyze a range of business model options in the framework of financial, operational, and organizational requirements to determine which models are “best fit” for the Town, have the greatest chance of success, and will be the most financially sustainable. We will present each analysis of every business model to the Town’s team and provide an analysis of how each meets Tiburon’s goals in the project. Magellan will work with Tiburon to define the range of business model options to evaluate for expanded fiber deployment, which may include the following:  Wholesale dark fiber and/or services for use by telecommunications providers;  Expanded retail services to a range of customer segments;  Use of the network by existing broadband providers;  Others to be determined. WWW.MAG ELLAN -ADVISORS . C O M 9 Each community is unique, and through our proven process we will work with Tiburon to select a business model that is most feasible and that will best serve the Town’s goals. Some considerations for the business model include: Public-Owned  Considerations for Town-owned “middle mile” infrastructure and options for “last mile” connections Open Access  New and continued lease agreements for fiber infrastructure (conduit, dark o r lit fiber, vertical and other assets) to other municipal entities, telecommunications carriers, other service providers or businesses  Connection to an internet Point of Presence (POP) and offer a choice of Internet Service Providers (ISPs) through either wholesale, retail, revenue sharing or passive network access Demand-Driven  Expanding the network and associated services where areas of demand (both social and economic) will be strongest  Realizing a financial return on investment in terms of economic development impact, infrastructure enhancement, leased line or other communications service savings and revenue generation  Focusing on social return on investment in terms of enhancing Quality of Life to close the Digital Divide for e-learning, telehealth, remote work, Public Safety, and Smart City initiatives Incremental Build  Town/municipal buildings and facilities, evaluating leased-line savings, communications and operational enhancements  Community Anchor Institutions (CAIs) such as large businesses, hospi tals, learning institutions, etc.  Business economic development zones or corridors and the broader business community Magellan will also assist Tiburon in investigating the private sector’s interest in using the network including considerations such as:  What opportunities exist for the Town to leverage its existing infrastructure to provide additional broadband service options to unserved and underserved locations?  Which commercial corridors or key businesses will be anchor tenants of the network and how will that affect investment?  How might joint investment in broadband infrastructure be accomplished between the Town and other public or private sector organizations?  What legal and operational structures should be considered by the Town and other organizations in use of the proposed infrastructure?  How will the Town balance private sector goals of revenue growth and profitability with public goals of providing affordable and available broadband services across the region? WWW.MAG ELLAN -ADVISORS . C O M 10  How will future system expansion be handled between the Town and private sector providers and what contributions will the parties make to this infrastructure?  What regional opportunities exist for collaboration? TASK 6 . CONCE PTUAL NETWORK DE SIGN Magellan will assist the Town in developing a conceptual broadband network design based on the needs of the businesses that will subscribe to such a network . We propose to utilize any existing conduit, fiber, facilities and other assets including, streetlight poles, traffic signal poles and traffic signal cabinets as a foundation to develop an expanded fiber -optic network capable of serving the needs of municipal government, businesses, and anchor institutions. Magellan will work with Tiburon’s staff to identify infrastructure that is required to meet the needs of the community determined in the needs analysis. Our team will thoroughly review all communications facilities owned by the Town that could be utilized in a new strategy that would be developed as part of this Plan. Our consultants will advise Tiburon about the pros and cons of each delivery method and the costs associated with each as the infrastruct ure that is chosen can have a major impact on long-term financial sustainability. The overall network design will be based on the needs of the municipal users, businesses, residents, and anchors that will utilize it. This will determine the bandwidths and speeds, performance, redundancy and scalability requirements and solution-specific requirements. Magellan will design a network that meets the specifics outlined by Tiburon, and the network design will include the following:  Gigabit-capable with a path to 10-gigabit  High-performance, dedicated connectivity  Reliable and redundant  Flexible to support multiple technologies, such as GPON and Active Ethernet simultaneously  Scalable to support future growth, density and bandwidth requirements  Administratively lean  Supportive of Smart City applications and Smart Grid technologies  Leverage the existing network, including adding redundancy and resiliency, building the network to carrier-grade levels, monetizing current assets including leasing infrastructure  Capitalize on joint-trench opportunities and other right-of-way access opportunities in conjunction with other Public Works projects and private development agreements to expand network infrastructure TASK 7 . FINANCIAL ANALYSIS Magellan will evaluate the current financial and budgetary environment for the network. We believe that Tiburon’s decision-making process for a network expansion needs to include financial analysis of the proposed hardware solution and the operational cost s that the Town will incur in deploying the selected solution. These operational costs include more than equipment service contracts; the selected solution will have financial impacts across many aspects of Tiburon’s operations. We want to make sure these are evaluated so the Town understands all financial impacts to the organization. WWW.MAG ELLAN -ADVISORS . C O M 11 Magellan proposes using our Broadband Financial Sustainability Model to ensure that Tiburon has a full understanding of the business and financial sustainability of various broadband initiatives. Using these tools will allow Tiburon to evaluate different business models and make informed decisions on which are most adequate for the Town and community – including environments that require no funding. Using our financial tools, we suggest using the following process to conduct the busi ness model analysis and make recommendations. We would propose using a 10 -year period to analyze the project: 1. Develop the cost model for the network, including one-time and ongoing capital expenditures to build the network. 2. Develop the cost model for operations, including O&M, network operations, field services, staffing, billing and customer service. 3. From the market analysis and outreach, determine the customer segmentation and growth on the network, across each type of customer (business, school, hospit al, etc.). 4. Determine customer growth rates for the network, based on benchmarking analysis from other utility and municipal providers. 5. Determine a proposed competitive rate schedule for potential services, using pricing information from the market analysis and benchmarking information. 6. Develop financial statements, pro-formas, depreciation schedules, and cash flows. 7. Conduct comprehensive financial analysis on the project to determine overall financial sustainability using key metrics such as free cash flow, debt service coverage, operating margin, and net income. 8. Use scenario analysis to evaluate different business models and determine which are feasible for Tiburon to consider. 9. Recommend the most feasible business model based on overall business and financi al sustainability, community benefit, and long-term value to the Tiburon community. This model will be designed to generate revenue for Tiburon for a self-sustained broadband maintenance and development program. Our pro formas will indicate the cost of resources both internally and externally, as estimated based on previous similar engagements. TASK 8 . REPORT COMPILATION & APPROV AL PROCESS The culmination of the project will be a Broadband Strategic Plan that lays out strategies for Tiburon to develop its municipal and community broadband initiatives. Magellan will provide a report that details actionable steps for the Town to expand broadband access to increase economic development. Prior to finalizing, Magellan will provide the Town’s team with an opportunity to review the Plan and will work with the Town to ensure that it is 100% representative of the needs of the community. We will also be available to present our findings and recommendations to leadership for adoption of the Plan. PROJECT MANAGE MENT & M EETINGS Magellan’s project team will meet on a bi-weekly basis with your project team to discuss the status of the project, major milestones and deliverables, and ensure alignment on project goals. WWW.MAG ELLAN -ADVISORS . C O M 12 *Due to the COVID-19 pandemic, Magellan Advisors will be limiting onsite visits in adherence to CDC guidelines. Magellan’s team will work with Tiburon’s team to conduct meetings remotely and will inform the Town’s team of any updates to this policy as the situation progresses. WWW.MAG ELLAN -ADVISORS . C O M 13 Project Timeline Based on projects of a similar nature, we estimate that Tiburon’s Broadband Strategic Plan process would take approximately seven (7) months to complete.  Ongoing Task  Final Deliverable Mo n t h 1 Mo n t h 2 Mo n t h 3 Mo n t h 4 Mo n t h 5 Mo n t h 6 Mo n t h 7 Funding Analysis ◆ ◆ ◆ Asset Assessment ◆ ◆ ◆ Market Assessment & Gap Analysis ◆ ◆ ◆ ◆ Needs Assessment ◆ ◆ ◆ ◆ Business Model Analysis ◆ ◆ ◆ Conceptual Network Design ◆ ◆ ◆ Financial Analysis ◆ ◆ Report Compilation & Approval Process ◆ ◆  Project Management & Meetings ◆ ◆ ◆ ◆ ◆ ◆ ◆ MagellanADVISORS MagellanADVISORS WWW.MAG ELLAN -ADVISORS . C O M 14 Estimated Costs The total cost to the Town of Tiburon for the Broadband Strategic Plan is $93,450 and includes all work to be completed by Magellan as stated in this Proposal. Magellan will bill the Town in seven (7) equal monthly payments of $13,350. Magellan will bill on the first day of the month for the current month’s services. Travel and incidental expenses are not anticipated for this project and all work will be performed remotely. Invoices are payable on net 30 terms from the date of invoice. Description Hours Cost Funding Analysis 30 $6,300 Asset Assessment 40 $8,400 Market Assessment & Gap Analysis 30 $6,300 Needs Assessment 60 $12,600 Business Model, Partnerships, and Lease Opportunities 40 $8,400 Conceptual Network Design 60 $12,600 Financial Analysis 50 $10,500 Report Compilation & Approval Process 80 $16,800 Project Management & Meetings 55 $11,550 Total Not-to-Exceed 445 $93,450 EXHIBIT 3 TOWN OF TIBURON , CA Broadband Strategic Plan DRAFT: JUNE 2022 W W W .MAGELLAN -ADVISORS . C O M 2 TABLE OF CONTENTS W 1. Executive Summary .......................................................................................................................... 5 1.1 Summary of Findings ..................................................................................................................... 5 1.2 Network design ............................................................................................................................. 6 1.3 Financial Impact and Funding ......................................................................................................... 8 1.3 Recommendation Summary ............................................................................................................ 9 2. Current Broadband Market ............................................................................................................ 11 2.1 overview ..................................................................................................................................... 11 2.2 Market Highlights ........................................................................................................................ 11 2.3 Market Analysis ........................................................................................................................... 11 2.4 New Fiber Entrants ...................................................................................................................... 16 2.5 Metro Fiber, Middle Mile and Edge Data Centers .......................................................................... 17 2.6 Wireless Broadband Solutions ...................................................................................................... 18 2.7 Conclusion .................................................................................................................................. 20 3. Needs Assessment ......................................................................................................................... 21 3.1 Community Meetings ................................................................................................................... 21 3.2 Broadband Survey ....................................................................................................................... 22 4. Business Model, Partnerships, and Lease Opportunities .................................................................. 29 4.1 Status of Digital Infrastructure in Tiburon..................................................................................... 30 4.2 Tiburon Broadband Model ........................................................................................................... 31 5. Conceptual Network Design ........................................................................................................... 33 5.1 Existing town infrastructure ......................................................................................................... 33 5.2 Construction Methods ................................................................................................................. 33 5.3 Conceptual Design ....................................................................................................................... 34 6. Financial & Funding Analysis .......................................................................................................... 40 6.1 Town of Tiburon Capital Expenditures .......................................................................................... 40 6.2 Partner Capital Expenditures........................................................................................................ 41 6.3 estimated Operating Expenses ..................................................................................................... 42 6.4 Funding Sources ..................................................................................................................... 42 6.5 Revenues ............................................................................................................................... 43 6.6 Financial Summary ...................................................................................................................... 44 6.7 Proforma – Public owned Open Access ......................................................................................... 44 W W W .MAGELLAN -ADVISORS . C O M 3 7. Recommendations & Next Steps ..................................................................................................... 45 7.1 Recommendations ....................................................................................................................... 46 7.2 Next Steps ................................................................................................................................... 47 Appendix: Market Assessment Findings ................................................................................................. 49 TABLE OF FIGURE S Figure 1-1. High-Level Design by Phase........................................................................................................... 7 Figure 1-2. Estimated Cash Flow – Phase 1 Only ............................................................................................. 9 Figure 2-1. Broadband Coverage in Tiburon ................................................................................................. 12 Figure 2-2. AT&T ILEC Footprint ..................................................................................................................... 15 Figure 2-3. Map of Addresses Tested ............................................................................................................ 16 Figure 2-4. Fiber in Tiburon ........................................................................................................................... 17 Figure 2-5. 4G Coverage ................................................................................................................................. 18 Figure 2-6. Satellite Pros and Cons ................................................................................................................ 20 Figure 3-2. Map of Locations Where Respondents Indicate Not Having Broadband ................................... 24 Figure 3-4. Respondents’ Internet Service Provider by Location .................................................................. 25 Figure 3-5. Locations of Respondents with Less Than 120 Mbps Total Throughput ................................... 27 Figure 4-1. Municipal Broadband Continuum ............................................................................................... 29 Figure 5-1. Conceptual Design by Construction Type ................................................................................... 35 Figure 5-2. Phase 1 ......................................................................................................................................... 36 Figure 5-3. Phase 2 ......................................................................................................................................... 37 Figure 5-4. Phase 3 ......................................................................................................................................... 38 Figure 5-5. Phase 4 ......................................................................................................................................... 39 Figure 6-1. Estimated Cash Flow – Phase 1 Only ........................................................................................... 44 Figure A-1. Map of Addresses Tested ............................................................................................................ 49 TABLE OF TABLE S Table 1-1. Construction Numbers by Phase .................................................................................................... 8 Table 1-2. Potential Revenues for Phase 1 ...................................................................................................... 8 Table 1-3. Loan Summary – Phase 1 Only ....................................................................................................... 9 Table 2-1. Comcast Offerings in Tiburon ....................................................................................................... 13 Table 2-2. AT&T Offerings in Tiburon ............................................................................................................ 14 Table 5-1. Phase 2 Construction Methods by Length.................................................................................... 37 Table 5-2. Phase 2 Construction Methods by Length.................................................................................... 38 Table 6-1. Phase 1 Construction Costs .......................................................................................................... 41 Table 6-2. Phases 2-4 Construction Costs ..................................................................................................... 42 Table 6-3. Potential Revenues for Phase 1 .................................................................................................... 44 Table 6-4. Loan Summary – Phase 1 Only ..................................................................................................... 43 Table A-1. Address Service Offerings ............................................................................................................ 50 W W W .MAGELLAN -ADVISORS . C O M 4 W W W .MAGELLAN -ADVISORS . C O M 5 1. Executive Summary The Town of Tiburon partnered with Magellan Advisors to develop a Broadband Strategic Plan to ensure equal access to high-speed internet, known as broadband, throughout the Tiburon community and surrounding peninsula. The need for quality, affordable, reliable broadband is becoming a paramount concern for cities and towns to support their residents and businesses. As the technology advances, the availability of high-speed internet affects many aspects of communities, from economic development to property values. To provide the benefits of broadband, Tiburon has decided to take an active role in planning for this critical infrastructure on behalf of its constituents. 1.1 SUMMARY OF FINDINGS To ascertain the needs and current state of broadband in Tiburon , Magellan conducted two resident workshops, various interviews with Town personnel and utilities providers, and an online survey. Magellan’s team also collected information about existing broadband assets such as fiber, conduit, and pole infrastructure in Tiburon that could be leveraged and expanded to create a more robust network. Additionally, market research was conducted to identify incumbent internet service providers and their offerings, and a business model and partnership evaluation was performed to determine how the Town could work with others across the region to implement a sustainable municipal broadband program that would bring the most benefits to the community. Key findings of this research indicated that: • Tiburon currently has two main competitors providing fixed broadband, although not all service offerings are available in all locations and the infrastructure is dated. • Overall, survey respondents are satisfied with their current broadband; however, price and reliability are concerns. • Underserved pockets, in which actual speeds are below the federal definition of broadband1, exist in some areas on the peninsula, although these are not widespread. • Tiburon residents expressed concerns about future needs for broadband. • Little, if any, fiber-optic broadband infrastructure exists today on the peninsula. • Private Internet Service Providers (ISPs) are interested in partnering with the Town to bring a competitive fiber network to all the residents in Tiburon and surrounding unincorporated county areas on the peninsula. • . 1 The Federal Communications Commission (FCC) defines broadband as high-speed internet connections that meet or exceed 25 megabits per second download and 3 megabits per second upload, commonly abbreviated as 25/3 mbps. W W W .MAGELLAN -ADVISORS . C O M 6 Upon completion of this research, it became clear that if the Town of Tiburon seeks a high quality, reliable, competitive broadband environment, the Town should take a role in creating solutions across the peninsula. The Tiburon peninsula has geographic and density barriers that preclude new ISPs from entering the market due to the high construction costs and relatively long return on investment. High construction cost coupled with low density, with homes on big lots that are not close together, make it difficult for-profit companies to build in areas like Tiburon. However, the Town can take steps to invest in new fiber-optic infrastructure that will lower barriers to entry, creating a more competitive environment to put downward pressure on prices and provide a choice in service providers. Based on the current broadband needs in Tiburon, as well as the capacity and organizational structure of the Town itself, we do not recommend that Tiburon enter the market offering retail services. Rather, Tiburon should strategically fund, build, and opportunistically lease fiber along Tiburon Boulevard from Highway 101 to Ferry Boat Landing to make it easier for new entrants to reach Tiburon’s neighborhoods. Tiburon has a prime opportunity for significant costs in constructing this fiber because Caltrans has an upcoming project from Highway 131 from highway 101 to Ferry Boat Landing that can be leveraged to limit excavation, restoration, and traffic disruption. This fiber should be leased at competitive rates to accelerate deployments and upgrades through public-private partnership agreements. Ideally, the project could be structured such that committed service provider lease fees and would cover financial requirements for the build. This can be accomplished by conducting a competitive procurement process in tandem with the design of the fiber route to identify partners that will lease the fiber and what they will pay. Once this first leg is built and providers have greater access to the peninsula, Tiburon should encourage a third-party internet service provider to build fiber into neighborhoods, including the laterals and drops to each household. At least two ISPs, Astound and Open 5G, have already expressed interest in partnering with the Town. To align with this vision, Magellan created a network design for the Town to leverage existing infrastructure, joint build with planned projects such as the Caltrans construction along Highway 101 and invest in new fiber-optic infrastructure that will meet the broadband needs of residents across the peninsula. A high-level cost analysis was conducted, as well as research about options for funding the network through federal and state programs. 1. 2 NE TWORK DE SIGN The proposed network (see Figure 1-1 below) is designed as a fiber-to-the-premises architecture bringing fiber connectivity to the edge of all properties in the area. The network should be built in four (4) phases, addressing the areas of greatest need first. The full network will create a redundant ring that will provide uninterrupted service to residents and businesses; the ring W W W .MAGELLAN -ADVISORS . C O M 7 ensures that even if the fiber is cut in one location, data can continue to be sent and received from the other direction. Figure 1-1. High-Level Design by Phase We recommend that only Phase 1 be built by the Town of Tiburon and Phases 2-4 be built by a partnering ISP through a negotiated agreem ent after a competitive procurement process. Phases 2-4 are shown and evaluated to demonstrate what the partner would be expected to handle as part of the agreement. The Town should begin planning for Phase 1 by conducting design engineering and pursuing funding opportunities, while simultaneously engaging with internet service providers who are interested in the use of the asset. Construction should begin only after a partnership can be arranged and entered into in order to ensure that the asset will be used and provide the Town with a return on investment. The Town may also decide to allow the partner to construct Phase 1 as part of the partnership if funding is not available. W W W .MAGELLAN -ADVISORS . C O M 8 1. 3 FINANCIAL IMPACT AND FUNDING Based on current estimates for labor and materials in areas like Tiburon, we estimate the total cost of the network construction, without contingencies, to be approximately $16.86 million, shown by phase in the table below. However, the financial impact to the Town would be for the construction of Phase 1 only, totaling approximately $2.17 million. The remaining construction, drops, installation, and maintenance should be handled by the partner via the partnership agreement. Table 1-1. Construction Numbers by Phase Phase Feet Miles Labor Material Design/Eng. Sum of Total Phase 1 Backbone 24,076.50 4.56 $ 1,852,335.51 $ 286,868.55 $ 37,099.00 $ 2,176,303.06 Phase 2 Distribution 245,848.05 46.57 $ 8,017,131.40 $ 1,657,566.20 $ 374,683.00 $ 10,049,380.60 Phase 3 Ring 50,862.35 9.64 $ 1,424,178.99 $ 356,147.27 $ 78,081.00 $ 1,858,407.26 Phase 4 Distribution 69,671.00 13.20 $ 2,212,272.62 $ 461,754.57 $ 106,272.00 $ 2,780,299.19 Grand Total 390,457.90 73.97 $ 13,505,918.52 $ 2,762,336.59 $ 596,135.00 $ 16,864,390.11 Due to Tiburon’s higher-than-average economic demographics and because the Town is considered relatively well-served in comparison to more rural environments, there is little, if any, federal grant funding available for which the Town will qualify. However , the State of California funded $50M and is offering up to $500k in Local Area Technical Assistance (LATA) grants, that the Town should apply for to aid in the planning, design, and engineering of the network. Other funding sources may include earmarked allocations from elected officials who take an interest in the project as well as grants from the $150M in annual funding from the California Advanced Services Fund (CASF). Additionally, Tiburon should work with Caltrans to achieve cost savings by joint building with the planned project on Highway 131. The revenues from the Phase 1 build will come from leasing the fiber strands to the partner with a long term, assumed 20-year IRU. The rates are based on averages found in the San Francisco Bay Area and around the country. The number fiber strands leased is estimated on expected use of the cable by the partner for the backhaul, internet connection, connection to their services, and for use a part of the distribution network. This does not include any possi ble use by mobile carriers wanting to deploy additional 4G and 5G towers, potentially creating a far greater revenue to the town. Based on these assumptions, we estimate a total of $3.18 million cumulative revenue after 20 years, with annual revenues of nearly $200,000, as shown in the table below. Table 1-2. Potential Revenues for Phase 1 Potential Service Revenues 2025 2030 2035 2040 Year # 5 10 15 20 Est Dark Fiber Leased Strands 36 36 36 36 Lease Rate $/Mile/Strand/month $100.00 $100.00 $100.00 $100.00 W W W .MAGELLAN -ADVISORS . C O M 9 Miles Leased 4.34 4.34 4.34 4.34 Total Yearly Lease Revenue $187,488.00 $187,488.00 $187,488.00 $187,488.00 Cumulative $374,976.00 $1,312,416.00 $2,249,856.00 $3,187,296.00 If the Town of Tiburon invests in the full cost of Phase 1 of and finds a partner to lease fiber at the assumed rates, the Town’s investment via a loan with a 3.0% rate would reach breakeven around Year 15. Monthly payments, total loan payback, and estimated cash flow are displayed below. Table 1-3. Loan Summary – Phase 1 Only Funding Source - Loan Loan Amount $ 2,176,000.00 Interest Rate 3% Terms (Months) $ 60.00 Compounded periods per year 12 Monthly Payment $ 39,099.87 Total Loan payback $ 2,345,992.25 Figure 1-2. Estimated Cash Flow – Phase 1 Only 1.3 RECOMMENDATION S UMMARY The study allowed Magellan to develop an actionable Plan for the Town of Tiburon to accomplish the goals of supporting broadband not only in Tiburon, but also the Tiburon -$2,500,000.00 -$2,000,000.00 -$1,500,000.00 -$1,000,000.00 -$500,000.00 $0.00 $500,000.00 $1,000,000.00 $1,500,000.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Estimated Yearly Cash Flow Annual Revenue Loan Payment Loan Balance Yearly Cash Flow Cumulative Cash Flow W W W .MAGELLAN -ADVISORS . C O M 10 peninsula, including the unincorporated parts of Marin County. Next steps for implementing this Broadband Strategic Plan include: 1. Investigate and track notices of funding opportunities for LATA and CASF grants through the State of California and other grant and loan programs that may arise. LATA grants can help cover the costs of design engineering Phase 1 of the network build, which will cost approximately $38,000, as well as detailed design on subsequent phases, which will cost significantly more. CASF grants will also contribute to funding of future infrastructure and network expansion. 2. Apply for LATA funding for design engineering for building the Highway 131 route, connecting the Town facilities along the way, during the Phase 1 network deployment. This untapped potential fiber path has the highest impact on private companies’ return on investment and will continue to prevent private investment in Tiburon. To offset these concerns, the Town should invest in this path into Tiburon to attract future ISP investment in the region. 3. Develop a partnership with local ISPs for the engineering, construction, management, and maintenance of the new fiber-optic network. To start the partnership process, the Town will need to issue an RFP and engage with local ISPs and negotiate a beneficial partnership including considerations for capital that the ISP may contribute to construction, ownership of assets, revenue sharing, and other terms for the maintenance and operations of the network. Two entities, Astound and Open 5G, have already expressed interest in partnering with the Town. 4. Continue conversations with Caltrans to leverage their Hwy 131 project as much as possible to realize cost savings for joint build. This project, which is entering design phase, is a key piece of implementing Phase 1 of this Plan and is a prime opportunity to save on construction and restoration costs, as well as to minimize disruptions to the public right-of-way and traffic patterns. 5. Continue discussions with Caltrans to support the replacement of the traffic signals along Tiburon Boulevard by supplying the fiber needed to connect those signals to the Caltrans traffic control network. 6. Continue to leverage Dig Once policies and utility coordination practices to explore opportunities for joint building new conduit and fiber across the peninsula among public and private agencies. Any undergrounding projects, including initiatives being undertaken by assessment districts or other entities, should also be required to add conduit and/or fiber infrastructure while excavations are being done. 7. Investigate and set Town standards for microtrenching construction methodology that aligns with the Town’s current Public Works standards for work done the public right-of- way. Because microtrenching has been developed recently, this is an evolving subject that Tiburon should consider when choosing a partner to build. Depth of the fiber, location of placement, and restoration methods should all be considered and researched to ensure that they are acceptable to Tiburon prior to allowing for this kind of construction. W W W .MAGELLAN -ADVISORS . C O M 11 8. Follow up with elected officials to propose possible ear marks and other funding options that may cover the costs of the network. Leverage these relationships to promote a sense of partnership throughout the region including ensuring alignment with other state agencies such as Caltrans. 9. Once Phase 1 is completed, work with partner ISPs to continue the construction into the neighborhoods in the southern peninsula during Phase 2. During Phase 3, work with providers to build the additional backbone route in the northern half of the peninsula, creating a redundant ring. Finally, during Phase 4, work with providers to connect homes in the northern half of the peninsula, completing the network’s construction. 2. Current Broadband Market 2. 1 OVERVIEW Magellan Advisors analyzed the broadband landscape in the Town of Tiburon to determine the available options available to residents and businesses. The analysis focused on internet speeds and pricing from commercial internet service providers (ISPs). Emphasis was on “facilities - based” carriers, or those that own their own physical infrastructure including fiber, copper, and coaxial cables as well as those that own wireless infrastructure including wireless radios and satellites. This market assessment describes findings of this research and makes observations regarding the services currently offered in the area. The conclusion of these findings supports enabling increased competition, which would exert downward pressure on the price of service offerings. This competition will allow more affordable, reliable high-speed broadband options for the area’s residents, businesses, and anchor institutions. 2. 2 MARKET HIGHLIGHTS 1. The Town of Tiburon is considered served since there is at least one provider offering the federal standard of 25/3 Mbps service (Comcast) in most of the residences. See image 2-1 below. 2. The largest provider in the area is Comcast. 3. The lack of fiber connectivity into the downtown area is a roadblock mentioned by local ISPs wishing to enter the Tiburon broadband market. 4. The number of households in Tiburon coupled with the large lot sizes increases the cost of construction and presents a major challenge to private companies to meet return on investment. 5. Cellular 4G coverage is lacking by T-Mobile and, to a lesser extent, AT&T. a. 5G coverage will likely lag behind other communities too. 2 .3 M ARKET A NALYSIS W W W .MAGELLAN -ADVISORS . C O M 12 According to the current California State Interactive Broadband Map (see Figure 2-1 below), Tiburon is fully served. The common current technologies used in Tiburon are digital subscriber lines (DSL) and cable (coax). There are a few businesses, including the Town Center, that have fiber-optic connections. Figure 2-1. Broadband Coverage in Tiburon2 The two main internet service providers in Tiburon are Comcast, which offers services via coax copper cable, and AT&T, which offers services over DSL. Comcast Corporation Comcast is a multinational telecommunications and media conglomerate and is the largest cable TV company and the largest internet provider in the U.S. They have over 30 million residential subscribers and 2.2 million business customers across 40 states. Net income in 2020 was over $10 billion. In Tiburon, Comcast delivers internet via coax cable infrastructure. Coax is a copper cable delivering speeds significantly slower than fiber and can only handle fast speeds over short distances, leading to cable companies using fiber to shorten the distances while saving costs by utilizing the existing copper/coax infrastructure. This type of system is called a hybrid fiber coax plant (HFC). Cable systems are non-symmetrical, meaning the download speeds are faster than the upload speeds. 2 Source: California Interactive Broadband Map W W W .MAGELLAN -ADVISORS . C O M 13 As the legacy cable TV provider in Tiburon, Comcast has the most coverage of all the providers, offering service to most residents and businesses. They provide the traditional “Triple-Play Bundle” of voice, Cable TV and Internet. They have leveraged their installed hybrid fiber -coax (HFC) network and the DOCSIS cable data standards to provide a common set of service throughout the Town. The focus of this study is on internet access only as we believe cable TV will become a streaming internet application. For internet access service, Comcast’s recent offerings start at 50 Mbps for $20/month for 12 months with a one-year agreement. It also includes a discount of $10/month for automatic electronic billing. The monthly rate jumps to $45/month for the second year and $60/month beyond then. This package includes 1.2 TB of data per month with 50 GB blocks automatically added at $10 each. Beyond this entry level offer, their recent promotional rates were 600 Mbps, 900 Mbps and 1200 Mbps for $50/mo., $60/mo., and $70/mo. respectively. These rates are for 24 months with a 1- year contract. They all jump an additional $40/mo. after the first two years. These offers include 1.2 TB of data per month with 50 GB blocks automatically added at $10 each. Comcast also offers a range of data rate services with no term agreement or a 1-year agreement. No term agreements add $30/month and one -year agreements added $10/month to the current promotional rates. A list of Comcast offerings in Tiburon is shown in Table 2-1. Table 2-1. Comcast Offerings in Tiburon OFFER DOWNSTREAM “UP TO” DATA RATE MONTHLY PRICES CURRENT PROMOTIONS INTERNET CONNECT 50 Mbps $20/mo. For 12 Months, $60/month afterwards INTERNET SUPERFAST 600 Mbps $50/mo. For 24 Months, $80/month afterwards INTERNET ULTRAFAST 900 Mbps $60/mo. For 24 Months, $90/month afterwards INTERNET GIGABIT 1200 Mbps $70/mo. For 24 Months, $100/month afterwards OTHER OFFERS 100 Mbps $40/mo. For 12 months with 1 year agreement 100 Mbps $60/mo. with NO agreement 300 Mbps $50/mo. For 12 months with 1 year agreement 300 Mbps $70/mo. with NO agreement 600 Mbps $60/mo. For 12 months with 1 year agreement 600 Mbps $80/mo. with NO agreement 900 Mbps $70/mo. For 12 months with 1 year agreement 900 Mbps $90/mo. with NO agreement W W W .MAGELLAN -ADVISORS . C O M 14 1200 Mbps $80/mo. For 12 months with 1 year agreement 1200 Mbps $100/mo. with NO agreement In addition to higher speed modems, Comcast is investing in technologies and solutions to improve the overall customer experience and raise the bar for competitors and new entrants. For example, they are offering enhanced secure whole-home Wi-Fi to improve performance throughout the home and reduce Wi-Fi related call center activity. They are also integrating streaming video services, such as Netflix, into their Cable TV offering to create a seamless integration with traditional Cable TV and the new strea ming services. They are also adding new consumer services to enhance their ‘bundle’ and increase consumer switching costs when moving to a new provider. New services include home security with 24 - hour monitoring and mobile cellular offerings. The mobile offerings are based on an MVNO (Mobile Virtual Network Operator) agreement with Verizon Wireless that gives them a Comcast - branded national wireless footprint on the Verizon Network. As of 2Q21, Comcast has over 3.4 million wireless customers generating over $2 billion per year in revenues. AT&T AT&T is the incumbent local exchange company (ILEC) or the legacy telephone company in Tiburon. Typically, the ILEC have near 100% coverage. However, our research found that in Tiburon, AT&T does not serve close to 40% of homes, mostly in the northwest corner of the town. For broadband internet, they have legacy investments in DSL (Digital Subscriber Lines) technologies which enable data services over their installed base of copper phone wires. The data rates supported by DSL depends on the length of the copper wire and the type of DSL deployed. Thus, AT&Ts offerings starts as low as 768 Kbps (8 Hillcrest Rd) and reaches a maximum of “up to” 18 Mbps (75 Round Hill Rd). 1.5 Mbps, 5 Mbps and 10 Mbps data rates were the most common. AT&T charges the same $45/month regardless of the actual data rate provided over their DSL infrastructure. These fees do not include the DSL modem/Wi-Fi router which adds another $10/month “modem lease” fee making their offering even more non-competitive with Comcast Xfinity. There does not appear to be any AT&T fiber deployed to single family units in Tiburon. Table 2- 2 displays AT&T’s service offerings in Tiburon. Table 2-2. AT&T Offerings in Tiburon AT&T OFFERINGS DATA RATES MONTHLY PRICES EXTRA CHARGES INTERNET BASICS Up to 768 Kbps $45/mo. +$10/mo. Modem lease W W W .MAGELLAN -ADVISORS . C O M 15 + $10/50GB of overage beyond 1 TB INTERNET BASICS Up to 1.5 Mbps $45/mo. +$10/mo. Modem lease + $10/50GB of overage beyond 1 TB INTERNET 10 Up to 10 Mbps $45/mo. +$10/mo. Modem lease + $10/50GB of overage beyond 1 TB INTERNET 18 Up to 18 Mbps $45/mo. +$10/mo. Modem lease + $10/50GB of overage beyond 1 TB Since the pandemic and the accompanying wide-spread realization that broadband and internet access were essential to modern life, AT&T has made numerous public statements about their goal to deploy fiber to ‘pass’ millions of customers throughout their foo tprint. AT&T has a large ILEC footprint across the USA as well as in California. AT&T is, in reality, SBC (Southwestern Bell Corporation) which bought AT&T Long Distance years ago and kept the well- known AT&T brand name. SBC also bought fellow ILECs Pacific Bell, Ameritech and Bell South resulting in their huge footprint. They also have a nation -wide mobile network and are deploying a lot of fiber to support towers and small cells as they expand their 5G coverage. Figure 2-2. AT&T ILEC Footprint Their yearly capital budgets may be measured in the tens of billions of dollars, but this must be spent throughout their footprint as well as for national 5G rollouts. The issue for Tiburon is when and where AT&T will deploy fiber in the Town. Comcast and AT&T Coverage in Tiburon To verify coverage randomly selected eighteen (18) addresses throughout the Town, shown in the map below. W W W .MAGELLAN -ADVISORS . C O M 16 Figure 2-3. Map of Addresses Tested Using each of these addresses, we collected actual data from Comcast and AT&T about their service offerings at each location. All addresses surveyed were served by Comcast and were offered the full range of service tiers. At least one AT&T offering was available at eleven of the eighteen addresses, although top speeds offered varied. A full list of findings is located in Appendix A. 2. 4 NEW FIBE R ENTRANTS Given the current dynamics in Tiburon and massive amounts of investment capital , we do believe that a new fiber entrant would gain sufficient market share (take rate) to achieve sustainability. However, the issue for the Town is scale. According to the 2020 U.S. Census Department, Tiburon has 3,595 households and 1509 employers, many of which are in home W W W .MAGELLAN -ADVISORS . C O M 17 businesses. As detailed later in this Plan, in the two resident workshops conducted during this project, the majority shared concerns over competition, customer service, reliability of service, and cost for those services. Many also shared that they would be willing and are ready for another broadband option to switch to. Obviously, these concerns and lack of competition lend well to a new fiber broadband provider to enter the market and gaining at least a 35-40% market share. 2. 5 METRO F IBE R, MIDDLE MILE AND EDGE DATA CE NTERS As illustrated in Figure 2-4 below, from FiberLocator, there is no reported fiber on the Tiburon peninsula. Comcast and AT&T may have fiber as part of their own infrastructure in Tiburon , however, they don’t publicly report it and do not often offer it to other providers. This lack of middle mile fiber is an issue for any new broadband provider in the Town. This applies to both public and private entities. The new broadband provider would have to deploy new fiber to connect to the fiber routes running down Camino Alto and intersecting with Highway 101 to San Francisco. Therefore, a key component of the strategy laid out in this Plan is for the Town to deploy fiber that will connect these areas, as detailed later in this document. The Town, or a private company, could also create a path redundant connection to edge data centers located in Berkely and Oakland. Figure 2-4. Fiber in Tiburon3 3 Source: FiberLocator W W W .MAGELLAN -ADVISORS . C O M 18 2.6 WIRELE SS BROADBAND SOLUTIONS Wireless broadband refers to the many different type s of communication that are delivered without wires. Although wireless networks do not use wires, coax, or fiber as the connection to the device, all these services require a fiber backbone to transfer the wireless signal from the antenna to an internet access facility. Not all wireless networks are created equal, and all have strengths and weaknesses , some shared and others specifically for a certain technology. Cellular, Wi-Fi, Citizens Broadband Radio Service (CBRS), and satellite are some of the different types. All wireless technologies have limitations in bandwidth and distance constraints, so wireless-fiber hybrid networks are the likely future of broadband deployment. Cellular 4G/5G Mobile Network Operators (MNOs) In addition to the desired competitive gigabit broadband services, each community should have full coverage by the three Mobile Network Operators (MNOs) offering cellular service. Cellular is the technology used by cell phones and other devices. Cellular technology has been improving over the years with many major upgrades, from 2G, 3G 4G, 4G LTE, and now 5G and coming soon 6G. The technology focuses on how information is packaged and transmitted between devices and the cellular providers. The inherent issue with cellular is the interference with buildings, concrete, mountains, among other structures that impede the signal. As shown in the map below, according to the FCC, only Veri zon Wireless covers the entire peninsula of Tiburon with 4G today. AT&T covers the Town of Tiburon, and T -Mobile’s coverage, including recently acquired Sprint, has poor coverage in the southeast part of the peninsula and the residential areas off Tiburon Boulevard. Figure 2-5. 4G Coverage4 4 Source: FCC W W W .MAGELLAN -ADVISORS . C O M 19 These companies have each have spent billions on spectrum licenses and AT&T and Verizon each spend over $3 billion/year on advertising. They are looking to leverage this previous investment and their brand names to establish a presence in the local broadband market without having to invest in last-mile fiber. The next generation wireless standard, 5G, is being deployed today and requires more cell sites and more fiber to those sites. All three MNOs would need to deploy or lease new fiber infrastructure in Tiburon to effectively serve the Town with a fixed wireless offering. The lack of 4G, and lack of 5G upgrades, could make Tiburon a laggard in future mobile applications and services. Wireless Internet Service Providers (WISP) WISP offer internet access over a point-to-point wireless connection. These line-of-sight technologies deploy a radio antenna at the customer premises that creates the wireless Radio Frequency (RF) connection to a centralized antenna located many miles away. WISP need to backhaul traffic to the same interconnect facilities in major cities like San Francisco. The preferred method is to use fiber. When fiber is not available , many use point-to-point wireless microwave links to the facilities. Tiburon is very hilly with lots of trees and growth that hinder the deployment of wireless RF technologies and claims of covering the entire Town may be overstated and cannot be substantiated. There are at least two WISP serving Tiburon: Etheric Networks and Unwired. • Etheric claims 100% coverage and has rate plans starting at $99/month for 3 Mbps symmetrical and climb to $350/month for 25 Mbps symmetrical with burst up to 100 Mbps. • Unwired covers approximately 25% of Tiburon and plans start at $50/month for 10Mbps/3Mbps and climb to $130/month for 22Mbps/9Mbps. Satellite Historically, there have been only two satellite internet companies servicing the entire continental USA: HughesNet and ViaSat. Recently Starlink, as of April 2019, entered the market and started offering limited services with 4425 satellites. In February of 2019 Starlink received approval deploy vastly more satellites in the range of 30k, allowing for better line of sight coverage leading to better services and reducing the latency, from 650-700 ms to 30-35 ms. Even at the greatly reduced latency, service is not good enough for high-bandwidth activities such as online gaming, which relies on very low latency to work properly. The number one constraint for satellite being a legitimate option for widescale broadband deployment is the “lag” or delay between sending signals between a home satellite dish, the satellite, and the base station connecting satellites to the internet. Although the signal travels at the speed of light, traveling an average of 46,000 mile round trip to space and back leads to significant latency. Latency is higher the further away the satellites are using satellites at W W W .MAGELLAN -ADVISORS . C O M 20 23,000 miles from earth Hughesnet and Viasat have much higher latency , whereas Starlink uses much lower satellites, providing better connectivity. Latency is the most impactful constraint; however, it is not the only one. Line of sight requirements make it a difficult deployment in areas such as Tiburon , where hills and trees are prevalent. This, in combination with the latency, results in high jitter rate, an engineering term referring to the difference in time a signal should be received and when it is actually received. Pros and cons of satellite service are listed in the figure below. For these reasons, although options such as Starlink are beneficial in some remote and geographically appropriate areas, we do not consider satellite broadband as a viable primary option for urban and suburban users. However, this could be considered as a redundant back-up link for users in Tiburon. Figure 2-6. Satellite Pros and Cons Pros Cons Available in rural areas  Data limits (varies by carrier) Faster than dial-up High latency (varies by carrier) Growing number of providers Geographical limitations (can’t service deep canyons or heavily wooded areas)  Recent innovation is improving service High jitter (varies by carrier) 2. 7 CONCLUSION According to mapping sources and independently collected data, the Town of Tiburon is considered served by broadband. The Town is served by Comcast at most locations, with additional offerings from AT&T in some areas. Although the Town of Tiburon has two internet service providers, only one broadband provider, Comcast, consistently offers high-speed internet access. The Town also lacks universal 4G coverage and infrastructure, including fiber, to support upgrades. The lack of competitive broadband options and infrastructure puts Tiburon in a position to bring in additional options for high-speed broadband to meet the needs of the residents and businesses of the area. W W W .MAGELLAN -ADVISORS . C O M 21 3. Needs Assessment 3.1 COMMUNITY MEETINGS In order to assess the needs of the community, the Town and Magellan Advisors hosted a series of workshops that were open to residents and businesses of Tiburon. Two (2) virtual sessions were advertised by the Town and held in March 2022, both of which were well attended. Current Use All participants of the workshops reported having service primarily through Comcast, as expected based on our market analysis. A few participants also had backup secondary connections to support their needs, including offerings from major cell carriers such as AT&T and T-Mobile. Overall, residents were concerned about the reliability of their services through Comcast, as well as the lack of competition in Tiburon. Many stakeholder participants relied on high-speed internet connections to work from home, including running small businesses, online teaching and learning, and providing telemedicine services. Others used the internet primarily for leisure activities such as streaming. Several participants noted that during the height of COVID-19 stay-at-home order, when nearly everyone was working and learning from home, Comcast services were insufficient to meet the needs of the community, and residents encountered frustrating slow-downs and outages. Since then, some participants noted that Comcast had improved their services, while others were still experiencing issues with unreliable connections, including in locations near the top of Mount Tiburon and around the cove. The Town itself reported receiving complaints from residents both during and after the stay-at-home order, and said that at times people cannot get service, are kicked off, or aren’t getting speeds that they are paying for. The primary concern that most participants had was not so much about the quality of their service as it was about the lack of choice. Most agreed that Comcast had a monopoly on the market, although some options for satellite and fixed wireless services were available in some locations, and some residents were experimenting with new offerings from their cellular providers for in-home wireless connections. Furthermore, many participants noted that they are not getting the bandwidth that they pay for, but because there is no competition, they have no recourse in solving that issue or in getting more competitive pricing. Another concern that was raised was spotty cell service in some areas, potentially caused by a lack of backhaul for cell towers in the area. Future Needs Participants recognized the need for broadband to support their future activities, as well as those of the Town itself. Some noted that they will be working from home for the foreseeable future, and bandwidth needs are likely to continue to increase. Others noted the need for connectivity to support the emerging Internet of Things including autonomous vehicles, W W W .MAGELLAN -ADVISORS . C O M 22 automated food delivery services, and real-time bus services. They noted that needs will change rapidly as these technologies emerge, and it is important to have infrastructure that will support them and will not be obsolete in the coming years. Several of the participants expressed a desire to expand broadband availability in order to close the digital divide. At least one attendee noted that access should be democratized, and that a great place to start would be to equip the Town’s library with superfast, free services. Others pointed to municipal broadband initiatives in places such as Walnut Creek as examples . Overall, all participants were enthusiastic about ensuring that broadband needs of the Town are met, and many even offered to be of assistance as the Town considers implementing the recommendations of this Plan. As one participant noted, “Internet is becoming like water and energy for us. The faster the better.” 3.2 BROADBAND SURVEY To gain further insight into the current state of broadband and need for future connectivity, Magellan Advisors and the Town of Tiburon conducted a broadband survey among bu sinesses and residents. The survey was open for approximately eight weeks between November 2021 and January 2022 and received a total of 374 valid unique responses. As shown in the table below, most responses came from households in Tiburon. Table 3-1. Survey Responses by Type Response Type Household: Location is primarily a residence 374 Organization: Location is a business, government, non-profit, etc. 5 Total 379 Among residential respondents, the average household size was 2.80 people, very close to the 2.40 average size according to Census data. The median age of the youngest person in respondent households was 31.5 and the median of the oldest was 65, compared to the median age of 50.8 years as indicated in Census data. Thirty six percent (92) of residential respondents indicated that they were retired or otherwise out of the workforce, which is relatively close to Census data estimates that 40% of Tiburon residents ages 16+ are no longer in the workforce. About 43% of respondents (111) worked in Arts, Business, Management, or Science , about 11% (28) worked in Office or Sales, and the other 11% worked in Service (8% or 22 respondents), Construction, Maintenance, or Natural Resources (2% or 4 respondents), and Production or Transportation (1% or 2 respondents). Almost all residential respondents (99% or 254) indicated W W W .MAGELLAN -ADVISORS . C O M 23 having at least a Bachelor’s degree indicating that respondents had relatively higher levels of educational attainment than would be anticipated according to Census data5. Survey respondents from organizations were asked to identify their industry sectors. Among the five responses, there were two responses from Other Services Except Public Administration, two responses from Information, and one response from Public Administration. Due to the low number of responses, it is difficult to draw conclusions about how well Tiburon’s industries are represented. However, we can say that the survey results document the experience and perspective of more than 350 households and organizations in Tiburon. The survey yielded useful empirical indicators of broadband in the Town. Recognizing results of survey analysis as indicators, we report statistics but use approximate language in discussing the findings. Generally, these results should be considered the “best case” for the more affluent and informed residents of the community. Additional effort will be required to determine the situation for younger, less educated residents. The same applies to large, multi-location service and wholesale companies. Broadband Adoption Most of the respondents (92%) had broadband connections, defined as high-speed, always on service. Approximately 5% of respondents had low-speed service including cellular, dial-up, or satellite, and another 3% were unsure of whether they had broadband. Less than one percent (2 respondents) reported not having internet service. Figure 3-1. Respondents’ Type of Connection 5 According to Census data, 76.2% of residents in Tiburon over the age of 25 have a Bachelor’s degree or higher. (Source: https://www.census.gov/quickfacts/tiburontowncal ifornia) 92% 5% 3% 0% How is This Location Connected to the Internet? Responses = 378 High-speed, always-on broadband service Low-speed service, including cellular, dial-up, or satellite service Unsure/don't know This location has no internet service W W W .MAGELLAN -ADVISORS . C O M 24 To gain additional insight into where broadband service is not available, we created a map of the locations of respondents who said that their locations did not have broadband, displayed below. These locations were spread throughout the Town in various neighborhoods, which does not indicate that there are specific areas of Tiburon that and unserved or underserved. Although respondents were asked to rank the reason why their location did not have broadband by factors that included price, performance, lack of availability, accessing internet elsewhere, and not having the need for broadband, only one respondent answered this question and they indicated that none of these reasons applied. Figure 3-2. Map of Locations Where Respondents Indicate Not Having Broadband As expected based on the results of the market analysis, the majority (89%) of respondents had service through Xfinity Comcast, followed by AT&T (7%). A handful of respondents had service through other providers including Sonic (2%), Unwired (1%), and others such as T-Mobile and HughesNet, as shown in the figure below. Also displayed is a map of respondents’ service provider, which indicates that service providers are relatively well distributed, although Sonic seems to primarily serve the southern half of the Town. W W W .MAGELLAN -ADVISORS . C O M 25 Figure 3-3. Respondents’ Internet Service Provider Figure 3-4. Respondents’ Internet Service Provider by Location Xfinity/Comcast 89% Unwired 1% AT&T 7% Sonic 2% Other -Write In 1% What Company Currently Provides Service to this Location? n=315 W W W .MAGELLAN -ADVISORS . C O M 26 Performance Respondents were asked how much they paid for broadband and related services and what contracted speeds they paid for. These were “best guesses” by the person responsible for choosing and paying for the service. Variance would diminish with more responses but should be assumed high in this situation. Actual performance was recorded automatically via a speed test integrated into the survey. But performance will vary over time based on network congestion and other factors. Therefore, we report a full set of descriptive statistics, including average, maximum, median, and minimum speeds. On average, survey respondents reported contracted to receive speeds of approximately 261 mbps download and 203 mbps upload. To get a better understanding of actual performance, the survey contained an embedded speed test that respondents ran from their locations. The actual speed test results were much lower than contracted speeds, with an average download speed of 210 mbps and an upload speed of just 16 mbps. Table 3-2. Descriptive Statistics for Broadband Cost and Performance Among Survey Respondents Contracted Actual MRC Cost Per Mbps Download Upload Download Upload Average 561.11 203.32 209.68 15.80 $ 100.68 $0.28 Median 500 34.5 118.16 18.21 $ 90.00 $0.66 Mode 1000 10 87.53 12.14 $ 100.00 $1.00 Max 2000 2000 919.89 1590.35 $ 400.00 $0.16 Min 1 0.5 0.28 0.34 $ 1.00 $1.61 Averages By Provider Xfinity/Comcast - Average 598.31 216.85 227.96 159.07 $ 104.31 $0.27 AT&T - Average 80.46 75.95 25.11 97.93 $ 60.47 $0.49 Sonic – Average 24 3 17.18 2.0 $ 61.25 $3.19 Unwired - Average 10 4.5 25.32 6.77 $ 150.00 $4.67 Others - Average 12.5 15 57.42 35.56 $ 64.50 $0.69 On average, respondents who subscribed to services through Xfinity/Comcast were paying more than AT&T customers, and their average actual speeds were much higher. Respondents who identified Xfinity as their provider were getting the best value, with an average cost of $0.27 per mbps per month. W W W .MAGELLAN -ADVISORS . C O M 27 Speed test results were mapped to indicate locations where respondents were receiving low speeds. The map below displays the locations of respondents whose total throughput (download speed plus upload speed) was under 28 mbps (representing the federal threshold of 25/3 mbps for broadband) and between 29 and 120 mbps (representing emerging guidelines for 100/20 mbps minimum speeds for broadband funding). There are more locations than expected with low speeds in Tiburon; however, they are not concentrated in any specific neighborhood, but are spread throughout the Town. Figure 3-5. Locations of Respondents with Less Than 120 Mbps Total Throughput The survey also asked respondents to rank their current internet service on a variety of factors, including price, customer service, and reliability. More than half of respondents ranked their services as Good or Excellent overall, but there was some dissatisfaction with price, customer service, and reliability. Most respondents reported slowdowns and service outages, although they were relatively infrequent. Slowdowns appear to occur every few days to once a year and service goes out for an hour or two every few months to about once a year. About 20% of respondents did experience slow downs on a daily basis and about 15% of respondents were seeing outages every day. W W W .MAGELLAN -ADVISORS . C O M 28 Use To better understand how internet is being used, we asked household respondents to identify how essential it is for a variety of common uses. Most respondents found internet to be extremely useful or essential across all tasks, except generating income or selling thing s and streaming games or video, for which just under half of respondents found it to be essential. We also asked respondents how often someone in their household was using internet for critical services such as schoolwork or training, telecommuting, opera ting a home-based business, or health monitoring. The most common of these uses was telecommuting, with nearly 60% of respondents indicating that someone in their household used internet for this purpose more than once a week. Almost half (45.6%) of respondents had someone who used internet for a home-based business or gig work once a week, and just over a quarter (35.8%) used it for shcoolwork or training. Very few resondents (0.8%) had someone in their household who used it more than once a week for consulting a healthcare professional, although many respondents did use it a few times a year for this purpose. Among organizational respondents, digital technologies were absolutely essential or very useful for all uses including management and administration, production, outbound logistics, and sales and marketing. To understand just how critical broadband is, we asked organizational respondents whether they would be willing to move their business for much faster, less expensive internet services. Respondents were split; of the six respondents, two said they definitely would move, two definitely would not move, and two were somewhere in between. 5. 4 CONCLUSIONS Generally, consumers in Tiburon are relatively satisfied with their broadband, although many expressed dissatisfaction with prices. Xfinity/Comcast appears to dominate the market, although there is some competition from others including AT&T, Sonic, and Unwired. Speed test data revealed that many locations are not getting adequate speeds that meet the emerging guidance for broadband to meet thresholds of at least 100/20 mbps, and some are not even getting the minimum Federal threshold of 25/3 mbps. The cost per capacity was also rather high across all providers. Households recognize the importance of robust broadband, especially to telecommute, operate home-based businesses, and do online schoolwork. Connectivity was a critical issue for many organizational respondents, particularly for buying materials and management and operations. Overall, survey results indicate that demand for bandwidth in Tiburon may be outpacing current service offerings, meaning that residents and businesses will require a more robust set of offerings than is currently available to work, learn, and thrive . W W W .MAGELLAN -ADVISORS . C O M 29 4. Business Model, Partnerships, and Lease Opportunities Selecting the right broadband business model for local government is highly dependent on several factors that will suggest the most appropriate option for the community. For example, understanding the community needs, knowing the competitive market factors that define what infrastructure options fit well within the community, and determining organizational and operational capabilities of the local government all play into the selection process. Equally important is an understanding of the financial commitments and risk and reward that participating organizations are willing to support to fund and sustain a successful broadband initiative. Figure 4-1. Municipal Broadband Continuum The commonly implemented business models fall on a continuum that ranges from low risk, low investment options to higher risk, high investment options. Figure 4-1 illustrates this continuum. Moving along the continuum of business model options involves increasing degrees of risk and reward: risks in terms of financial, operational, and regulatory risk; rewards in terms of community benefits, revenue generation, and over potential for profit. Moving “up” the continuum generally requires increasing levels of investment and implies greater local government participation in the delivery of broadband services. The table below illustrates the differences among the business models that can be utilized to achieve the Town’s broadband goals. While there are variations of each model, they generally fall into the categories described. In many cases, multiple options may be selected by an organization; however, in some cases, a local government will not utilize multiple models, as they may conflict with one another. For example, local governments generally implement broadband-friendly public policy with any of the business models, as these policies will complement all other business model options. Conversely, a local government would not likely implement a retail model and public-private partnerships together, as these would lead to competition between the local government and one or more private partners. W W W .MAGELLAN -ADVISORS . C O M 30 Table 1. Comparison of Municipal Broadband Business Models COMPARISON OF BROADBAND BUSINESS MODELS Government Passive Models Government Active Models Public Policy Only Infrastructure Only Public-Private Partnerships (P3) Public Services Provider Open Access Wholesale Retail Provider Business- Only Retail Provider Residential & Business Services Provided None Dark Fiber Only None Dark Fiber, Transport, Internet, Phone Transport Internet & Phone Internet, TV, Phone & Value-Added Services Customers None Broadband Providers None Public Organizations Only Broadband Providers Businesses Businesses & Residents Funding Required Low Moderate Low to High Moderate Moderate High High Competing with Broadband Providers No No No No No Yes Yes Operational Requirements Low Low Low Low Moderate High Very High Regulatory Requirements Low Low Low Low Moderate High Very High Revenue Generation Low Low Low to High Low Moderate High Very High Operational Costs Low Low Low Low Moderate High Very High Financial Risk Low Low Low Low Moderate High Very High Execution Risk Low Low Moderate Low Moderate High Very High Public policy and infrastructure only options are considered “passive” business models, where the government does not operate a broadband network as compared to “active” models such as Municipal Services Providers, Open Access Providers, and Retail Provider Options, where the local government operates all or part of the broadband network. Local governments must determine which business models meet their organization’s risk/reward tolerance to achieve the community’s broadband goals. 4. 1 STATUS OF DIGIT AL INFRASTRUCTURE IN TIBURON W W W .MAGELLAN -ADVISORS . C O M 31 Twenty-first century communities need digital infrastructure that includes competitive facilities - based gigabit broadband, full 4G/5G mobile coverage by at least two of the three U.S. mobile network operators (MNOs) and high speed, low latency, access to the internet. Based on Magellan’s market assessment in Section 2 of this Plan, Tiburon has a single gigabit broadband provider and only Verizon Wireless has full coverage of the Town and peninsula. The Town lacks fiber, beyond Comcast and AT&T internal fiber, which could impact 4G upgrades and 5G densification. The lack of middle mile fiber will add to the upfront construction costs for a new entrant, public or private, to connect to the internet. Currently, only Comcast serves the Town with ‘up to a gigabit’ data rates, and these are downstream rates. Upstream rates are still limited to tens of Mbps at best and will be limited until Comcast invests in upgrades. AT&T has not deployed fiber to the last mile in Tiburon and is relying on antiquated DSL technologies to serve parts of the town. The highest data rate we found from AT&T was 18 Mbps. We do expect Comcast to upgrade their infrastructure; the question is when they will get to Tiburon given their huge national footprint and current monopoly status. The same is true of AT&T upgrading to fiber. AT&T executives continuously talk about large scale fiber deployments. However, given their huge last-mile footprint, their national 5G needs, and the limited available households in Tiburon it is uncertain when AT&T will upgrade the Town. The limited size of Tiburon, as measured by number of households, makes the addition of a new privately funded full-fiber entrant unlikely in the near term. Mobile coverage of the peninsula is lacking too. According to the U.S. F.C.C., only Verizon Wireless has full coverage of The Town of Tiburon and the entire peninsula. AT&T and T -Mobile have areas without coverage throughout the town. The mobile network operators are in the process of a nation-wide upgrade to 5G. This requires new radios deployed on cell towers and the deployment of small cells to serve dense areas. Both 5G towers and small cell sites require fiber connectivity. The remainder of this document will discuss broadband infrastructure models and how the Town of Tiburon can enable, encourage, and/ or participate in their future digital infrastructure. 4. 2 TIBURON BROADBAND MODEL Based on the current broadband needs in Tiburon, as well as the capacity and organizational structure of the Town itself, we do not recommend that Tiburon enter the market offering retail services. Rather, Tiburon should strategically fund, build, and opportunistically lease fiber along Tiburon Boulevard from Highway 101 to the Ferry Boat Landing to make it easier for new entrants to reach Tiburon’s neighborhoods. This fiber should be leased at competitive rates to accelerate deployments and upgrades through public-private partnership agreements. Ideally, the project could be structured such that committed service provider lease fees and would cover financial requirements for the build. W W W .MAGELLAN -ADVISORS . C O M 32 Once this first leg is built and providers have greater access to the peninsula, Tiburon should encourage a third party internet service provider to build fiber into neighborhoods, including the laterals and drops to each household. At least two ISPs, Astound and Open 5G, have already expressed interest in partnering with the Town. There are numerous privately funded fiber companies in the U.S. looking for cities and towns to serve. The areas that are most attractive to these entities are those with cable monopolies and a DSL incumbent telephone company. The household density of Tiburon is also attractive. These are new companies with new full fiber business models. Many have raised hundreds of millions of dollars in private equity capital and are looking for medium size cities and large towns to serve. In the future, companies will be looking for growth opportunities and the characteristics of Tiburon are attractive. Funding and building a fiber-to-the-home network throughout the Town is a major task with substantial risks. However, the risks can be reduced in several ways. First, the network assets should be built according to demand. Only build the laterals down a street where there is a minimum up-front take rate, often greater than 50%. Second, revenues from early active subscribers reduce the total amount of external capital required. Third, Tiburon’s neighborhoods are dense, with an approximate average of 30 households per 1000 feet of road. Density enables the construction costs to be allocated over more households, thereby reducing the cost to pass and cost to serve each household. In addition to Town uses, the fiber could be leased to Comcast and AT&T for their fiber expansions, mobile network operators for 5G densification and improved coverage, wireless access providers (WISPs) and private transport providers servicing businesses. This could be the backbone of the Town and could spur additional private investments. This could also be extended over time around the peninsula on Paradise Drive and completing a ring along Trestle Glen Boulevard. Future capital improvement projects should also be coordinated with service providers to ensure their needs are met in a manner consistent with the town’s goals and objectives. This can be implemented through Dig Once and utility coordination policies and practices . As described in the following section, the network design has been developed based on using this model to first build a Phase 1 Hwy 131 fiber route and leveraging this new cable in a partnership with a local ISP. We recommend that the Town of Tiburon set aside funds for designing this first phase and pursue funding opportunities to cover the cost of the build, while simultaneously engaging with ISPs interested in the use of the fiber. This will be best accomplished through a competitive procurement process to estimate the return on investment for the build. Prior to beginning construction, the Town should have an agreement in place with an entity for the use of the fiber in order to mitigate risk and ensure that the asset will have a financial return. W W W .MAGELLAN -ADVISORS . C O M 33 5. Conceptual Network Design Conceptual network designs are intended to give guidance and information about the network requirements including footages, costing, and other key information about the nature of the new assets. The conceptual design is not intended to be construction engineering or permit drawings; rather is show the best options for meeting the network requirement s such as redundancy, construction methodology, and incorporating any existing infrastructure. Magellan recommends a phased approach to complete the network. Tiburon should begin by completing detailed design engineering to build Phase 1. Once that segment is underway, the Town should find a partner to build Phases 2-4 as part of a negotiated agreement. Although the Town should focus only on building Phase 1 at this time, all four phases are described in this section to provide a comprehensive understanding of the whole project and what would be expected from a future partner. 5. 1 EXISTING TOWN INF RASTRUCTURE The Town of Tiburon owns about 2000 feet of empty conduit on Tiburon Blvd put in as part of a utility undergrounding project. There is no other infrastructure, fiber, conduits, that the town owns. Tiburon may have space or real-estate that could also be leveraged in a possible partnership. 5. 2 CONSTRUCTION METHODS Tiburon should use three different construction methods for the deployment of the network. Each construction method has particular use cases and has been carefully evaluated to balance the network stability with cost-effective buildout. The most stable network construction method is using boring (direction drilling); however, boring costs four to five times the cost of aerial construction. Boring Boring, also known as directional drilling, uses a machine that uses 1.5” flexible steel rods that are twisted, drilled, horizontally into the ground. Pits are dug at both ends of the planned bore path. All utilities crossed must be physically located through potholing before the bore can be completed. To connect these bore pits together, the bore machine uses the steel rods. Once the steel rods connect the two pits together, conduit is attached to the end of the steel rods. The boring machine then pulls the conduit back through the hole created by the rods. Boring can achieve any depth needed, from as shallow as 2 feet to as deep as 100 feet or more with proper planning. Boring is used when depth over 2 feet is needed, on difficult crossings like highways, railroads, or rivers, and when traffic cannot be stopped to allow for open trenching. Microtrenching W W W .MAGELLAN -ADVISORS . C O M 34 Microtrenching is a newer construction method developed within the last ten years. In this process, a carbide tipped saw blade is used to cut a 1.5” wide trench into any material, asphalt, concrete, rock, or dirt. The trench can be from 0”-24” deep where conduit and/or fiber cable is placed at the bottom of the trench and covered with a very hard sealant to protect the conduit from damage. Microtrenching is very effective in areas that a boring machine does not fit, where depth of cover can be shallower, and in areas where restoration is a big concern. Microtrenching is a far more cost-effective construction method and is incorporated into the distribution network designs (Phases 2 and 4) extensively. When microtrenching is used, inspection during the construction process is essential to ensure the depth is maintained and the restoration meets Town standards. Aerial Aerial construction is the process of attaching infrastructure, cable, conduits, terminals, splice cases, etc. to poles. Aerial infrastructure can be one of the most cost -effective and time saving construction methods; however, aerial infrastructure is vulnerable to damage through many means, such as pole failure, squirrels, weather, vandalism, etc. Aerial also requires extra engineering by doing pole loading, a process where each pole’s strength is assessed to validate whether the pole can handle the new infrastructure being attached to it. Pole loading also includes wind and ice loading – ice is not an issue in Tiburon, but wind is. The pole information is loaded into a simulation program that virtually stresses the pole in the event of high winds . The pole must pass this simulation before the placement of the new infrastructure w ill be approved. Another drawback to aerial construction is if a pole fails pole loading, the pole must be fixed, supported, replaced, or the cable placed with new underground bypassing the failed pole. 5. 3 CONCEPTUAL DESIGN The full conceptual network design uses all three of these construction methods. The Town of Tiburon prefers to have an all-underground infrastructure, using aerial construction only in areas where it is necessary and can be undergrounded in the future with other utilities. On the longer routes in Phase 3, millions of dollars can be saved using aerial, or even microtrenching, rather than boring. We recommend that Phase 1 be built by the Town of Tiburon and Phases 2-4 to be built by a partnering ISP through a negotiated agreement after a competitive procurement process. Phases 2-4 are shown and evaluated to demonstrate what the partner would be expected to handle as part of the agreement. W W W .MAGELLAN -ADVISORS . C O M 35 Figure 5-1. Conceptual Design by Construction Type Phase 1 Phase 1, shown in the figure below, will bring a new fiber cable into Tiburon that will allow an ISP partner to easily access the remainder of the peninsula. The build on Tiburon Boulevard (Hwy 131) starts at Hwy 101 and terminates near the Ferry Boat Landing in downtown Tiburon. It is entirely new underground and is budgeted as new underground boring, the most expensive method. We estimate the total cost of this build to be approximately $2.17 million. A section of Phase 1 overlaps with a planned Caltrans project along Tiburon Boulevard. As of the writing of this Plan, Caltrans is in the design and environmental review process , making this the perfect time to work with them to explore the possibly of joint building for more cost- effective construction or conducting the projects in tandem to minimize traffic disruptions. The Caltrans project could provide savings by eliminating some of the costs incurred during construction such as traffic control, full restoration efforts, and using faster more cost-effective construction methods such as plowing, trenching, or trenching. Any of these methods would have to approved and permitted through Caltrans. W W W .MAGELLAN -ADVISORS . C O M 36 Figure 5-2. Phase 1 Phase 2 The second phase builds on the infrastructure built in Phase 1 and deploys fiber to the neighborhoods that are accessed from Tiburon Blvd. These neighborhoods represent the vast majority of the residences in Tiburon and will allow the partnering ISP to start providing services quicker and start earning revenues for the partnership. The partner would need to lease fiber strands to bring services to these neighborhoods. We estimate the cost for Phase 2 to be approximately $10.08 million. Capital costs for this portion of the network will likely be covered by the partnering ISP . Willingness to contribute capital should be reviewed as a part of the partnership selection process. W W W .MAGELLAN -ADVISORS . C O M 37 Figure 5-3. Phase 2 As shown in Table 5-1, most of this phase of construction is expected to be deployed via microtrenching. A limited amount of boring and aerial construction is also required. Table 5-1. Phase 2 Construction Methods by Length Phase 3 The third phase creates a ring and provides the redundancy, creating an alternate path for data to be sent and received up and down the peninsula makes the network reliable and minimize outages. Like Phase 2, we expect that this phase will be constructed by the partner ISP. We estimate the cost for Phase 3 to be approximately $1.85 million. Because much of this infrastructure is outside of the Town limits, Tiburon should work with regional partners such as Marin County and surrounding communities, as well as partner ISPs, to coordinate this build . Phase 2 Construction Methods FEET MILES New Underground - Boring 10,178 1.93 New Underground - Microtrenching 232,104 43.96 New Aerial 3,566 0.68 W W W .MAGELLAN -ADVISORS . C O M 38 Figure 5-4. Phase 3 Table 5-2. Phase 2 Construction Methods by Length Phase 4 The final stage addresses the residents that live on the north side of the peninsula and is built off the cable placed in Phase 3. Like Phase 2, this phase largely includes fiber that extends into neighborhoods, including in unincorporated areas of Marin County. As with Phases 2 and 3, we assume that a partner ISP, as well as other government agencies in the region will partner to build this segment. Phase 3 Construction Methods FEET MILES New Underground - Boring 7,105 1.35 New Aerial 43,757 8.29 W W W .MAGELLAN -ADVISORS . C O M 39 We estimate the cost for Phase 4 to be approximately $2.78 million, based on the assumption that Phase 4 is microtrenched across all 9.43 miles of the design. Figure 5-5. Phase 4 Cost of Deployment Based on current estimates for labor and materials in areas like Tiburon we estimate the total cost of the network deployment to be approximately $16.86 million, shown by phase in the table below. As previously stated, only Phase 1 should be fully built and funded by the Town of Tiburon; the remaining phases will be funded and built through partnerships with public and private entities. Table 5-1. Construction Numbers by Phase Phase Feet Miles Labor Material Design/Eng. Sum of Total Phase 1 Backbone $ 24,076.50 4.56 $ 1,852,335.51 $ 286,868.55 $ 37,099.00 $ 2,176,303.06 Phase 2 Distribution $ 245,848.05 46.57 $ 8,017,131.40 $ 1,657,566.20 $ 374,683.00 $ 10,049,380.60 Phase 3 Ring $ 50,862.35 9.64 $ 1,424,178.99 $ 356,147.27 $ 78,081.00 $ 1,858,407.26 Phase 4 Distribution $ 69,671.00 13.20 $ 2,212,272.62 $ 461,754.57 $ 106,272.00 $ 2,780,299.19 Grand Total $ 390,457.90 73.97 $ 13,505,918.52 $ 2,762,336.59 $ 596,135.00 $ 16,864,390.11 W W W .MAGELLAN -ADVISORS . C O M 40 6. Financial & Funding Analysis After preliminary discussion with possible ISP partners, the best way for the Town to accomplish the goals of creating competitive high-speed broadband for use on the Tiburon Peninsula is to invest in and construct Phase 1 of the high-level design as presented in this Plan. The Town should begin planning for this deployment by conducting design engineering and pursuing funding opportunities, while simultaneously engaging with internet service providers who are interested in the use of the asset. Construction should begin only after a partnership can be arranged and entered in order to ensure that the asset will be used and provide the Town with a return on investment. The Town may also decide to allow the partner to construct Phase 1 as part of the partnership if funding is not available. Design and construction for Phase 1 will occur over two (2) years in conjunction with the Caltrans rehabilitation project. The network placed in Phase 1 will be used to support a partnership using the new fiber cable as the backbone for a fiber-to-the-home (FTTH) network, with the partner constructing and delivering the FTTH services in Phase 2. The deployment of the FTTH portion of the network, Phases 2-4, would take place after the engineering for the full network is complete, about 4-6 months. The Town should, with the aid of the partner, apply for a LATA grant through the state, which would pay for the design and engineering of the network. The financial impact to the Town would be for the construction of Phase 1 only. The remaining construction, drops, installation, and maintenance should be handled by the partner via the partnership agreement. The typical agreement considers the financial contributions by both parties with revenue share and/or dark fiber lease agreements to cover the costs to the Town. 6. 1 TOWN OF TIBURON CAPITAL EXPE NDITURE S If Tiburon can successfully engage and find a partnership with a local ISP , the following expenses should be considered: • Network Design, Permitting, and Professional Engineering Stamping – Includes low- level design / construction ready prints of all phases of the network. Each design sheet will obtain an official professional engineering (PE) stamp from a qualified engineer necessary to obtain necessary construction permits. • Construction - Expenses include the estimated underground construction labor and material costs needed to build the backbone for the network and allow access to local ISPs, government, and other entities. • Project and Construction Management and Inspections - Management includes oversight of all facets of the broadband project from buildout to customer rollout. A few of the key duties include: W W W .MAGELLAN -ADVISORS . C O M 41 • Daily management of construction vendor assuring the buildout is done as designed and meets all standards for underground installation. • Daily inspection of buildout construction, documenting needed corrections, and assuring that corrections are made in a timely manner. • Verification of construction invoices to ensure invoices match actual work completed. • Inspection of materials and assist with ordering, if needed. • Documenting and updating design for agreed upon changes (“as-builts”). Based upon these elements, we estimate the capital costs to build Phase 1 to be approximately $2.176 million, as shown in the table below. Table 6-1. Phase 1 Construction Costs Phase 1 - Backbone Footage $ 24,076.50 Mileage $ 4.56 Design Engineering $ 37,099.00 Labor UNDERGROUND - BURIED LABOR TOTAL $ 1,580,788.91 SPLICING LABOR TOTAL $ 270,246.60 PATCH PANELS AND CABINETS LABOR TOTAL $ 1,300.00 LABOR TOTAL $ 1,852,335.51 Material FIBER MATERIAL TOTAL $ 110,708.20 UNDERGROUND MATERIAL TOTAL $ 149,060.35 CLOSURES MATERIAL TOTAL $ 5,900.00 PATCH PANELS AND CABINETS MATERIAL TOTAL $ 21,200.00 MATERIAL TOTAL $ 286,868.55 TOTAL BID $ 2,176,303.06 WITH 20% CONTINGENCY $ 2,604,143.87 6. 2 PARTNER CAPITAL EXPENDITURES Although Magellan recommends the Town be financially invested in the Phase 1 build, we expect that a partner will contribute the capital costs for the remaining phases. However, knowing what the estimated costs for the partner is important for the overall partnership agreement. These are very high-level conservative estimates based on averages that have been seen in the area and quotes from San Francisco Bay Area construction companies on similar projects. In addition to the design, engineering, construction, and management for the build out, the partner will have an additional capital expenditure for premise drops, described below. • Premise Drops - Premise drop costs encompass the labor and materials to connect residential and commercial customers to the network. Drops will be done through aerial and underground methods. It is anticipated that 25% of drops will be aerial at an estimated cost of $1000/drop, 75% will be underground at $2000/drop. It is assumed W W W .MAGELLAN -ADVISORS . C O M 42 that 35% of the residences and businesses will switch to the new provider with-in the first 4 years. Based upon current costs, we estimate the total network buildout for Phases 2 -4 to be approximately $14.68 million, as shown in the table below. Table 6-2. Phases 2-4 Construction Costs Phase Feet Miles Labor Material Design/Eng. Sum of Total Phase 2 Distribution $ 245,848.05 46.57 $ 8,017,131.40 $ 1,657,566.20 $ 374,683.00 $ 10,049,380.60 Phase 3 Ring $ 50,862.35 9.64 $ 1,424,178.99 $ 356,147.27 $ 78,081.00 $ 1,858,407.26 Phase 4 Distribution $ 69,671.00 13.20 $ 2,212,272.62 $ 461,754.57 $ 106,272.00 $ 2,780,299.19 Grand Total $ 366,381.40 69.41 $ 11,653,583.01 $ 2,475,468.04 $ 559,036.00 $ 14,688,087.05 6. 3 E STIMATED OPE RATING EXPE NSE S The operating expenses required for the Phase 1 backhaul cable will be for the physical maintenance of the cable, future splicing needs, and documentation of usage. These are minimal costs and are estimated at $2,000 per year per mile or $9,000 annually. Equipment should be included in the partnership agreement and the Town should not have financial responsibility for it. 6. 4 FUNDING SOURCE S Phase 1 will require approximately $2.8 million dollars and can be paid for through various funding sources. Magellan Advisors analyzed the current funding environment for state and federal grant programs to determine which opportunities Tiburon should pursue to assist with covering the cost of the build. Broadband grant dollars are being allocated at unprecedented rates , particularly in the wake of the COVID-19 pandemic and the subsequent shift to online work, learning, and healthcare. Various programs through the COVID-19 Economic Relief (CARES) Act, American Rescue Plan Act (ARPA), and Infrastructure Investment and Jobs Act (IIJA) directly or indirectly fund broadband infrastructure and programs through a slew of federal agencies including the National Telecommunications and Information Administration (NTIA), Federal Communications Commission (FCC), United States Department of Agriculture (USDA), Economic Development Administration (EDA), and Department of Energy (DOE). However, these programs are primarily directed at communities in rural locations, those will low-income populations, and those that have no existing options for internet services. Because Tiburon has an affluent constituency and, according to some mapping resources, is served by at least two providers, the Town is unlikely to be eligible for any federal funding. This is largely also the case for state funding as most state programs follow the same requirements as federal programs. W W W .MAGELLAN -ADVISORS . C O M 43 However, broadband funding is evolving in California. The state recently announced rules for a Local Agency Technical Assistance (LATA) grant program to help fund the design and engineering of municipal broadband networks such as the one included in this Plan. The grants are limited to $500k for each awarded agency and the application process will open within the next couple of months, likely in late June to early July 2022. We strongly recommend that the Town of Tiburon pursue a LATA grant to perform detailed design engineering for Phase 1 of this Plan, which will cost approximately $38,000. The Town could also consider pursuing LATA funding to bring on a resource dedicated to broadband to oversee the implementation of this Plan and future broadband initiatives. We also encourage the Town of Tiburon to track other upcoming grant opportunities through the State of California, which may update eligibility requirements as more funds become available. In addition to grant funding, the Town of Tiburon should engage with elected officials at the state and federal levels to track other funding sources such as earmarks. Because this Plan makes Tiburon’s project shovel-ready, it is a prime project to be sponsored by such resources. Lastly, in the absence of grant funding or earmarked dollars, the Town could consider taking a loan for the cost of Phase 1. As described in further detail below, we estimate that with a 3.0% loan, the Town could achieve a return on investment in about fifteen (15) years and would maintain ownership of a valuable, revenue-positive piece of broadband infrastructure well into the future. Table 6-3. Loan Summary – Phase 1 Only Funding Source - Loan Loan Amount $ 2,176,000.00 Interest Rate 3% Terms (Months) 60 Compounded periods per year 12 Monthly Payment $ 39,099.87 Total Loan payback $ 2,345,992.25 6. 5 REVENUES The revenues from the Phase 1 build will come from leasing the fiber strands to the partner with a long term, assumed 20-year IRU. The rates are based on averages found in the San Francisco Bay Area and around the country. The number fiber strands leased is estimated on expected use of the cable by the partner for the backhaul, internet connection, connection to their services, and for use a part of the distribution network. This does not include any possible use by mobile carriers wanting to deploy additional 4G and 5G towers, potentially creating a far greater revenue to the town. W W W .MAGELLAN -ADVISORS . C O M 44 Based on these assumptions, we estimate a total of $3.1 million cumulative revenue after 20 years, with annual revenues of nearly $187.488, as shown in the table below. Table 6-4. Potential Revenues for Phase 1 Potential Service Revenues 2025 2030 2035 2040 Year # 5 10 15 20 Est Dark Fiber Leased Strands 36 36 36 36 Lease Rate $/Mile/Strand $100.00 $100.00 $100.00 $100.00 Miles Leased 4.34 4.34 4.34 4.34 Total Yearly Lease Revenue $187,488.00 $187,488.00 $187,488.00 $187,488.00 Cumulative $374,976.00 $1,312,416.00 $2,249,856.00 $3,187,296.00 6. 6 FINANCIAL SUMMARY If the Town of Tiburon invests in the full cost of Phase 1 of and finds a partner to use as an anchor tenant for leasing fibers, the Town’s investment via a loan with a 3.0% rate. Monthly payments, total loan payback, and estimated cash flow are displayed below. This model shows that Tiburon can build a new fiber path on Tiburon Blvd from Highway 101 to Ferry Landing with a initial investment of approximately $2.1 million and a breakeven point around year 15. The pay back could be accelerated with partnerships with more than one ISP, other government agencies, and supporting the Caltrans traffic signal upgrade project. Figure 6-1. Estimated Cash Flow – Phase 1 Only 6. 7 PROFORMA – PUBLIC OWNED OPE N ACCE SS -$2,500,000.00 -$2,000,000.00 -$1,500,000.00 -$1,000,000.00 -$500,000.00 $0.00 $500,000.00 $1,000,000.00 $1,500,000.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Estimated Cash Flow Annual Revenue Loan Payment Loan Balance Yearly Cash Flow Cumulative Cash Flow W W W .MAGELLAN -ADVISORS . C O M 45 Public Owned Open Access Wholesale Model requires the Town to incur the costs and construct the network in its entirety. The Town will then lease out the network to various ISPs allowing the ISP to provide the services to the customers on the network. This model can be very successful in towns and cities that have substantial infrastructure lowering the construction costs. The Town of Tiburon does not have enough infrastructure to make this a cost-effective partnership. Below is the proforma showing this model to not be a viable option for the Town to con sider, even with a 55% take rate the 20-year cash flow is an astonishing negative $13.78 million. The maximum take rate is realistically that ISPs use for performance is 30%-35%. Households/MDU Units Projected Uptake 40% 45% 50% 55% Estimated Subs 4,200 4,728 5,254 5,776 Anchors (481) 449 449 449 449 Projected Uptake 30% 35% 40% 45% Estimated Subs 132 156 178 202 20-Year Projected Revenue $111,993,868.62 $126,756,024.48 $141,575,328.72 $156,410,618.76 20-Year Projected Cap-Ex $75,266,427.30 $76,801,931.30 $78,304,280.30 $79,810,399.30 20-Year Projected Op-EX $49,665,135.80 $49,933,602.06 $50,200,030.41 $50,466,070.09 Funding / Debt Service $59,494,035.30 $60,316,049.30 $61,135,616.30 $61,952,713.30 Working Capital Needed $91,000,000.00 $72,800,000.00 $54,800,000.00 $36,600,000.00 20-Year End-of-Year Cash $ (47,294,671.88) $ (36,133,494.90) $ (25,010,444.37) $ (13,776,793.02) 7. Recommendations & Next Steps This Plan should be considered a blueprint for the Town of Tiburon to follow as it takes steps to ensure that robust broadband is available not only within Town limits, but across the peninsula. Based on market research and outreach to the community, Tiburon is currently served with at least one option for high-speed internet; however, competition is limited and there is concern among the community about the need for more choices. Other options, such as satellite, also exist, but cannot be relied upon as a primary connection due to their high latency. It is unlikely that incumbents Comcast and AT&T will upgrade their aging infrastructure soon, leaving most residents without an option for fiber-optic infrastructure. New entrants could be encouraged to enter the Tiburon market by building fiber to homes, and Tiburon can take steps to lower their barriers to entry. W W W .MAGELLAN -ADVISORS . C O M 46 Due to the geographic challenges presented by Tiburon’s location, the most effective course of action that the Town can take is to seek funding to build a fiber-optic route along Tiburon Boulevard that can be used by internet service providers to access neighborhoods. Tiburon should work with potential new entrants to the market to ensure that this asset w ill be used prior to beginning construction and should explore options for public-private partnerships that will enable new providers to build fiber to homes within Tiburon. This is best accomplished through a competitive RFP process, which should reference the design contained within this Plan. In the meantime, Tiburon can begin design engineering Phase 1 of the build, with funding assistance through the LATA grant program. Tiburon should also track other coming funding opportunities that may offset the $2.8m price of Phase 1, including potential funds earmarked by elected officials, CASF funds, and, most immediately and critically, coordination with Caltrans on its project along the same route to ensure cost savings and minimal disruption to the public right-of-way. Generally, Tiburon should ensure that Dig Once and utility coordination practices are used consistently to continue to identify and act upon such opportunities. Once a partner who will use the fiber along the Phase 1 route has been identified, construction can begin, and Tiburon should continue to engage with partners for the deployment of fiber-to- the-home into neighborhoods in Phase 2, a redundant route to Highway 101 in Phase 3, and additional fiber-to-the-home buildouts in Phase 4. Phases 2-4 should be fully funded by the private partner, with no financial impact to the Town of Tiburon. Other public agencies throughout the region, including Marin County, should also be included in this process to ensure alignment and regional partnership. 7. 1 RECOMMENDATIONS 1. Investigate and track notices of funding opportunities for LATA and CASF grants through the State of California and other grant and loan programs that may arise. LATA grants can help cover the costs of design engineering Phase 1 of the network build, which will cost approximately $38,000, as well as detailed design on subsequent phases, which will cost significantly more. CASF grants will also contribute to funding of future infrastructure and network expansion. 2. Apply for LATA funding for design engineering for building the High way 131 route, connecting the Town facilities along the way, during the Phase 1 network deployment. This untapped potential fiber path has the highest impact on private companies’ return on investment and will continue to prevent private investment in Tiburon. To offset these concerns, the Town should invest in this path into Tiburon to attract future ISP investment in the region. 3. Develop a partnership with local ISPs for the engineering, construction, management, and maintenance of the new fiber-optic network. To start the partnership process, the Town will need to issue an RFP and engage with local ISPs and negotiate a beneficial partnership including considerations for capital that the ISP may contribute to W W W .MAGELLAN -ADVISORS . C O M 47 construction, ownership of assets, revenue sharing, and other terms for the maintenance and operations of the network. Two entities, Astound and Open 5G, have already expressed interest in partnering with the Town. 4. Engage with Caltrans to leverage their Hwy 131 project as much as possible to realize co st savings for joint build. This project, which is entering design phase, is a key piece of implementing Phase 1 of this Plan and is a prime opportunity to save on construction and restoration costs, as well as to minimize disruptions to the public right-of-way and traffic patterns. 5. Continue to leverage Dig Once policies and utility coordination practices to explore opportunities for joint building new conduit and fiber across the peninsula among public and private agencies. Any undergrounding projects, inc luding initiatives being undertaken by assessment districts or other entities, should also be required to add conduit and/or fiber infrastructure while excavations are being done. 6. Investigate and set Town standards for microtrenching construction methodology that aligns with the Town’s current Public Works standards for work done the public right-of- way. Because microtrenching has been developed recently, this is an evolving subject that Tiburon should consider when choosing a partner to build. Depth of the fiber, location of placement, and restoration methods should all be considered and researched to ensure that they are acceptable to Tiburon prior to allowing for this kind of construction. 7. Follow up with elected officials to propose possible ear marks and other funding options that may cover the costs of the network. Leverage these relationships to promote a sense of partnership throughout the region including ensuring alignment with other state agencies such as Caltrans. 8. Once Phase 1 is completed, work with partner ISPs to continue the construction into the neighborhoods in the southern peninsula during Phase 2. During Phase 3, work with providers to build the additional backbone route in the northern half of the peninsula, creating a redundant ring. Finally, during Phase 4, work with providers to connect homes in the northern half of the peninsula, completing the network’s construction. 7. 2 NEX T STEPS 1. Continue coordination with Caltrans about joint building along Tiburon Boulevard/Highway 131. 2. Continue conversations with Caltrans for the traffic signal upgrades being done on the Hwy 131 project by supporting the upgrades by leasing fiber to Caltrans. 3. Explore and prepare for funding opportunities including a LATA grant to cover the design engineering costs of Phase 1 and CASF grants that could be used to fund future phases. 4. Engage with internet service providers interested in the use of the Phase 1 fiber route including Astound and Open 5G. 5. Review and update Dig Once, utility coordination, and development agreement requirements, as well as microtrenching standards. W W W .MAGELLAN -ADVISORS . C O M 48 6. Conduct a competitive procurement process (RFP) to develop a public-private partnership for the use of Phase 1 fiber and the buildout of Phases 2-4. 7. Conduct design engineering for Phase 1 of the build, which will cost approximately $39,000. 8. Finalize a partnership agreement for the use of Phase 1 fiber. 9. Begin Phase 1 construction along Tiburon Boulevard/Highway 131 in coordination with Caltrans. Connect four Town facilities during this phase. 10. Work with a private partner to begin building Phase 2, which will provide fiber to Tiburon’s neighborhoods. 11. Continue work with partners to build Phases 3 and 4, providing additional redundancy and reaching neighborhoods on the northern side of the peninsula. W W W .MAGELLAN -ADVISORS . C O M 49 Appendix: Market Assessment Findings To fully understand what offerings are available in Tiburon, Magellan Advisors randomly selected eighteen (18) addresses throughout the Town, shown in the map below. Figure A-1. Map of Addresses Tested Using each of these addresses, we collected actual data from Comcast and AT&T about their service offerings at each location. All addresses surveyed were served by Comcast and were offered the full range of service tiers. W W W .MAGELLAN -ADVISORS . C O M 50 AT&T offerings are shown in the table below. Table A-1. Address Service Offerings Tiburon Address AT&T Offering (All addresses have full Comcast Offers) 2070 Centro E St, Belvedere Tiburon, CA 94920 Internet Basic 5 2323 Paradise Dr, Belvedere Tiburon, CA 94920 Internet Basic 5 1804 Lagoon View Dr, Belvedere Tiburon, CA 94920 None 97 Sugarloaf Dr, Belvedere Tiburon, CA 94920 Internet Basic 10 260 Round Hill Rd, Tiburon, CA 94920 Internet Basic 10 9 Mara Vista Ct, Belvedere Tiburon, CA 94920 Internet Basic 5 100 Geldert Dr, Belvedere Tiburon, CA 94920 None 75 Round Hill Rd, Belvedere Tiburon, CA 94920 Internet Basic 18 40 Seafirth Rd, Belvedere Tiburon, CA 94920 Internet Basic 1.5 40 Mercury Ave, Belvedere Tiburon, CA 94920 Internet Basic 1.5 180 Stewart Dr, Tiburon, CA 94920 None 34 Reed Ranch Rd, Tiburon, CA 94920 None 161 Blackfield Dr, Belvedere Tiburon, CA 94920 None 69 Paseo Mirasol, Tiburon, CA 94920 None 4643 Paradise Dr, Belvedere Tiburon, CA 94920 None 8 Hillcrest Rd, Tiburon, CA 94920 Internet Basic 768 120 Taylor Rd, Tiburon, CA 94920 Internet Basic 10 100 Reed Ranch Rd, Tiburon, CA 94920 Internet Basic 18 TOWN OF TIBURON PAGE 1 OF 4 STAFF REPORT To: Mayor and Members of the Town Council From: Community Development Department Subject: Discussion of the Draft Town of Tiburon Climate Action Plan 2030 Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY Council will be reviewing the Town’s Draft Climate Action Plan 2030, and providing any direction to staff as to desired revisions. Staff will then return to Council at a future meeting for formal adoption of the plan. RECOMMENDED ACTION(S) Staff recommends the Town Council; 1. Receive the presentation, take public comment, and provide direction to staff as to any desired revisions to the Draft Climate Action Plan prior to returning to Council at a future meeting for approval of a resolution to adopt the plan. BACKGROUND There is broad scientific agreement that to stave off the worst effects of climate change, communities will need to drawdown climate warming greenhouse gas (GHG) emissions such as carbon dioxide from the atmosphere to achieve carbon neutrality by 2045 and significantly reduce their GHG emissions 80% below 1990 levels by the year 2050. In May 2009, the Town of Tiburon completed a Greenhouse Gas Inventory report for baseline year of 2005. Town Council then directed staff to complete a Climate Action Plan to reduce government and community GHG emissions over the next ten years. In April 2011, the Town of Tiburon adopted a Climate Action Plan with greenhouse gas emissions reduction programs designed to meet a goal to reduce GHG emissions 15% below 2005 levels by 2020, consistent with statewide goal established by AB 32, the Global Solutions Act of 2006, to reduce emissions to 1990 levels by 2020. The Climate Action Plan (CAP) is a document that contains strategies and actions to reduce greenhouse gas emissions. Over the past decade, the Town has developed and implemented many CAP projects and programs and had reduced emissions 27% below 2005 levels by 2019, significantly beyond its 2020 target. The Town is now endeavoring to adopt an updated Climate Action Plan for the next ten years to address GHG target reductions of no less than 40% below TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: P-2 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 4 1990 levels by 2030. In collaboration with the Marin Climate and Energy Partnership (MCEP), staff has prepared a Draft Climate Action Plan to meet this ambitious goal. The Draft Plan is modeled upon best practices and the most up-to-date measures and policies that have been recently adopted, or are otherwise under consideration, by other jurisdictions within MCEP. In April 2022, the Bay Area Air Quality Management District issued the “Justification Report: CEQA Thresholds for Evaluating the Significance of Climate Impacts From Land Use Projects and Plans.” The Report states that a “communitywide long-term plan must demonstrate that the community will have GHG emissions 40 percent below its 1990 levels by 2030 and support the State’s goal of carbon neutrality by 2045.” The Draft CAP is designed to achieve these goals. The Tiburon CAP incorporates the Town’s 2018 Greenhouse Gas (GHG) Emissions Inventory, which identifies the sources of greenhouse gas emissions generated by the community. The inventory shows that more than half of Tiburon’s emissions comes from passenger vehicles. The CAP identifies building out the public and private electric vehicle charging infrastructure and encouraging electric vehicle ownership as the most impactful way to reduce transportation emissions. The inventory also shows that the second highest source of community emissions comes from the combustion of natural gas. The CAP states that encouraging energy efficiency upgrades and adopting more green building standards, including electrifying all commercial and residential appliances and heating systems for new construction and remodels, will help the Town meet its reduction target. The Tiburon CAP contains the following: • An estimate of how emissions will change over time under a business-as-usual forecast which utilizes regional projections. • Specific actions in the areas of energy use, transportation, waste, and water strategies that substantial evidence demonstrates, if fully implemented, will collectively, achieve the targeted emissions level for the year 2030. • Both state and local strategies to reduce emissions 43% below 1990 emissions in 2030, which exceeds the State’s 2030 goal for statewide emissions. • Actions to sequester emissions in natural lands and the urban forest and to utilize carbon offsets in support of the State’s goal to achieve carbon neutrality by 2045. • Actions to assist community members and businesses to address climate change through their own behaviors and purchases and to advocate for additional regional, state, and federal actions to achieve long-term GHG reduction goals. • Actions to monitor progress and set annual priorities for CAP implementation. • A discussion of how continued implementation of the CAP will achieve carbon neutrality by 2045. A Draft CAP was initially released for public review on December 23, 2021, and was the subject of a January 25, 2022, community workshop held on Sustainability as part of the General Plan Update workshop series. Staff gathered community input on specific CAP programs through an online survey conducted between January 26 and February 24, 2022. A summary of the results from the survey are attached (Attachment 2). The results show majority support for implementing most of the CAP actions identified in the survey. The exceptions are an action related to requiring Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 3 OF 4 an energy audit at time of resale of remodel of a residential or commercial building (54% against, 39% for, 9% not sure) and another action requiring new residential and non-residential buildings to be all-electric (48% against, 45% for, 6% not sure). The CAP includes these programs, but the Energy Audit action (EE-C2) directs the Town to investigate a potential ordinance, and the Building and Appliance Electrification action (RE-C3) includes steps to phase in requirements over time. Town staff are currently participating in in a countywide effort to develop a model reach code for the 2022 California Building Code. The 2022 Code, which goes into effect on January 1, 2023, incentivizes all-electric construction, encourages wider adoption of electric heat pump technology, and requires new homes and businesses that opt to install natural gas appliances to be “electric ready” in anticipation of future replacement. The countywide reach code effort is currently considering all-electric requirements for new construction. A least 34 California jurisdictions have adopted all-electric construction requirements and/or a prohibition on new natural gas connections, including the Town of Fairfax. After release of the Public Review Draft CAP and outreach effort, staff received numerous revisions recommended by community members self-identified as the Tiburon Climate Action Committee. Most of these recommendations were incorporated into the draft CAP. The most significant exceptions include a recommendation to increase the zero emission vehicle (ZEV) adoption target from 25% to 45% and the overall GHG reduction goal from 40% to 50% below 1990 levels by 2030. Staff has increased the ZEV adoption goal to 35% in the CAP based on a review of other Marin jurisdictions’ ZEV targets in their CAPs. Corte Madera, San Rafael, and San Anselmo target 25%; Sausalito targets 30%; Larkspur targets 33%; Mill Valley and Belvedere are including 35% targets in their draft CAPs; and only the County targets 45%. Although 10.1% of vehicles registered in the 94920 zip code were ZEVS by the end of 2021, only 5.8% of vehicles in Marin were ZEVs. The ZEV goal in the CAP reflects a countywide target since the associated GHG reduction is applied to vehicle trips starting and ending in Tiburon that are made by all Marin County residents, not just Tiburon residents. Thus, the ZEV target should reflect what is planned countywide. Furthermore, the California Environmental Quality Act (CEQA) Guidelines state that performance standards for CAP measures should be based on “substantial evidence” (§15183.5(b)(1)). Staff believes that substantial evidence, including the current ZEV adoption rate in Marin County, supports a 35% target, but 45% may not be achievable without additional state and federal action. The CAP’s GHG reduction goal is 40% below 1990 levels by the year 2030, which is consistent with the statewide target established by SB 32 and complies with the Bay Area Air Quality Management District’s recommended CEQA thresholds. The CAP further demonstrates, based on substantial evidence, that successful implementation of all of the CAP actions is estimated to reduce community-wide emissions 43% below 1990 levels by 2030. As discussed on pages 15- 16,continued implementation of the CAP actions will achieve the state’s carbon neutrality goal by 2045. It should be noted that the CAP targets represent minimum goals based on practicable application of the measures and metrics to meet the overall GHG reduction goal. The document is a reflection of what is achievable in the timeframes involved, utilizing coordination of agencies, programs, and funding sources that are available to the Town. The CAP acknowledges that additional local reductions may be necessary to limit global warming to 1.5 degrees Celsius as urged by the United Nation’s International Panel on Climate Change. However, ultimately more aggressive state, Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 4 OF 4 federal, and international action is required. The CAP contains actions to advocate at the state and federal levels for policies and actions that support the rapid transition to GHG-free energy sources, electrification of buildings and the transportation fleet, and other impactful measures to sharply reduce greenhouse gas emissions. FINANCIAL IMPACT Financial impact is uncertain at this time since the Town may incur costs for implementing programs and projects that reduce GHG emissions. However, many such projects result in costs saving over time and cost-benefit analyses generally occur in conjunction with specific project proposals and budget review. CLIMATE IMPACT This item is for discussion only, therefore, staff anticipates no climate impact as a result of today’s item. However, adoption of the Climate Action Plan at a future meeting will be with the specific intent to reduce greenhouse gas emissions. ENVIRONMENTAL REVIEW Exempt from environmental review under section 15307 of the California Environmental Quality Act (CEQA Guidelines, which exempts "Actions by regulatory agencies for protection of natural resources." In addition, adoption of the CAP is exempt under the under CEQA Guidelines section 15061(b)(3), because it can be seen with certainty that there is no possibility that the project may have a significant effect on the environment. RECOMMENDATION Staff recommends the Town Council: 1. Receive the presentation, take public comment, and provide direction to staff as to any desired revisions to the Draft Climate Action Plan prior to returning to Council at a future meeting for approval of a resolution to adopt the plan. Exhibit(s): 1. Tiburon Climate Action Plan 2030 2. Summary of Sustainability Survey Results Prepared By: Christine O’Rourke, O’Rourke and Associates Dina Tasini, Director of Community Development EXHIBIT 1 Revised Public Review Draft June 8, 2022 Town of Tiburon CLIMATE ACTION PLAN 2030 CREDITS AND ACKNOWLEDGMENTS TOWN COUNCIL Jon Welner, Mayor Jack Ryan, Vice Mayor Alice Fredericks, Councilmember Noah Griffin, Councilmember Holli P. Thier, J.D., Councilmember TOWN STAFF Greg Chanis, Town Manager Dina Tasini, Director of Community Development Samantha Bonifacio, Assistant Planner MARIN CLIMATE & ENERGY PARTNERSHIP Christine O’Rourke, Sustainability Coordinator Funding for this inventory was provided by the Marin County Energy Watch Partnership, which administers public goods charges collected by PG&E. TABLE OF CONTENTS Executive Summary ......................................................................................................................... 1 Chapter 1: Introduction .................................................................................................................. 2 What is a CAP? ........................................................................................................................................................... 2 What are Greenhouse Gas Emissions and How Do They Contribute to Climate Change? ........................................ 2 How will Climate Change Impact California and Tiburon? ........................................................................................ 4 What Role Does Government Play?........................................................................................................................... 5 Tiburon’s CAP History & Climate Action to Date ....................................................................................................... 8 Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets .................. 10 Tiburon Profile ......................................................................................................................................................... 10 Community Emissions Inventory ............................................................................................................................. 11 Consumption-Based Inventory ................................................................................................................................ 14 Community Emissions Forecast ............................................................................................................................... 15 Community Emissions Reduction Targets ............................................................................................................... 16 Chapter 3: Strategies to Reduce Greenhouse Gas Emissions ....................................................... 19 Introduction ............................................................................................................................................................. 19 State Actions ............................................................................................................................................................ 20 Local Greenhouse Gas Emissions Reduction Strategies .......................................................................................... 20 Social Equity ............................................................................................................................................................. 21 Low Carbon Transportation ..................................................................................................................................... 22 Renewable Energy and Electrification ..................................................................................................................... 26 Energy Efficiency and Green Building ...................................................................................................................... 29 Waste Reduction ..................................................................................................................................................... 32 Water Conservation ................................................................................................................................................. 35 Sequestration .......................................................................................................................................................... 37 Community Engagement ......................................................................................................................................... 40 Chapter 4: Implementation and Monitoring ................................................................................ 42 List of Abbreviations ..................................................................................................................... 43 Works and Sources Cited .............................................................................................................. 44 Appendix A: GHG Reduction Calculations ...................................................................................... 1 Appendix B: Implementation Table ................................................................................................ 1 LIST OF TABLES AND FIGURES Table 1: Greenhouse Gases ........................................................................................................................................... 4 Table 2: Community Emissions by Sector, 2005 to 2018 ............................................................................................. 12 Table 3: Tiburon Community Emissions Forecast ........................................................................................................ 16 Table 4: GHG Emissions Targets .................................................................................................................................. 17 Table 5: Estimated Emissions Reductions in Tiburon From State Actions ................................................................... 20 Table 6: Local Emissions Reduction Strategies ............................................................................................................ 20 Table 7: Low Carbon Transportation Strategies .......................................................................................................... 23 Table 8: Renewable Energy & Electrification Strategies .............................................................................................. 27 Table 9: Energy Efficiency and Green Building Strategies ........................................................................................... 30 Table 10: Waste Reduction Strategies ......................................................................................................................... 33 Table 11: Water Conservation Strategies .................................................................................................................... 35 Table 12: Sequestration measures .............................................................................................................................. 38 Table 13: Community Engagement Strategies ............................................................................................................ 40 Table 14: Implementation and Monitoring Strategies ................................................................................................ 42 Figure 1: The Greenhouse Effect ................................................................................................................................... 3 Figure 2: Emissions by Sector, 2005 and 2018 ............................................................................................................ 13 Figure 3: Sector-Based vs. Consumption-Based GHG Emissions ................................................................................. 14 Figure 4: Average Tiburon/Belvedere Household Carbon Footprint ........................................................................... 15 Figure 5: Community Emissions Trend, Forecast, and Targets .................................................................................... 17 Figure 6: Cumulative Impact of Reduction Strategies ................................................................................................. 19 Figure 7: Share of Emissions Reduction by Strategy .................................................................................................... 21 WHAT YOU CAN DO LOW CARBON TRANSPORTATION • Drive an all-electric or plug-in hybrid vehicle. • Bike, walk, or take transit whenever possible. • Reduce the number of miles you drive by working from home when possible. • Shut your car off when waiting in line at the ATM or in the school pick up/drop off lane. RENEWABLE ENERGY & ELECTRIFICATION • Switch to MCE Deep Green or PG&E Solar Choice 100% renewable electricity. • Install a solar energy system on your home or business and consider battery storage. • Replace appliances that use natural gas for ones that use electricity. • Investigate heat pump technology so you can swap out heaters and furnaces that use natural gas when it’s time to replace them. ENERGY EFFICIENCY • Replace indoor and outdoor lights with LED bulbs and turn them off when not in use. • Have an energy assessment done for your home or business. • Upgrade insulation, seal leaks, and install a programmable thermostat. • Purchase Energy Star appliances and equipment. WASTE REDUCTION • Buy only as much as you need. • Put your food scraps in the green can and/or compost them at home. • Donate extra food and used clothing and housewares. • Don’t be a “wishful” recycler. Be scrupulous about how you sort your recyclables. WATER CONSERVATION • Replace your lawn with a drought-tolerant garden. • Install a drip irrigation system, program it to run early in the morning, and check it regularly for leaks. • Install low water flow faucets, showerheads, and toilets. • Buy water-efficient dishwashers and clothes washers when it’s time to replace them. SEQUESTRATION • Plant trees appropriate to your situation. • Add compost to your soil. • Purchase carbon offsets for airplane flights and other emissions that are difficult to mitigate. COMMUNITY ENGAGEMENT • Sign up for Resilient Neighborhoods and join a Climate Action Team. • Calculate and commit to reducing your carbon footprint by taking the actions identified in this plan. • Get your business certified as a Green Business with the Marin Green Business Program. Executive Summary | 1 EXECUTIVE SUMMARY Climate Action Plan 2030 is an update to the Town’s first Climate Action Plan (CAP) which was adopted in 2011. The original plan identified actions to reduce greenhouse gas emissions to 1990 levels by the year 2020, consistent with the State’s goal to reduce statewide emissions. Tiburon achieved that goal in 2015. In 2016, California adopted a new state law requiring the State to reduce statewide emissions to 40% below 1990 levels by 2030. Since that time, California jurisdictions have been updating their Climate Action Plans to meet the new goal, including the County of Marin, San Rafael, San Anselmo, Larkspur, Novato, and Fairfax. This CAP update is designed to reduce community greenhouse gas emissions consistent with the statewide 2030 goal, while also laying the path to achieve the State’s longer-term goal to achieve carbon neutrality by 2045 through both reduction of emissions and carbon sequestration. The CAP incorporates the Town’s greenhouse gas emissions inventory for the year 2018 to calculate greenhouse gas emissions reductions for the various actions. GHG emissions totaled 44,700 MTCO2e in that year, which was approximately 13% below estimated 1990 levels. In order to meet the 2030 goal of 40% below 1990 levels, the Tiburon community will need to reduce emissions another 14,000 MTCO2e. The CAP identifies actions and performance targets that, if fully implemented and achieved, will reduce emissions by nearly 16,600 MTCO2e, which is equals 43% below 1990 levels. The top actions are as follows: Electric Vehicles. The plan targets 35% of passenger vehicles registered in Marin County to be plug-in electric vehicles by 2030. Electrification of Buildings. The plan includes adoption of ordinances that will require new homes and commercial buildings to be all-electric and replacement of natural gas appliances and heating systems with high-efficient electric versions, including heat pump technology, upon burnout. Energy Efficiency. The plan includes energy efficiency and conservation programs to reduce energy consumption in the built environment. Waste Reduction. The plan includes actions to significantly reduce organic waste from landfills. While the CAP focuses on achieving the 2030 goal, continued implementation of the actions contained in the plan past that date will achieve the State’s carbon neutrality goal for 2045. It should be noted that CAP targets represent minimum goals based on practicable application of the measures. The document is a reflection of what is achievable in the timeframes involved, utilizing coordination of agencies, programs, and funding sources that are available to the Town. Ultimately more aggressive state, federal, and international action is required to reduce global emissions to levels that will avoid the catastrophic impacts of climate change. For this reason, the CAP contains actions to advocate at the state and federal levels for policies and actions that support the rapid transition to GHG-free energy sources, electrification of buildings and the transportation fleet, and other sweeping measures to sharply reduce greenhouse gas emissions. Chapter 1: Introduction | 2 CHAPTER 1: INTRODUCTION The need for local governments to act on climate change has never been more urgent, as demonstrated by 2020’s devastating wildfires layered over a global pandemic. Tiburon has long been dedicated to environmental leadership, and this plan continues that legacy by incorporating new ideas and ambitious targets. The following plan outlines a path towards reducing local greenhouse gas (GHG) emissions through the year 2030. WHAT IS A CAP? A Climate Action Plan (CAP) is a public document which: • Helps us to understand how the community contributes to climate change • Sets targets for how much to reduce these contributions by a certain year • Outlines a path to meet that goal. This CAP is grounded in Tiburon’s understanding that climate change is already impacting California and the world and will continue to affect Marin’s residents and businesses for the foreseeable future, as well as other communities around the world. The Town also recognizes that local governments play a strong role in reducing GHG emissions in their municipal operations and communities and mitigating the future impacts of climate change. The CAP seeks to reimagine a community that is substantially less dependent on fossil fuels and provides a prosperous environment for both current and future generations, while not exporting environmental damage and GHG emissions to other parts of the Bay Area, nation, or world. The CAP was developed with the assistance of Marin Climate and Energy Partnership (MCEP), a partnership program of Marin cities and towns, the County, and Marin regional agencies. The actions included in this plan draw on a model climate action plan developed by MCEP, which is intended to support countywide implementation efforts. Although the CAP specifically addresses the incorporated areas of Tiburon, many of the actions identified in this plan will require the coordinated effort of Marin’s local governments. The model plan has already been adopted by San Rafael, San Anselmo, Corte Madera, and the County of Marin and is currently being used to update additional Climate Action Plans for other cities and towns in Marin. Through the actions outlined in this plan, such as increasing energy efficiency in buildings, electrifying buildings and appliances, accelerating zero emission vehicle adoption, and using clean, renewable energy sources, the community can experience lower fuel and energy bills, improved air quality, reduced emissions, and an enhanced quality of life. The Town’s preparation of GHG emissions inventories and Climate Action Plans are part of an ongoing planning process that includes assessing, planning, mitigating, and adapting to climate change. WHAT ARE GREENHOUSE GAS EMISSIONS AND HOW DO THEY CONTRIBUTE TO CLIMATE CHANGE? Greenhouse gases (GHGs) are gases in Earth’s atmosphere that allow the sun’s rays to enter our atmosphere and trap the resulting heat generated by the rays. These gases are naturally occurring and make Earth suitable for life. Chapter 1: Introduction | 3 While we depend a certain level on these gases to keep our earth habitable, certain human activities have been shown to emit GHGs, increasing their concentration in the atmosphere to unsustainable levels and trapping more heat, resulting in an increase in Earth’s average temperature (Figure 1). This intensification of the natural greenhouse effect affects local and global climate patterns, and which in turn amplifies many hazards including flooding, wildfire, drought, and storms. FIGURE 1: THE GREENHOUSE EFFECT Source: California Waterboard/Marion Koshland Science Museum Of The National Academy Of Sciences These GHGs include carbon dioxide, methane, nitrous oxide, hydrofluorocarbons, perflurocarbons, and sulfur hexafluoride (Table 1)1. Each one has a different degree of impact on climate change. To facilitate comparison across different emission sources with mixed and varied compositions of several GHGs, the term “carbon dioxide equivalent” or CO2e is used across this CAP. One metric ton of CO2e may consist of any combination of GHGs and has the equivalent Global Warming Potential (GWP) as one metric ton of carbon dioxide (CO2). As gathering data and quantifying emissions can be quite difficult for some sources, community inventories at the local government level typically concentrate on the three primary GHGs: CO2, CH4, and N20. 1 Water vapor is the most dominant greenhouse gas, but it is not measured as a part of a greenhouse gas inventory and for that reason is not included in this discussion. Chapter 1: Introduction | 4 TABLE 1: GREENHOUSE GASES Gas Chemical Formula Emission Source Global Warming Potential Carbon Dioxide CO2 Combustion of natural gas, gasoline, diesel, and other fuels 1 Methane CH4 Combustion, anaerobic decomposition of organic waste in landfills, wastewater, and livestock 28 Nitrous Oxide N2O Combustion, wastewater treatment 265 Hydrofluorocarbons Various Leaked refrigerants, fire suppressants 4 to 12,400 Perfluorocarbons Various Aluminum production, semiconductor manufacturing, HVAC equipment manufacturing 6,630 to 11,100 Sulfur Hexafluoride SF6 Transmission and distribution of power 23,500 Source: International Panel on Climate Change (IPCC) Fifth Assessment Report, 100-year values, 2014 According to the U.S. Environmental Protection Agency’s 2019 “Inventory of U.S. Greenhouse Gas Emissions and Sinks: 1990-2018,” the majority of GHG emissions comes from fossil fuel combustion which in turn is used for electricity, transportation, industry, heating, etc. The burning of fossil fuels occurs across nearly every sector of the global economy, in ways that have become foundational to the ways that most people move, eat, and live. It is the charge of this plan to diminish our community’s dependence on fossil fuels and drastically decrease our associated GHG emissions. HOW WILL CLIMATE CHANGE IMPACT CALIFORNIA AND TIBURON? As described above, the Earth’s climate is warming, mostly due to human activities such as changes in land cover and emissions of certain pollutants. GHGs are the major human-induced drivers of climate change. These gases warm the Earth’s surface by trapping heat in the atmosphere. California is already experiencing climate change impacts. Sea levels along the coast of southern and central California have risen about 6 inches over the past century and even moderate tides and storms are now producing extremely high sea levels.2 Since 1950, the areas burned by wildfire each year has been increasing, as warming temperatures extend the fire season and low precipitation and snowpack create conditions for extreme, high severity wildfires to spread rapidly. Seventeen of the state’s twenty largest fires have occurred since 2003, and the seven largest fires have occurred since 2017.3 The megafires of 2020, sparked in many cases by lightning strikes, burned over 4 million acres across California. 2 Louise Bedsworth, Dan Cayan, Guido Franco, Leah Fisher, Sonya Ziaja, “Statewide Summary Report,” in California’s Fourth Climate Change Assessment, publication number: SUMCCCA4-2018-013, 2018, p. 31. 3 Cal Fire, “Top 20 Largest Wildfires,” 1/26/21. Chapter 1: Introduction | 5 As temperatures continue to rise, California faces serious climate impacts, including: • More intense and frequent heat waves • More intense and frequent drought • More severe and frequent wildfires • More severe storms and extreme weather events • Greater riverine flows • Shrinking snowpack and less overall precipitation • Accelerating sea level rise • Ocean acidification, hypoxia, and warming • Increase in vector-borne diseases and heat- related deaths and illnesses • Increase in harmful impacts to vegetation and wildlife, including algal blooms in marine and freshwater environments, spread of disease- causing pathogens and insects in forests, and invasive agricultural pests. Overall temperatures are projected to rise substantially throughout this century. In Tiburon, temperatures are expected to rise about 4°F by 2100 if global emissions peak around 2040 and then decline, the so-called “low emissions” scenario. If the world fails to act and we continue the path we are on, temperatures are projected to rise 7°F by the end of the century (the “high emissions” scenario). As the climate changes, some of the more serious threats to public health will stem from more frequent and intense extreme heat days and longer heat waves. Extreme heat events are likely to increase the risk of heat-related illness, such as heat stroke and dehydration, and exacerbate existing chronic health conditions. Extreme heat days in Tiburon are expected to increase from 4 days to 11 days under the low emissions scenario and to as many as 19 days under the high emissions scenario. Higher temperatures will make Marin more vulnerable to wildfire and sea level rise. By the end of the century, sea level is projected to rise 2.4 to 3.4 feet, and possibly as much as 10 feet. At 5 feet of sea level rise, flooding may inundate downtown Tiburon, Blackie’s Pasture and Greenwood Cove, the Cove Shopping Center, and Paradise Cay. Flooding will be even worse during storms, which are expected to increase in frequency and intensity. WHAT ROLE DOES GOVERNMENT PLAY? International, national, and statewide GHG reduction goals and policies affect the Town’s own goals and policies. Whether trying to meet or exceed those goals, California and Marin are known for their environmental stewardship and willingness to be leaders on the international and national stage. International • The United Nations coordinates global commitments and targets to reduce emissions (such as the Paris Climate Accord) • The United Nations also supports the advancement of climate science through the Intergovernmental Panel of Climate Change (IPCC). The IPCC coordinates the work of scientists across the world to continually update models and assess the science related to climate change. This work in turn informs the way that national, state, and local governments understand and address the human activities that contribute to climate change and the ways that climate change might impact earth’s environment. National • Currently, there is no federal legislation mandating comprehensive GHG emissions reporting or reduction in the United States. Chapter 1: Introduction | 6 State • California first established statewide GHG emission reduction targets in 2005. • California has used its climate goals to develop regulations to reduce emissions across a variety of sectors, including: o Setting more strict fuel economy standards for vehicle manufacturers that would like to sell cars in the state o Establishing zero-net energy building requirements for all new homes constructed on or after January 1, 2020 o Direct management of emissions from power plants and other stationary sources • California has also used SB 375, which was passed in 2008, to reduce emissions from cars and light trucks by promoting compact mixed-use, commercial, and residential development. SB 375 required local governments in California to consider GHG emissions, leading to successful proliferation of climate action plan development throughout the state. Local • Looks at GHG emissions generated by their communities. • Sets long term GHG emission reduction targets that align meet or exceed statewide goals through local Climate Action Plans. • Develops policies and programs to achieve CAP GHG emission reduction goals. UNITED NATION’S INTERGOVERNMENTAL PANEL ON CLIMATE CHANGE The United Nations’ Intergovernmental Panel on Climate Change (IPCC) is responsible for advancing knowledge on human-induced climate change. Its reports play a key role in the United Nations Framework Convention on Climate Change, with the Fifth Assessment Report heavily informing the landmark Paris Agreement in 2015. In December 2015, all the members of the United Nations Framework Convention on Climate Change (UNFCCC) --- including the United States, China, India, and the European Union --- signed on to the historic “Paris Agreement” at the 21st Conference of the Parties (COP21) to the UNFCCC. The central aim of the Paris Agreement is to strengthen the global response to the threat of climate change by keeping a global temperature rise this century well below 2 degrees Celsius above preindustrial levels and to pursue efforts to limit the temperature increase even further to 1.5 degrees Celsius. Additionally, the agreement aims to strengthen the ability of countries to deal with the impacts of climate change. In 2022, the IPCC Sixth Assessment released Climate Change 2022 reports from Working Group II: “Impacts, Adaptation and Vulnerability” (February), and from Working Group III: “Mitigation of Climate Report” (April). The February report has been described as the "starkest warning yet .… of major inevitable and irreversible climate changes" and conveys the dangerous and pervasive impacts of climate change that are affecting nature, people’s lives, and infrastructure everywhere, in every region of our world. “It is clear now that minor, marginal, reactive or incremental changes won’t be sufficient. Shifts in most aspects of society are required to overcome limits to adaptation, build resilience, reduce climate risk to tolerable levels, guarantee inclusive, equitable and just development and achieve societal goals without leaving anyone behind. Any further delay in concerted anticipatory global action,” the report says, “will miss a brief and rapidly closing window of opportunity to secure a livable and sustainable future for all.” Written by 270 researchers from 67 countries, the report is “an atlas of human suffering and a damning indictment of failed climate leadership,” said António Guterres, the United Nations Secretary- General. Chapter 1: Introduction | 7 Global temperatures have already increased by an average of 1.1 degrees Celsius, or 2 degrees Fahrenheit, since the 19th century as humans have pumped heat-trapping gases into the atmosphere by burning coal, oil, and gas for energy, and cutting down forests. The goal of limiting global temperature increase to no more than 1.5 degrees Celsius above preindustrial levels would require nations to all but eliminate their fossil-fuel emissions by 2050, and most are far off-track. The world is currently on pace to warm somewhere between 2 degrees and 3 degrees Celsius this century, experts have estimated. And even if we cross 1.5 degrees but temperatures are brought back down later, severe, and irreversible damage could still result, the new report says. The IPCC’s mitigation working group’s April report warns that the goal limiting global warming to 1.5 degrees Celsius, or 2.7 degrees Fahrenheit, will likely be out of reach by the end of the decade, unless emissions reductions programs are markedly accelerated. The modeled pathways that achieve this goal reduce net CO2 emissions below 2019 levels by approximately 48% by 2030 and 80% in 2040, with similar reductions in methane and other non-CO2 greenhouse gas emissions. In answering what are the most important steps, they answer in part, “to create a low-carbon energy system, emissions must be reduced across all parts of the system, and not just one or two. This means, for example, reducing the emissions from producing electricity, driving cars, hauling freight, heating and cooling buildings, powering data centers, and manufacturing goods.” STATE OF CALIFORNIA In 2006, the State of California enacted the Global Warming Solutions Act (AB 32) which established a comprehensive program to reduce greenhouse gas emissions from all sources throughout the state. AB 32 required the California Air Resources Board (CARB) to develop regulations and market mechanisms to reduce California's GHG emissions to 1990 levels by 2020, representing about 30% reductions statewide, with mandatory caps starting in 2012 for significant emissions sources. Along with adopting Early Action Measures and initiating regulations for additional GHG emissions source reductions, CARB created the CAP and Trade market shortly thereafter. In California, climate policy objectives initially proposed by Governor Jerry Brown, were codified through passage of Senate Bill (SB) 32 (Pavley, Chapter 249, Statutes of 2016) and SB 1386 (Wolk, Chapter 545, Statutes of 2016). SB 32 commits California to reducing GHG emissions 40% below 1990 levels by 2030, and SB 1386 identifies the protection and management of natural and working lands as a key strategy towards meeting this ambitious GHG emissions reduction goal. Specifically, SB 1386 directs State agencies to consider the carbon sequestration potential of natural and working lands “when revising, adopting, or establishing policies, regulations, expenditures, or grant criteria related to [their] protection and management.” The Governor further supported these activities with Executive Order B-52-18, which calls for improved management of the State’s forests, and Executive Order B-54-18, which calls for actions to protect the State’s biodiversity from current and future challenges of climate change. In September 2018, Governor Brown signed Executive Order B-55-18, which establishes a goal for California to achieve carbon neutrality (net zero emissions) by 2045 and after that, maintaining net-negative emissions (sequestering more carbon that is being emitted). While California is still working through the details of what this means and how it can be achieved, it will require both technological solutions as well as natural solutions including more and appropriate tree planting; climate-smart habitat restoration initiatives; reduction of ecological degradation; and ocean protection. Natural climate solutions and “green” infrastructure are increasingly being prioritized through several state directives and bills to reduce emissions and drawdown atmospheric GHG from natural and working lands (e.g., forests, rangelands, farmlands, wetlands, and soils) while also protecting biodiversity and nature’s ability to increase our resilience to growing climate extremes. In 2019, the California Air Resources Chapter 1: Introduction | 8 Board was finalizing guidelines and protocols for Natural and Working Lands GHG emissions reductions and sequestration guidelines (including forests, rangelands, wetlands, and farms). The regularly updated Safeguarding California Plan shows what state government is doing to address the climate impacts we are seeing today and create a more resilient future. The 2018 Safeguarding California In Action: Climate Change Adaptation Examples from State Agencies details examples of projects and programs to increase resilience to climate change. Actions include emergency management, public health improvements, habitat restoration, reforestation and urban tree planting, permeable pavements, drought resilient lawns, climate-smart agriculture, planting of deep-rooted perennials, covering of bare soil, and water recycling. Tiburon recognizes that keeping global warming below the 1.5 degrees Celsius threshold as recommended by the IPCC and achieving carbon neutrality in the State of California by 2030 will take concerted international, federal, and statewide action and legislation. This Climate Action Plan commits the Town to doing its part to reduce emissions from activities occurring within its borders and support broader efforts to limit and sequester global emissions. TIBURON’S CAP HISTORY & CLIMATE ACTION TO DATE The Town first adopted a CAP in 2011 based on a long-standing commitment to environmental stewardship and sustainability. The Plan established GHG emission levels for 2005 and established a goal to reduce emissions 15% below 1990 levels by 2020, which was in line with the State’s goal to reduce statewide emissions to 1990 levels by 2020. As of 2018, the Town had reduced emissions 26% below 2005 levels, exceeding both the Town’s goal and the statewide target. In 2020, the Town began an update to the CAP. This CAP builds on the successes of the 2011 document while setting a new emissions reduction target for 2030 and beyond. The Town has been a pioneer in efforts to reduce GHGs. This is a partial listing of the many actions the Town has implemented since recognizing the critical need to act. RENEWABLE ENERGY & ELECTRIFICATION • Marin Clean Energy. In 2010, the Town joined the County and several Marin cities and towns to form Marin Clean Energy (MCE), a Community Choice Energy agency. As a public agency, MCE is chartered to source clean, competitively priced electricity on behalf of residents and businesses in participating jurisdictions. MCE provides customers with 60% - 100% renewable energy and has plans to provide all customers with 100% renewable energy by 2022. • Deep Green Electricity. In 2017, the Town began purchasing 100% renewable electricity from MCE for all municipal facilities. • Solar Installation. The Town installed a 22 kW solar PV system on Town Hall in 2006 and a 11 kW solar shade structure at the police station in 2021. ENERGY EFFICIENCY • Energy Efficiency Upgrades. The Town has replaced some of the lighting in Town owned buildings with LEDs and replaces with energy efficient lighting during routine replacements/maintenance. • LED Streetlights. The Town has converted 44% of its streetlights to LED fixtures. LED lighting uses about half the electricity of conventional lighting. Chapter 1: Introduction | 9 • Green Building Ordinance. The Town has adopted green building regulations that exceed State building code requirements since 2008. LOW CARBON TRANSPORTATION • Electric Vehicles (EVs). The Town’s fleet includes three zero emission passenger vehicles, one electric bicycle, and one electric utility cart. • Bicycle and Pedestrian Network Improvements. The Town has completed pedestrian and bicycle infrastructure and safety improvements to encourage residents, employees, and visitors to walk, bike and take transit rather than drive to their destinations. In 2016, the Town adopted an updated Bicycle and Pedestrian Master Plan that provides for a town-wide network of bicycle and pedestrian facilities, including sidewalks, paths, bike lanes, and bike routes, along with bicycle and pedestrian-related programs and support facilities. WASTE REDUCTION • Curbside Composting. The Town update its franchise agreement with Mill Valley Refuse to provide curbside composting of green waste and food scraps. • Plastic Bag Ban. In 2014, the Town adopted an ordinance that prohibits stores from providing single-use plastic carry-out bags to customers. COMMUNITY COLLABORATION • Marin Climate and Energy Partnership. The Town is a member of the Marin Climate & Energy Partnership (MCEP). Created in 2007, MCEP is a countywide partnership that allows its members to work collaboratively, share resources, and secure funding to: 1) discuss, study, and implement overarching policies and programs, ranging from emission reduction strategies to adaptation, contained in each agency’s Climate Action Plan; and 2) collect data and report on progress in meeting each partner member’s individual GHG emission targets. MCEP’S website provides information on climate action plans and GHG emission in Marin and links to the Marin communities’ plans and reports. MCEP’s Marin Sustainability Tracker compares the progress Marin’s jurisdictions are making on 11 metrics related to energy, waste, transportation, water, and GHG reduction. Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 10 CHAPTER 2: GREENHOUSE GAS EMISSIONS INVENTORY, FORECAST, AND REDUCTION TARGETS TIBURON PROFILE Located on a peninsula in Marin County approximately seven miles north of the Golden Gate Bridge, Tiburon is a small town with a land area of 4.5 square miles and an estimated current population of 9,540.4 Primarily a residential community of single-family homes, Tiburon has a relatively small percentage of land devoted to multi-family development and commercial uses. There are two commercial areas that provide necessary goods and services for residents, as well as public and private schools for grades K-8, a post office, a library, police and fire stations, and a Town Hall. With abundant parks and open space, and both public and private recreational facilities, there are many recreational opportunities within town. Tiburon enjoys a temperate climate, with cool, wet, and almost frostless winters and cool, dry summers with frequent fog or wind. Natural gas consumption rises in the winter months and fluctuates according to average low temperatures during the rainy season. Water use rises during the summer, and outdoor water use is largely dependent upon local rainfall patterns and weather conditions. Approximately 75% of Tiburon’s housing stock was built before 1980, providing excellent opportunities to upgrade homes to include more energy-efficient and decarbonized features.5 The commercial sector of the built environment, which includes retail and office buildings as well as public and government buildings, uses about 28% of all electricity and 14% of natural gas consumed in Tiburon. As such, the commercial sector has a significant role to play in reducing GHG emissions. While there are no large employment centers, Tiburon provide about 2,910 jobs.6 Most people who work in Tiburon also live in the county (69%), while about 7% come from Sonoma County and the rest from other Bay Area counties. Although some residents work in Tiburon (23%), a majority commute to jobs in San Francisco (35%), elsewhere in Marin County (30%), and other locations outside Marin County.7 An estimated 60% of Tiburon residents drive to work alone, 5% carpool, 15% take the ferry, 2% take the bus, and 1% walk or bicycle. In 2018, approximately 16% of residents worked from home. 8 During the coronavirus pandemic of 2020-2021, it is estimated that average mobility, based on distance traveled, declined 55-70% in Marin County.9 Although it is unknown how changing transportation 4 California Department of Finance, Report E-5, January 1, 2020. 5 U.S. Census, American Community Survey 2018 ACS 1-Year Estimates. 6 Association of Bay Area Governments, Plan Bay Area 2040 Projections. 7 Census Transportation Planning Products, 2012-2016 data set. These numbers do not take into account shifting employment locations due to the coronavirus pandemic of 2020-2021. 8 U.S. Census, American Community Survey 2018 ACS 1-Year Estimates. 9 Unacast, https://www.unacast.com/covid19/social-distancing-scoreboard?view=county&fips=06041, accessed 1/27/21. Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 11 patterns are likely to persist once the pandemic has subsided, there is an opportunity to significantly reduce vehicle miles traveled (VMT) by working at home. Tiburon Boulevard, a state highway maintained by Caltrans, runs along the length of the peninsula and connects to Highway 101. As the principal roadway on a peninsula, most vehicle trips in Tiburon require some segment to be driven on this roadway. Walking or biking are viable ways to get around the flatter areas of town, especially in the neighborhoods located close to schools and commercial areas. There is one Class 1 multi-use path that runs along the Richardson Bay shoreline to the downtown area, where it becomes a striped bicycle lane for a short segment. More residents walking and biking to destinations will help to reduce transportation emissions, improve public health, and build community. Understanding time, safety, and access constraints to biking and walking is essential to encourage residents to shift away from single occupancy vehicles. Public transit is limited within Tiburon, with one bus route operated by Marin Transit running between downtown Tiburon and Strawberry approximately every half hour. Marin Transit uses renewable diesel in most of its fleet and began introducing electric buses in 2019. Ferry service is located in the downtown and provides a convenient way for residents to commute to San Francisco. With a median household income significantly higher than the average California household ($155,915 vs. $75,235) and a great majority of well-educated residents (76% have a bachelor’s degree or higher), Tiburon residents, on average, have access to more resources, which may allow them to be early adopters of new eco-friendly technologies.10 For example, Marin County is a leader in zero emission vehicles (ZEVs) in California with 8,600 ZEVs in Marin as of January 2020, and about 4% of registered automobiles. In Tiburon, ZEVs make up nearly 7% of all registered vehicles. Public information campaigns, incentives, and regulatory mechanisms to accelerate solar and battery storage installation, electric vehicle adoption, and electrification of buildings and appliances are strategies that can be used to reduce GHG emissions. COMMUNITY EMISSIONS INVENTORY The first step toward developing a climate action plan is to identify sources of emissions and establish baseline levels. In 2020, the Marin Climate & Energy Partnership prepared a Greenhouse Gas Emissions Inventory for Tiburon community emissions for the years 2005 through 2018. The inventory quantifies GHG emissions from a wide variety of sources, from the energy used to power, heat, and cool buildings, to the fuel used to move vehicles and power off-road equipment, to the decomposition of solid waste and treatment of wastewater. Emissions are quantified according to methodologies established by the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions (v. 1.2). The inventory provides a detailed understanding of where the highest emissions are coming from, and, therefore, where the greatest opportunities for emissions reductions lie. The inventory also establishes a baseline emission inventory against which to measure future progress. Community emissions are quantified according to these seven sectors: • The Built Environment - Electricity sector represents emissions generated from the use of electricity in homes and commercial and public buildings and facilities, and electric vehicle charging in Tiburon. 10 2019 American Community Survey 5-Year Estimates. Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 12 • The Built Environment – Natural Gas sector represents emissions generated from the use of natural gas in homes and commercial and public buildings and facilities in Tiburon. Propane used in homes is included in this sector, representing about 1% of emissions. • The Transportation sector includes tailpipe emissions from passenger vehicle trips originating and/or ending in Tiburon, a share of tailpipe emissions generated by medium and heavy-duty vehicles travelling on Marin County roads, and emissions from transit vehicles when operating within the Town limits. Electricity used to charge electric vehicles is embedded in electricity consumption reported in the Built Environment – Electricity sector. • The Waste sector represents fugitive methane emissions that are generated over time as organic material decomposes in the landfill. Although most methane is captured or flared off at the landfill, approximately 25% escapes into the atmosphere. • The Off-Road sector represents emissions from the combustion of gasoline and diesel from the operation of off-road vehicles and equipment used for construction and landscaping. • The Water sector represents emissions from energy used to pump, convey, treat, and distribute potable water from the water source to water users in Tiburon. • The Wastewater sector represents stationary, process, and fugitive GHGs that are created during the treatment of wastewater generated by the community and emissions created from energy used to process wastewater. Community GHG emissions totaled 60,101 metric tons in 2005 and 44,676 metric tons in 2018, falling 26%, or 15,425 metric tons CO2e. As shown in Table 2, reductions occurred in all inventoried sectors. The largest decline occurred in the Built Environment - Electricity sector, due to a 17% reduction in electricity consumption and a significant improvement in the carbon intensity of electricity. Emissions declined 76% in this sector and 8,373 metric tons between 2005 and 2018. TABLE 2: COMMUNITY EMISSIONS BY SECTOR, 2005 TO 2018 Year Bu i l t E n v . – El e c t r i c i t y Bu i l t En v . – Na t u r a l G a s Tr a n s p o r t a t i o n Wa s t e Of f -R o a d W at e r Wa s t e w a t e r To t a l % Change from 2005 2005 10,961 16,865 27,938 2,945 776 376 240 60,101 2006 10,364 17,256 28,338 2,933 803 332 239 60,264 0% 2007 13,639 16,998 28,065 2,642 961 448 256 63,009 0% 2008 13,661 17,472 27,555 2,200 794 413 259 62,354 5% 2009 12,225 17,501 27,507 1,896 696 415 250 60,490 4% 2010 8,792 18,158 26,222 1,864 651 238 238 56,163 1% 2011 8,068 18,206 26,512 1,822 648 168 235 55,660 -7% 2012 8,261 17,133 26,675 1,900 642 183 243 55,038 -7% 2013 7,672 16,567 26,161 1,940 637 216 247 53,441 -8% 2014 6,903 13,817 25,641 1,949 622 186 242 49,360 -11% 2015 6,536 13,779 25,196 2,014 606 151 239 48,521 -18% 2016 5,335 15,094 24,487 2,368 590 101 229 48,205 -19% Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 13 Year Bu i l t E n v . – El e c t r i c i t y Bu i l t En v . – Na t u r a l G a s Tr a n s p o r t a t i o n Wa s t e Of f -R o a d W at e r Wa s t e w a t e r To t a l % Change from 2005 2017 2,511 14,990 24,046 2,474 574 29 224 44,848 -20% 2018 2,588 15,218 23,439 2,642 554 10 224 44,676 -25% 2005-2018 -8,373 -1,647 -4,499 -302 -222 -366 -16 -15,425 -26% 2005-2018 -76% -10% -16% -10% -29% -97% -7% -26% Figure 2 compares sector emissions between 2005 and 2018. The chart shows how the share of emissions for the Built Environment – Electricity sector has shrunk over the years as energy use has declined and electricity has become cleaner. PG&E has been steadily increasing the amount of renewable energy in its electricity mix, which was 58% less carbon intensive in 2018 than it was in 2005. MCE Clean Energy (MCE), which began serving Tiburon in 2010, provides its customers with electricity that is generated from 60% and 100% renewable sources. FIGURE 2: EMISSIONS BY SECTOR, 2005 AND 2018 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 2005 2018 Wastewater Water Off-Road Waste Built Env. –Electricity Built Env. –Natural Gas Transportation Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 14 CONSUMPTION-BASED INVENTORY In addition to the sectors outlined above which measure the emissions that are generated within the Town’s borders, there are emissions associated with the goods and services that residents in Tiburon consume. These are referred to as “consumption-based emissions”. Rather than assessing emissions that are generated within a jurisdictional boundary, consumption-based inventories estimate the emissions based on the goods and services consumed within a place. This includes emissions from raw material extraction, manufacturing, distribution, retail, and disposal. Historically, local governments have only included emissions that occur within their boundaries, including emissions associated with goods that will eventually be exported (Figure 4). However, in communities like Tiburon (as in many other communities in the United States) where goods are more often imported than exported, consumption emissions can be up to 800% higher than their sector-based emissions inventory. Consumption emissions are harder to track and have fewer defined pathways for policy intervention from local governments, so the Town continues to follow ICLEI’s Community Protocol and focus on actionable programs and policies to address local emissions. This CAP, wherever possible, seeks to take into account the whole picture of local contributions to climate change and includes measures to address these emissions in the built environment. In 2016, the Bay Area Air Quality Management District (BAAQMD) and U.C. Berkeley developed consumption-based inventories for Bay Area communities to better understand how purchasing habits contribute to global climate change. A consumption-based inventory includes emission sources that don’t get counted in the typical “activity- based” GHG inventory, as well as other items that are difficult to quantify like airplane travel and upstream emissions from the production, transport, and distribution of food and household goods. Figure 4 shows the results of the consumption-based inventory for Tiburon and Belvedere households. According to this inventory, the average household generates 55.6 MTCO2e per year. Under the activity-based GHG inventory, the average Tiburon household generates 11.9 MTCO2e per year, about 21% of the consumption-based estimate. For more information on the consumption-based inventories, visit https://coolclimate.org/inventory. Although this consumption-based inventory is informative, it has not been updated since 2016 and therefore does not provide a way to track changes in emissions levels over time. Tiburon’s Greenhouse Gas Inventory instead focuses on emission sources that the Town has some control over and that can be reliably quantified using established protocols and tracked annually in order to inform decision-making and measure progress. This CAP, FIGURE 3: SECTOR-BASED VS. CONSUMPTION-BASED GHG Source: C40 Cities, “Consumption-Based GHG Emissions of the C40 Cities” Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 15 wherever possible, seeks to consider the whole picture of local contributions to climate change and includes measures to address these emissions. The “What You Can Do Table” at the beginning of this document includes many actions residents can take on their own to reduce their consumption-based emissions. It is anticipated that over the period of this CAP, the methodology and metrics to inventory and reduce consumption- based emissions will advance. Given the high level of consumption-based emissions attributable to Tiburon residents, the Town will continue to monitor the availability and applicability of consumption-based inventories and protocols to incorporate these tools into the annual inventory and implementation planning process. FIGURE 4: AVERAGE TIBURON/BELVEDERE HOUSEHOLD CARBON FOOTPRINT Source: CoolClimate Network COMMUNITY EMISSIONS FORECAST The Climate Action Plan includes a business-as-usual (BAU) forecast in which emissions are projected in the absence of any policies or actions that would occur beyond the base year to reduce emissions. The forecasts are derived by “growing” 2018 emissions by forecasted changes in population, number of households, and jobs. Transportation emissions are projected utilizing data provided by the Metropolitan Transportation Commission (MTC), which incorporate the vehicle miles traveled (VMT) reductions expected from the implementation of Plan Bay Area 2020 and the Regional Transportation Plan adopted in 2017. As shown in Table 3, emissions are expected to rise about 1.8% by 2030 and 0.8% by 2040. Because ABAG and MTC have not developed projections for 2050, the rate of Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 16 population growth forecasted by the California Department of Finance for Marin County was used to project population, household, jobs, and VMT for 2050. The Department of Finance projects that Marin’s population will decrease 3.6% between 2040 and 2050. As a result, emissions would be approximately 44,615 MTCO2e by 2050 under the BAU forecast, a decrease of 0.1% from 2018 levels. TABLE 3: TIBURON COMMUNITY EMISSIONS FORECAST Forecast Category 2018 2030 2040 2050 Population 9,209 9,275 9,430 9,093 Households 3,928 3,940 3,895 3,756 Jobs 2,916 2,930 2,925 2,820 Emissions (MTCO2e) 44,676 45,473 45,041 44,615 COMMUNITY EMISSIONS REDUCTION TARGETS The State of California has adopted goals to reduce California’s GHG emissions. Passed in 2006, the California Global Warming Solutions Act (Assembly Bill 32) established the State’s first target to reduce statewide emissions to 1990 levels by 2020. Because reliable activity data is generally not available to determine 1990 emissions levels for local governments, the California Air Resources Board (CARB) recommended local governments pursue a target, comparable to the statewide target, to reduce emissions 15% below “current” emissions in its Climate Change Scoping Plan, which was published in 2008. Given the unreliability of 1990 data, Marin cities and towns have historically used 2005 as the baseline for its emissions inventories and has set GHG reduction goals relative to that year. The State has established additional goals for future reductions. Senate Bill 32, passed in 2016, sets a target to reduce statewide emissions 40% below 1990 levels by 2030. In 2015, Executive Order B-30-15 reaffirmed California’s goal to reduce emissions to 80% below 1990 levels by 2050, and in 2018, former Governor Brown issued Executive Order (EO) B-55-18, which established a new statewide goal to achieve carbon neutrality by 2045. The Executive Order defines carbon neutrality as “the point at which the removal of carbon pollution from the atmosphere meets or exceed emissions” and states that carbon neutrality will require both GHG reductions consistent with existing statewide targets and carbon sequestration in forests, soils, and other natural landscapes. EO B-55-18 directs the California Air Resources Board to update future Scoping Plans to identify sequestration targets and recommend measures to achieve the new goal. This climate action plan establishes targets that meet the state’s guidance for local jurisdictions as shown in Table 4. The CAP contains specific actions and projects emissions reductions through the year 2030. However, the CAP actions will meet the 2045 carbon neutrality goal if continued past 2030 as follows: • Convert 100% of light passenger vehicles and public transit buses to electric vehicles (LCT-C1, LCT-C5, LCT- M1) • Continue to improve fuel efficiency and electrify the medium and heavy duty vehicle fleet (State Action Light and Heavy Duty Fleet Regulations) • Convert 100% of landscape equipment to electric equipment (LCT-C8 and LCT-M4) • Prohibit natural gas end uses in all new construction (RE-C3.3) Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 17 • Convert 100% of existing appliances and heating systems in all residential and non-residential buildings to electric (RE-C3.2) • Achieve zero-carbon electricity (RE-C2 and State Action Renewable Portfolio Standard) • Sequester carbon dioxide and purchase carbon offsets to mitigate remaining emissions, estimated at 2,300 MTCO2e (S-C1 through S-C4) TABLE 4: GHG EMISSIONS TARGETS 2030 Target 2045 Target 2050 Target Target Mitigate emissions 40% below 1990 level 11 Carbon Neutrality Mitigate Emissions 80% below 1990 level Reference SB 32 EO B-55-18 EO B-30-15 Emissions Limit to Meet Target (MTCO2e) 30,652 15,326 10,217 Figure 5 shows the Town’s GHG emissions trend and forecast and the statewide GHG mitigation targets (40% below 1990 levels by 2030 and 80% below 1990 levels by 2050). The shaded area indicates the amount of emissions that may need to be sequestered to meet the 2045 carbon neutrality goal. FIGURE 5: COMMUNITY EMISSIONS TREND, FORECAST, AND TARGETS 11 Consistent with the California Air Resource Board’s guidance to local governments, the Town is estimating 1990 levels as 15% below 2005 levels. The 2030 target is set at 40% below that level. 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 An n u a l G H G E m i s s i o n s ( M T C O 2 e ) Year BUSINESS-AS-USUAL SCENARIO ACTUAL EMISSIONS 2030 Target 40% below 1990 level 2050 Target 80% below 1990 level2045 Target Carbon Neutrality Chapter 2: Greenhouse Gas Emissions Inventory, Forecast, and Reduction Targets | 18 The Town acknowledges that additional reductions may be necessary to meet the IPCC’s recommendation to limit warming to 1.5 degrees Celsius. However, aggressive action at the State, federal and international level will be needed to realize this goal. The climate action plan contains actions to advocate at the state and federal levels for policies and actions that support the rapid transition to GHG-free energy sources, electrification of buildings and the transportation fleet, and other impactful measures to sharply reduce greenhouse gas emissions. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 19 CHAPTER 3: STRATEGIES TO REDUCE GREENHOUSE GAS EMISSIONS INTRODUCTION The Climate Action Plan includes a variety of regulatory, incentive-based, and market-based strategies that are expected to reduce emissions from both existing and new development in Tiburon. Several of the strategies build on existing programs while others provide new opportunities to address climate change. State actions will have a substantial impact on future emissions. Local strategies will supplement these State actions and achieve additional GHG emissions reductions. Successful implementation will rely on the combined participation of Town staff as well as residents, businesses, and community leaders. The following sections identify the State and local strategies included in the CAP to reduce community emissions. The projected reductions from State and local emissions reduction actions total 16,570 MTCO2e by 2030. Community emissions based on emissions reduction measures are projected to be 28,903 MTCO2e by 2030 with the full implementation of the CAP, which is 43% below 1990 levels. This outcome would exceed the SB 32 target. As shown in Figure 6, State actions represent about 24% of the reduction expected through implementation of the Climate Action Plan. Local mitigation actions designed to reduce emissions represent about 76% of the total. However, it is important to note that some of the local actions, such as increasing the number of zero emission passenger vehicles and buses in Marin County and reducing the amount of organic waste sent to the landfill, work in tandem with State legislation, programs, and goals. FIGURE 6: CUMULATIVE IMPACT OF REDUCTION STRATEGIES 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Me t r i c T o n s C O 2 e Business as Usual (BAU)State Actions Local Actions BUSINESS-AS-USUAL SCENARIO State Actions Local Actions Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 20 STATE ACTIONS The Climate Action Plan incorporates State reduction strategies that have been approved, programmed, and/or adopted and will reduce local community emissions from 2018 levels. These programs require no additional local actions, although local actions may work to support these programs. State actions are quantified first and deducted from projected community emissions to provide a better picture of what still needs to be reduced at the local level to get to the overall reduction target. State actions, including regulations related to light and heavy-duty vehicles, renewable energy, and building energy codes, and their emissions reductions are shown in Table 5 and detailed in Appendix B: GHG Reduction Calculations. TABLE 5: ESTIMATED EMISSIONS REDUCTIONS IN TIBURON FROM STATE ACTIONS State Action 2030 Emissions Reductions MTCO2e Light and Heavy-Duty Vehicle Regulations 3,860 Renewable Portfolio Standard 37 Title 24 Building Energy Efficiency Standards 37 Total 3,934 LOCAL GREENHOUSE GAS EMISSIONS REDUCTION STRATEGIES The local strategies presented in the following sections, and as summarized in Table 6 and Figure 7 below, achieve GHG emissions reductions in the community of approximately 12,636 MTCO2e in 2030. TABLE 6: LOCAL EMISSIONS REDUCTION STRATEGIES Strategy GHG Reductions by 2030 (MTCO2e) % of Total Low Carbon Transportation 5,998 47% Renewable Energy & Electrification 2.678 21% Energy Efficiency & Green Building 2,175 17% Waste Reduction 1,783 14% Water Conservation 1 <1% Sequestration - - Community Engagement - - Total 12,636 100% Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 21 FIGURE 7: SHARE OF EMISSIONS REDUCTION BY STRATEGY Each of the following sections provide a summary table of local measures and associated GHG reductions, followed by a description of the specific actions the Town will undertake to implement each measure. The methodologies and implementation targets used to calculate emissions reductions are described in Appendix B. Sometimes, there is no direct or reliable way to estimate GHG savings for a particular measure or the savings are embedded in another measure. In this case, the reason is noted below the table. For example: Community Engagement is essential for success in many of the measures set forth throughout the plan but counting savings in this section would then be double-counting savings from other measures such as those in Low Carbon Transportation or Energy Efficiency. People need to know about a program to take advantage of it, but the actual emissions reductions will come from participating in the program itself. Therefore, the savings is counted for that program. SOCIAL EQUITY Climate change and equity are interconnected. Often, the communities who have contributed the least to global warming, including low-income communities, communities of color, indigenous peoples, and developing nations, suffer first and most from climate change. The Town of Tiburon acknowledges disadvantaged communities have existed and still exist in Marin County. One definition of social equity is the “just and fair inclusion into a society in which all can participate, prosper, and reach their full potential.”(1) Equity is the means to ensure equality for all. An example of how that might work with climate action measures is with energy efficiency. Giving rebates to homeowners to swap out natural gas appliances helps reduce to GHG emissions by switching to low carbon electricity. But if financial incentives are only available to those with means to purchase new appliances it leaves out a section of the community without means. Programs that acknowledge this disparity might offer bigger discounts to low-income households. Additionally, the Town acknowledges that appliance upgrades may not be a high priority for all residents. Part of the Town’s on-going work is to build and nurture relationships with diverse community groups so that they can share what are their priorities and the Town can attempt to integrate those priorities into its climate action efforts. Sustainability has been described as a three-legged stool, pointing to the need to address not just the environment and the economy, but social equity as well. It is important to consider and include our diverse community members and business interests in the development and implementation of the strategy measures in this plan. Tiburon’s Diversity Inclusion Task Force, which was established in 2020 as a standing committee of the Town Council, can play a key role in ensuring that equity is central in the development, implementation, and monitoring of this plan. Energy Efficiency 17% Low Carbon Transportation47% Waste Reduction 14% Water Conservation <1% Renewable Energy 21% Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 22 LOW CARBON TRANSPORTATION 47% of potential reductions More than half of Tiburon’s emissions comes from transportation, and reducing these emissions is a top priority to meet our GHG emission reduction goals. Although improvements in fuel efficiency have reduced transportation emissions from passenger vehicles nearly 20% since 2005, vehicle miles traveled by cars in Tiburon have increased 1% over the same period. Surveys show that alternative transportation rates have remained stagnant, despite improvements in the bicycle and pedestrian network and public information campaigns to encourage residents to carpool, bicycle, walk, and take transit. All of that is changing, however, with the increasing viability and availability of zero emission vehicles (ZEVs). This is especially true in Tiburon where the majority of electricity generation comes from clean, renewable sources. ZEVs include all-battery as well as plug-in electric hybrid vehicles. Marin County is a leader in ZEV adoption rates – second only to Santa Clara County – and ZEVs already comprise about 6% of registered passenger vehicles in Marin County. In Tiburon, ZEVs make up 10% of all registered vehicles. Our goal is it increase that rate to 35% by 2030 by building out the EV charging infrastructure and encouraging ZEV ownership through incentives, public education, and development requirements. This is an aggressive target, but one that complements the State’s goals to put 5 million ZEVs on the road by 2030 and to require all new passenger vehicles sold in California to be zero emission by 2035. Improvements in battery and charging technology, expected cost reductions, and automakers’ commitments to significantly expand ZEV offerings point to an all-electric future. Programs that incentivize used EV car purchases and installation of EV chargers in multifamily buildings can help ensure the benefits of EV ownership are shared by all. However, ZEVs cannot alone meet Tiburon’s transportation emission reductions goals; reducing congestion, enabling better biking and walking opportunities, and incentivizing public transit all carry co-benefits and can be enjoyed by all. What You Can Do •Drive an all-electric or plug-in hybrid vehicle. •Bike, walk, or take transit whenever possible. •Reduce the number of miles you drive by working from home when possible and consolidating vehicle trips. •Shut your car off when waiting in line at the ATM or in the school pick up/drop off lane. •Better yet, encourage your child to walk or bike to school. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 23 TABLE 7: LOW CARBON TRANSPORTATION STRATEGIES ID Strategy GHG Reduction by 2030 (MTCO2e) Share of Sector Emissions Reduction LCT-C1 Zero Emission Vehicles 5,663 94% LCT-C2 Bicycling and Micromobility 71 1% LCT-C3 Walking 13 <1% LCT-C4 Safe Routes to School 48 1% LCT-C5 Public Transit 68 1% LCT-C6 Employee Trip Reduction 11 <1% LCT-C7 Vehicle Idling - - LCT-C8 Smart Growth Development - - LCT-C9 Zero Emission Landscape Equipment 55 1% LCT-M1 Zero Emission Town Vehicles 43 1% LCT-M2 Low Carbon Fuels 10 <1% LCT-M3 Town Employee Commute 6 <1% LCT-M4 Municipal Zero Emission Landscape Equipment and Small Off-Road Engines 9 <1% TOTAL 5,998 100% LOW CARBON TRANSPORTATION ACTIONS LCT-C1: Zero Emission Vehicles Take actions that will result in at least 35% of passenger vehicles in the Tiburon to be zero emission vehicles (ZEVs), including plug-in electric vehicles (EVs) and hydrogen fuel cell electric vehicles, by 2030. Actions include: 1. Support development of a countywide EV plan that can be adopted by all Marin jurisdictions that identifies strategies to accelerate EV adoption. The plan should identify the number and type of chargers needed in each jurisdiction to achieve a minimum 35% ZEV penetration target; potential locations for public, workplace, and multi-family charging; best practices for charging station siting, installation, and signage; and model code language and guides for permit streamlining and charging infrastructure requirements. 2. Work with PG&E, MCE, Transportation Authority of Marin, and other entities to identify multifamily and workplace charging sites appropriate for available incentive programs. 3. Pursue opportunities to expand the Town’s EV charging network by identifying suitable Level 2 and Level 3 DC fast charging locations and considering innovative programs, such as streetlight and curbside charging to serve those who do not have access to home charging. 4. Encourage and facilitate new electric vehicle charging stations in existing public and commercial parking lots. 5. Provide directional signage to public EV chargers on local streets and, as appropriate, from state highways. 6. Work with the Transportation Authority of Marin (TAM), MCE, the California Energy Commission (CEC) and other entities to provide technical assistance and incentives, such as rebates, for multi-family and workplace charging sites. 7. Participate in a countywide effort by MCE, Pacific Gas & Electric (PG&E), and others to provide rebates for new or used electric vehicles. 8. As the Town’s Green Building Ordinance is updated, require new and remodeled single-family, multi-family and commercial projects to install electrical service, add conduits and chargers, as appropriate, for potential electric vehicle use beyond state standards. 9. Participate in regional efforts and grant programs to encourage widespread availability of EV charging stations. 10. Participate in programs to promote EV adoption, including "Drive an EV" events and other media and outreach campaigns. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 24 11. Encourage or require, as practicable, ride hailing and delivery service companies to utilize zero emission vehicles. 12. Promote adoption of electric bicycles, scooters, and motorcycles. LCT-C2: Bicycling and Micromobility Encourage bicycling and micromobility as an alternative to vehicular travel. 1. Promote bicycling and micromobility, including e-bikes, electric scooters, and electric skateboards, through outreach channels and partner agencies. 2. Establish and maintain a system of bicycle facilities that are consistent with the Tiburon Bicycle and Pedestrian Master Plan and “complete streets” policies. 3. Implement the Tiburon Bicycle and Pedestrian Master Plan’s recommendations to support and expand bicycling. 4. Update the Tiburon Bicycle and Pedestrian Master Plan to support the use of e-bikes, electric scooters, and electric skateboards, including easily accessible charging stations for them. LCT-C3: Walking Encourage walking as an alternative to vehicle use. 1. Establish and maintain a system of pedestrian facilities that are consistent with the Tiburon Bicycle and Pedestrian Master Plan and “complete streets” policies. 2. Implement the Tiburon Bicycle and Pedestrian Master Plan’s recommendations to support and expand walking. LCT-C4: Safe Routes to School Continue to support the Safe Routes to School Program and strive to increase bicycling, walking, carpooling (especially in a ZEV), and taking public transit to school. 1. Work with TAM and other organizations to promote school and student participation. 2. Identify issues associated with unsafe bicycle and pedestrian facilities between neighborhoods and schools, apply for Safe Routes to School grants, and execute plans to improve pedestrian and bicycle facilities. LCT-C5: Public Transit Support and promote public transit by taking the following actions: 1. Work with Marin Transit and Golden Gate Transit to maximize ridership through expansion and/or improvement of transit and ferry routes, schedules, and services. 2. Support a “Yellow School Bus” program and student use of regular transit to reduce school traffic. 3. Encourage transit providers, including school buses, to use renewable diesel as a transition fuel and to purchase electric buses whenever replacing existing buses. LCT-C6: Employee Trip Reduction Reduce vehicle miles traveled commuting to work through the following actions: 1. Work with the TAM, the Metropolitan Transportation Commission, and the Bay Area Air Quality Management District (BAAQMD) to promote transportation demand programs to local employers, including rideshare matching programs, vanpool incentive programs, emergency ride home programs, telecommuting, transit use discounts and subsidies, showers and changing facilities, bicycle racks and lockers, and other incentives to use transportation other than single occupant vehicles. 2. Embark on a behavior change and educational campaign to encourage employees to reduce vehicle trips. Micromobility Micromobility refers to forms of transportation, human-powered or electric, that can occupy space alongside bicycles. It includes electric scooters and skateboards, docked and dockless shared bikes, and other forms of small, lightweight devices operating at speeds typically below 20 mph. Micromobility devices do not have an internal combustion engine. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 25 3. Work with TAM on developing a countywide Transportation Demand Management Program to encourage trip reduction throughout the county. LCT-C7: Vehicle Idling Encourage drivers and autonomous vehicles to limit vehicle idling through public outreach and engagement campaigns. LCT-C8: Smart Growth Development Promote land use and development policies that prioritize infill housing and mixed-use development near commercial services and transit facilities. LCT-C9: Zero Emission Landscape Equipment Encourage the use of zero emission landscape equipment instead of gasoline-powered equipment in commercial areas. Gas-powered leaf blowers and trimmers are currently prohibited in residential areas. 1. Consider offering an incentive for businesses to use zero emission landscape equipment such as a rebate on equipment purchases or discount on business license fees. 2. Explore building code modifications to support zero emission landscape equipment. LCT-M1: Zero Emission Town Vehicles Purchase or lease zero-emission vehicles for the Town fleet whenever feasible and when not, the most fuel-efficient models available. Strive to achieve a 100% electric light duty vehicle fleet by 2030. LCT-M2: Low Carbon Fuels Use low-carbon fuel such as renewable diesel as a transition fuel in the Town’s fleet and encourage the Town’s service providers and joint powers agencies to do the same until vehicles are replaced with zero-emission vehicles. LCT-M3: Town Employee Commute Provide Town employees with incentives and/or reduce barriers to drive electric vehicles and use alternatives to single occupant auto commuting, such as discounted EV charging, transit and e-bike discounts and subsidies, bicycle facilities, showers and changing facilities, ridesharing services, vanpools, emergency ride home service, flexible schedules, and telecommuting when practicable. LCT-M4: Municipal Zero Emission Landscape Equipment and Small Off-Road Engines Replace gas-powered leaf blowers, mowers, brush cutters, hedgers, saws, and other landscape equipment and small off-road engines, including generators and pressure washers, with zero emission equipment. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 26 RENEWABLE ENERGY AND ELECTRIFICATION 21% of potential reductions Energy that comes from renewable sources, including solar, wind, geothermal, and small hydroelectric, are the cleanest and most-environmentally friendly energy sources. Here in Marin County, where there is an abundance of sunny days, solar energy is a particularly good energy source. According to data provided by Project Sunroof, 92% of buildings in Tiburon have roofs that are solar-viable. These 3,000 roofs could generate more than the total electricity used in Tiburon in 2018. Solar system costs keep falling, too, which make them an attractive option for home and commercial building owners. Our Climate Action Plan projects that we can get about 16% of our electricity from locally produced solar energy systems by 2030, up from about 8% in 2019, just by maintaining current growth and more if we accelerate our growth rate. When solar is not an option, due perhaps to a shady roof or a reluctant landlord, residents and business owners can purchase 100% renewable electricity from MCE and PG&E. MCE and PG&E electricity have a high percentage of renewable content, making it some of the cleanest electricity in the country. MCE’s Light Green electricity was 74% GHG free in 2018, while MCE’s Deep Green electricity comes from 100% renewable sources and is 100% GHG-free. The Town has been purchasing Deep Green electricity for governmental operations since 2017, and Deep Green currently supplies about 6% of the electricity load in Tiburon. Since our electricity is so clean, it’s a great idea – and a healthier alternative - to swap out appliances and heating and cooling systems that use natural gas for ones that use electricity. If you’re constructing a new home or building, or doing a major re-model, consider going all-electric. The County’s Electrify Marin program provides rebates to replace natural gas appliances with efficient electric units, including water heaters, furnaces, ranges, and cooktops. Eventually, we’ll need to replace the majority of natural gas appliance and equipment in existing buildings if we’re going to hit our long-term goals. Battery prices are falling and will soon be a cost-effective option, too. If you’re concerned about losing electric service during a Public Safety Power Shutoff event, solar energy combined with battery storage may be for you and is certainly a cleaner choice than generators running on natural gas or fuel. Fortunately, ongoing research and development of energy storage systems are creating new business opportunities and making an all-electric, 100% renewable future possible. Utilities will need to expand grid capacity, develop electricity storage, and ensure system reliability. Fortunately, ongoing research and development of energy storage systems are creating new business opportunities and making an all-electric, 100% renewable future possible. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 27 Reductions in battery prices may also soon prove to be a feasible and cost-effective option. Local concerns about losing electric service during a Public Safety Power Shutoff event, may be mitigated through solar energy combined with battery storage, and presents a cleaner choice than generators running on natural gas or fossil fuel. Ongoing research and development of energy storage systems are creating new business opportunities and making an all- electric, 100% renewable future possible. TABLE 8: RENEWABLE ENERGY & ELECTRIFICATION STRATEGIES ID Strategy GHG Reduction by 2030 (MTCO2e) Share of Sector Emissions Reduction RE-C1 Renewable Energy Generation and Storage 195 7% RE-C2 GHG-Free Electricity 949 35% RE-C3 Building and Appliance Electrification 1,534 57% RE-C4 Innovative Technologies1 - - RE-M1 Municipal 100% Renewable Electricity2 - - TOTAL 2,678 100% 1 There is no emissions reduction because this is a supportive action. 2 There is no emissions reduction associated with the action because the Town was purchasing Deep Green electricity in 2018. RENEWABLE ENERGY & ELECTRIFICATION ACTIONS RE-C1: Renewable Energy Generation and Storage Accelerate installation of residential and commercial solar and other renewable energy systems and energy storage systems. 1. Provide permit streamlining and reduce or eliminate fees, as feasible. 2. Update building codes, development codes, design guidelines, and zoning ordinances, as necessary, to facilitate small and medium-scale solar installations. 3. Encourage installation of solar panels over parking areas on commercial projects, public buildings such as schools and the Tiburon Library, and large-scale residential developments through ordinance, development review, and/or agency incentives. 4. Identify and promote financing and loan programs for residential and non-residential projects. 5. Encourage installation of battery storage in conjunction with renewable energy generation projects through outreach and partner agency incentives. 6. Encourage the use of non-fossil fuel generators now and adopt an ordinance phasing out the acquisition and use of fossil-fuel generators. What You Can Do •Switch to MCE Deep Green or PG&E Solar Choice 100% renewable electricity. •Install a solar energy system on your home or business and consider battery storage. •Replace appliances that use natural gas for ones that use electricity. •Investigate efficient heat pump technology so you can swap out water heaters and home heating systems that use natural gas when it’s time to replace them. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 28 7. Collaborate with the County, Marin jurisdictions, agencies, and organizations, as appropriate, to study opportunities and specific action steps for expansion of rooftop solar and battery storage. RE-C2: GHG-Free Electricity Encourage residents and businesses to switch to 100% renewable electricity (MCE Deep Green, MCE Local Sol, and PG&E Solar Choice) through engagement campaigns and partner agency incentives and work with MCE Clean Energy to assure that it reaches its goal to provide electricity that is 95% GHG-free by 2022. Target 15% of the electricity load to be Deep Green in 2030. RE-C3: Building and Appliance Electrification Accelerate electrification of building systems and appliances that currently use natural gas, including heating systems, hot water heaters, stoves, ranges, and clothes dryers. 1. Explore opportunities to continue existing rebate programs, such as Electrify Marin and BayREN, and promote them to the community by illustrating the financial and health benefits of electrification. 2. Study alternatives and draft regulations for Council consideration that requires homeowners and landlords to replace natural gas appliances, such as water heaters, stoves, cooktops, clothes dryers, and heating systems with high-efficiency electric appliances at time of replacement where feasible. Educate the public about the health hazards of owning and operating natural gas appliances and available incentives and rebates to replace them. 3. Prohibit the use of natural gas end uses in new residential buildings in the Town’s green building ordinance that aligns with the 2022 California Building Standards code update. Extend the same prohibition to new nonresidential buildings in the 2025 code cycle, if not earlier. 4. Collaborate with the County’s work to update the Green Building Code and develop a model ordinance that all Marin jurisdictions can utilize in establishing requirements for new residential, multi-family, and commercial buildings and remodels and renovations be all-electric, thereby creating consistency across all jurisdictions. RE-C4: Innovative Technologies Investigate and pursue innovative technologies such as micro-grids, battery storage, and demand-response programs that will improve local resilience and the electric grid’s resiliency and help to balance demand and renewable energy production in cooperation with local and regional partners such as MCE and PG&E, as feasible. 1. Build upon best practices identified by Drawdown Marin/Marin CAN, such as the Marin microgrid project at the Fairfax Pavilion, and develop a study on opportunities to create solar-powered resilience microgrids with battery storage for community use that would remain powered during an electric grid outage. RE-M1: Municipal 100% Renewable Electricity 1. Install solar energy systems at all municipal buildings and facilities where feasible and investigate and pursue innovative technologies such as battery storage and demand response programs for them. 2. Where feasible, replace natural gas appliances/equipment with electric and electrify all Town buildings and facilities, where feasible. 3. Continue to purchase 100% renewable energy for Town buildings, facilities, and vehicles through programs such as MCE Deep Green. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 29 ENERGY EFFICIENCY AND GREEN BUILDING 17% of potential reductions Increasing the efficiency of buildings is often the most cost-effective approach for reducing GHG emissions. Energy efficiency upgrades, such as adding insulation and sealing leaks in heating ducts, have demonstrated energy savings of up to 20%, while more aggressive “whole house” retrofits can result in even greater energy savings. Many of these improvements can be made inexpensively and without remodeling yet can be extremely cost-efficient, such as swapping out incandescent bulbs to LED bulbs, sealing air leaks, and installing a programmable thermostat. Energy Star-certified appliances and office equipment, high-efficiency heating and air conditioning systems, and high- efficiency windows not only save energy but reduce operating costs in the long run. Rebates, financing, and tax incentives are often available for residents and businesses to help defray the cost of upgrades. The Tiburon community has been doing a good job reducing energy use. Since 2005, electricity consumption has declined an average of 1.3% per year and natural gas consumption has declined about 0.8% each year. There are opportunities to continue to work with the utilities and other partners to promote energy efficiency and electrification programs and continue to reduce energy use. New construction techniques and building materials, known collectively as “green building,” can significantly reduce the use of resources and energy in homes and commercial buildings. Green construction methods can be integrated into buildings at any stage, from design and construction to renovation and deconstruction. The State of California requires green building and energy-efficiency through the Title 24 building codes. The State updates these codes approximately every three years, with increasing energy efficiency requirements since 2001. The State’s long- term energy efficiency goals are to have all new construction to be zero net electricity. Local governments can accelerate this target by adopting energy efficiency standards for new construction and remodels that exceed existing State mandates, or by providing incentives, technical assistance, and streamlined permit processes to enable quicker adoption. What You Can Do •Replace indoor and outdoor lights with LED bulbs and turn them off when not in use. •Have an energy assessment done for your home or business. •Upgrade insulation, seal leaks, and install a programmable thermostat. •Purchase Energy Star appliances and equipment. •Unplug electronic appliances when not in use and set the thermostat to use less heat and air conditioning. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 30 TABLE 9: ENERGY EFFICIENCY AND GREEN BUILDING STRATEGIES ID Strategy GHG Reduction by 2030 (MTCO2e) Share of Sector Emissions Reduction EE-C1 Energy Efficiency Programs 2,130 98% EE-C2 Energy Audits 42 2% EE-C3 Cool Pavement and Roofs - - EE-C4 Green Building Reach Code - - EE-C5 Streamline Permit Process and Provide Technical Assistance - - EE-C6 Sustainable Building Materials - - EE-M1 Public Lighting1 - - EE-M2 Energy Efficiency Audit and Retrofits in Town Buildings 2 <1% EE-M3 Energy Conservation in Town Buildings 1 <1% TOTAL 2,175 100% 1 There is no emissions reduction associated with this action because the Town was purchasing GHG-free electricity in 2018. ENERGY EFFICIENCY AND GREEN BUILDING ACTIONS EE-C1: Energy Efficiency Programs Promote and expand participation in residential and commercial energy efficiency programs. 1. Work with organizations and agencies such as the Marin Energy Watch Partnership, the Bay Area Regional Network (BayREN), MCE, Resilient Neighborhoods, and the Marin Climate & Energy Partnership to promote and implement energy efficiency programs and actions. 2. Promote programs and incentives to reduce electricity demand during peak periods, such as OhmConnect, and shift demand to times when renewable energy is being produced. 3. Continue and expand participation in energy efficiency programs as they become available. 4. Promote utility, state, and federal rebate and incentive programs. 5. Participate and promote financing and loan programs for residential and non-residential projects such as Property Assessed Clean Energy (PACE) programs, BayREN financing programs, PG&E on-bill repayment, and California Hub for Energy Efficiency Financing (CHEEF) programs. EE-C2: Energy Audits Investigate requiring energy audits for residential and commercial buildings at time of sale or major remodel. Requirements could include identification of electrification and energy efficiency opportunities and supporting programs could connect building owners to potential rebates and financing options. EE-C3: Cool Pavement and Roofs Use reflective, high albedo material for roadways, parking lots, sidewalks, and cool roofs to reduce the urban heat island effect and save energy. a. Evaluate the use of high albedo pavements when resurfacing Town streets and re-roofing Town facilities. b. Adopt mandatory building code measures to require new development to use high albedo material for driveways, parking lots, walkways, and patios, and cool roofing. c. Maintain and expand the use of urban tree cover for street-level temperature reduction. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 31 EE-C4 Green Building Reach Code 1. Adopt a green building ordinance for new and remodeled commercial and residential projects that requires green building methods, materials, and efficiency above the State building and energy codes. 2. Consider adoption of low embodied-carbon concrete standards similar to those adopted by the County. EE-C5 Streamline Permit Process and Provide Technical Assistance Analyze current green building permit and inspection process to eliminate barriers and provide technical assistance to ensure successful implementation of green building requirements. Work countywide to make it easier for contractors and building counter staff to simplify applications and identify incentives. EE-C6 Sustainable Building Materials Study alternatives and draft regulations that require use of Forest Stewardship Council certified material in new constructions, major remodels, and outdoor use and that prohibit use of non-certified old-growth and other materials. EE-M1: Public Lighting Replace remaining inefficient street, parking lot, and other outdoor lighting with LED fixtures. EE-M2: Energy Efficiency Audit and Retrofits in Town Buildings and Facilities Work with the Marin Energy Management Team to identify and implement energy efficiency projects in municipal buildings and facilities and electrification of existing building systems and equipment that use natural gas. EE-M3: Energy Conservation in Town Buildings Reduce energy consumption through behavioral and operational changes. 1. Establish energy efficiency protocols for building custodial and cleaning services and other employees, including efficient use of facilities, such as turning off lights and computers, thermostat use, etc. 2. Incorporate energy management software, electricity monitors, or other methods to monitor energy use in municipal buildings, where feasible. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 32 WASTE REDUCTION 14% of potential reductions Consumption and disposal of goods generates significant GHG emissions during manufacturing, transport, distribution, and disposal. The best way to reduce emissions is to purchase and consume less in the first place, and then find someone who can reuse whatever you no longer need before considering recycling or disposal. Due to the way the Town accounts for community emissions, the Town’s Climate Action Plan does not take credit for reducing upstream emissions. Instead, our GHG accounting is directly concerned with emissions that are created from the anaerobic decomposition of organic waste in the landfill. The decomposition process creates methane, which is 28 times more potent as a GHG than carbon dioxide. Although landfills capture most of the methane, and some use that methane to create biogas or electricity, about one-quarter of it escapes into the atmosphere. Diverting organic material from the landfill is a clear and viable option for reducing these emissions. Paper and cardboard can be recycled. Food scraps, some paper (like napkins and paper towels), and yard waste can be composted, either at home or at the landfill. Surplus food can be donated to non-profits that distribute it to those in need. The measures below are designed to maximize diversion of organic waste from the landfill by 2030, starting with encouraging residents and businesses to recycle and compost organic waste. To meet our diversion target, the Town will consider adopting an ordinance that mandates recycling and, as a last resort, setting trash collection fees that enable the waste haulers to invest in machinery that can sort trash and recover all compostable and recyclable materials before they are sent to the landfill. These local measures also support state legislation to significantly reduce emissions from organic waste disposal. Senate Bill (SB) 1383 establishes targets to achieve a 50% reduction in statewide for waste disposal from the 2014 level by 2020 and a 75% reduction by 2025. The law also establishes a target that not less than 20% of currently disposed edible food is recovered for human consumption by 2025. In 2022, CalRecycle may begin to issue penalties for non-compliance. On January 1, 2024, the regulations may require local jurisdictions to impose penalties for non- compliance on regulated entities subject to their authority. In addition, Assembly Bill (AB) 1826 requires businesses to recycle their organic waste, depending on the amount of waste they generate per week. The law phases in mandatory recycling of commercial organics over time. As of January 2019, businesses that generate 4 or more cubic yards of commercial solid waste per week are required to What You Can Do •Buy only as much as you need. •Buy locally grown food and eat less meat. •Put your food scraps in the green can and/or compost them at home. •Donate extra food and used clothing and housewares. •Don’t be a “wishful” recycler. Be scrupulous about how you sort your recyclables. Check the Recycle Right Guide for tips. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 33 arrange for organic waste recycling services. If statewide disposal targets are not met by 2020, the law will be extended to cover businesses that generate 2 cubic yards or more of commercial solid waste. TABLE 10: WASTE REDUCTION STRATEGIES ID Strategy GHG Reduction by 2030 (MTCO2e) Share of Sector Emissions Reduction WR-C1 Commercial Organic Waste 149 8% WR-C2 Residential Organic Waste 494 28% WR-C3 Construction & Demolition and Self-Haul Waste 52 3% WR-C4 Mandatory Waste Diversion 545 31% WR-C5 Waste Processing Franchise Agreement and Infrastructure 519 29% WR-C6 Extended Producer Responsibililty1 - - WR-C7 Inorganic Waste1 - - WR-M1 Waste from Town Operations 24 1% TOTAL 1,783 100% 1 There is no emissions reduction associated with this action because it is a supportive action. WASTE REDUCTION ACTIONS WR-C1: Commercial Organic Waste Work with Zero Waste Marin, the Town’s waste hauler, and nonprofits such as Extra Food to divert commercial organic waste from the landfill through recycling, composting, and participation in waste-to-energy and food recovery programs. 1. Conduct outreach and education to businesses subject to State organic waste recycling mandates (AB 1826 and SB 1383) and encourage or enforce compliance with the law. 2. Refer new and major remodel commercial and multi-family residential project proposals to the Town’s waste hauler for review and comment and require projects to provide adequate waste and recycling facilities and access as feasible. 3. Encourage and facilitate commercial and multi-family property owners to require responsible use of on-site recycling facilities in lease and rental agreements and to train and regularly evaluate janitorial, landscape, and other property management services. 4. Assess capacity of existing food recovery programs, expand existing food recovery infrastructure if needed, monitor commercial generators for compliance, and conduct education and outreach. WR-C2: Residential Organic Waste Work with Zero Waste Marin, the Town’s waste hauler, and other organizations to educate and motivate residents to utilize curbside collection services and home composting for food waste. WR-C3: Construction & Demolition Debris and Self-Haul Waste 1. Require all loads of construction & demolition debris and self-haul waste to be processed for recovery of materials as feasible. 2. Investigate creation of an ordinance requiring deconstruction of buildings proposed for demolition or remodeling when materials of significant historical, cultural, aesthetic, functional or reuse value can be salvaged. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 34 WR-C4: Mandatory Waste Diversion Adopt an ordinance requiring all commercial and residential accounts to subscribe to and fully participate in waste diversion activities, including recycling and organics collection provided by the Town’s waste hauler. Consider including phased implementation of the ordinance, penalties, and practical enforcement mechanisms. WR-C5: Waste Processing Franchise Agreement and Infrastructure 1. Review and revise the Town’s franchise agreement with its waste hauler to ensure adequate recycling and composting capacity is available and waste reduction and diversion targets are met. 2. Ensure organic waste collection service (including green waste, food waste, fibers, and manure) that complies with SB 1383 regulations is provided to all residents and businesses. 3. Conduct a feasibility study (including cost estimates and estimated GHG reduction metrics) and consider investing in new solid waste processing infrastructure to remove recoverable materials (recycling and organics) from the waste stream and reduce contamination. 4. Require regular residential and commercial waste audits and waste characterization studies to identify opportunities for increased diversion and to track progress in meeting targets. WR-C6: Extended Producer Responsibility 1. Encourage the State to regulate the production and packaging of consumer goods and take-back programs. 2. Encourage on-demand product and food delivery services to reduce packaging waste and investigate requirements and incentives for same through ordinance or engagement campaigns. WR-C7: Inorganic Waste 1. Promote reuse, repair, and recycling of inorganic materials, and encourage reduced use of packaging and single use items through engagement campaigns. 2. Consider adopting a Reusable Foodware Ordinance. WR-M1: Waste from Town Operations Increase opportunities to reduce waste at Town facilities. 1. Embark on an educational and social marketing-based campaign to increase recycling, composting, reuse, and waste reduction at Town facilities. 2. Conduct periodic waste audits of Town facilities to understand where opportunities for increased diversion lie and to track progress. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 35 WATER CONSERVATION >1% of potential emissions Marin is no stranger to periodic droughts and the need to conserve water, and the community has responded by reducing per capita water use by about 23%, from 144 gallons per capita per day (gpcd) in 2005 to 111 gpcd in 2018. In addition to installing low-flow fixtures (showerheads, faucets, and toilets) and water-efficient appliances (clothes washers and dishwashers), residents and businesses are planting native, drought-tolerant species and even replacing lawns with attractive, low-water use gardens. Good thing, because as temperatures continue to rise, we will experience more droughts and more intense heat waves than before. Tiburon’s Greenhouse Gas Inventory counts emissions that are generated from the energy used to pump, treat, and convey water from the water source to water users in Tiburon. Far more emissions are created from the energy that is used to heat water, but those emissions are counted in the residential and commercial energy sectors. Therefore, the water sector comprises a much smaller share of community emissions than one might expect. Water agencies that supply the Town’s water are committed to using 100% renewable energy in their operations. Marin Municipal Water District (MMWD) began purchasing Deep Green electricity from MCE in 2017, and Sonoma County Water Agency, which provides 20-25% of MMWD’s water started purchasing 100% renewable electricity in 2015. As a result, although we are targeting a 1% reduction in water consumption each year through 2030, emissions reductions are relatively small. TABLE 11: WATER CONSERVATION STRATEGIES ID Strategy GHG Reduction by 2030 (MTCO2e) Share of Sector Emissions Reduction WC-C1 Community Water Use 1 100% WC-M1 Municipal Water Use Included in above Included in above WATER CONSERVATION ACTIONS WC-1: Water Conservation Reduce indoor and outdoor water use in residential and commercial buildings and landscaping. What You Can Do •Replace your lawn with a drought-tolerant garden. •Install a drip irrigation system, program it to run early in the morning, and check it regularly for leaks. •Install low water flow faucets, showerheads, and toilets. •Buy water-efficient dishwashers and clothes washers when it’s time to replace them. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 36 1. Work with the water district and other organizations to promote water conservation programs and incentives. 2. Educate residents and businesses about local and State laws requiring retrofit of non-compliant plumbing fixtures during remodeling and at resale. 3. Ensure all projects requiring building permits, plan check, or design review comply with State and water district regulations. 4. Encourage the installation of greywater and rainwater collection systems and the use of recycled water where available through ordinance and/or engagement campaigns. WC-2: Municipal Water Use Reduce indoor and outdoor water use in municipal facilities and operations. 1. Replace high water use plants and inefficient irrigation systems with water-efficient landscaping. 2. Replace inefficient plumbing fixtures with high-efficiency fixtures. 3. Use recycled water as available and practicable for parks and outdoor landscaping. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 37 SEQUESTRATION Carbon sequestration is the process of capturing and storing atmospheric carbon dioxide in natural sinks such as forests, grasslands, and soil. The natural environment has been extensively altered by human civilization, often with little consideration for how natural systems function, depriving us of the important benefits they offer. Clearing and draining of wetlands, forestlands, grasslands and other open space for agricultural production or urban development decreases or eliminates the capacity of those natural systems to store carbon. The carbon dioxide stored in soil, trees and other vegetation is released into the atmosphere when forestland and open space is converted to other uses. Restoration of these natural areas, and establishment of new ones, has the potential to sequester greenhouse gas emissions. The Town of Tiburon supports California and County directives and statutes to capture or drawdown carbon emissions from the atmosphere from natural solutions including more and appropriate tree planting, climate-smart habitat restoration, and healthy soils initiatives. In addition to naturally pulling and storing greenhouse gasses from the atmosphere, this strategy increases the health of our local ecosystems and helps protect the vital services they provide including clean air and water, pollination, enhanced biodiversity, flood control, and increased resilience to growing climate extremes. Many carbon-reducing actions available to the Town currently are associated with responsible tree planting and management on public and private land. Increasing tree cover improves air quality and natural cooling. To encourage ecosystem health and a reduction of fuel load, the Town could facilitate active forest management (including invasive species removal) in our open spaces. Another potential for carbon drawdown may be found in aquatic environments, such as tidal wetlands and bays. The Town could work with the County to understand this opportunity and help shape management decisions for ecosystem health, climate adaptation, and carbon sequestration, especially as the County develops sea level rise mitigation projects such as wetland restoration. This section contains measures to sequester carbon dioxide through planting and preservation of native, non-invasive trees and other vegetation and the development of carbon-rich soils. High quality carbon offsets can be used to fund these types of carbon sequestration projects and purchased to offset emissions that are difficult to otherwise mitigate, such as airplane flights. We haven’t credited emission reductions for these actions, but we recognize that sequestration is a vital and critical component to meeting carbon reduction goals. The Town will monitor emerging technologies and future opportunities for effective sequestration. What You Can Do #1 Plant trees appropriate to your situation. #2 Add compost to your soil. #3 Purchase carbon offsets for airplane flights and other emissions that are difficult to mitigate. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 38 TABLE 12: SEQUESTRATION MEASURES ID Strategy S-C1 Urban Forest S-C2 Carbon Sequestration S-C3 Carbon Offsets S-C4 Building Materials S-C1: Urban Forest Increase carbon sequestration and improve air quality and natural cooling through expansion and enhancement of green spaces and increasing appropriate (e.g., native, drought-resistant, fire resilient) tree cover, other vegetation, and healthy soils in Tiburon. 1. Plant and maintain additional trees on Town-owned land, including public parks, open space, medians, and rights of way, where feasible. 2. Review parking lot landscape standards to maximize tree cover, size, growth, and sequestration potential. 3. Regulate and minimize removal of large (heritage) trees and require planting of replacement trees and or sufficient fees to support mitigation planting in Tiburon’s parks and open spaces. 4. Require that the site planning, construction, and maintenance of new development preserve existing healthy trees and native vegetation on site to the maximum extent feasible. Replace trees and vegetation not able to be saved with native/appropriate species. 5. Encourage community members to plant native/appropriate trees on private land. Consider creating a tree giveaway program or providing lower-cost trees to the public through a bulk purchasing program. 6. Encourage the creation of no-till community gardens and healthy soil management on public lands by community groups and on private lands by individual households. 7. Provide information to the public, including landscape companies, gardeners, and nurseries, on carbon sequestration rates, drought tolerance, and fire resistance of different tree and vegetation species, as well as healthy soil management. 8. Collaborate with fire agencies, including Marin County Open Space District, Marin Municipal Water District, and private property owners, to manage fire-prone trees and invasive species in the open space for forest health, water cycling, soil organic matter, and reduction of fuel load. 9. Require new development, redevelopment, and infrastructure projects to implement best management practices as feasible, including low-impact development techniques, the minimal use of non-pervious surfaces in landscape design, and the integration of natural features into the project design, to naturally filter and biodegrade contaminants and to minimize surface runoff into drainage systems and creeks. S-C2: Carbon Sequestration Increase carbon sequestration in developed landscapes and open/natural areas. 1. Encourage and support composting to develop healthy, carbon-rich soils. 2. Manage parks and open spaces to steadily increase carbon in vegetation and soil. 3. Manage trees and invasive species in the open space for forest health, water cycling, and organic soil matter, as well as reduction of fuel load. 4. Work with the County to explore opportunities for carbon drawdown in aquatic environments, such as tidal wetlands, gullies, and bay. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 39 S-C3: Carbon Offsets Reduce the impact of greenhouse gas emissions through the purchase of high quality, well-vetted and verifiable carbon offsets. 1. Identify and partner with local non-profit organizations and/or businesses that actively sequester carbon in their activities (e.g., climate-smart habitat restoration or regenerative agriculture like the Marin Carbon Project) to promote a carbon offset program. 2. Encourage community members to purchase high quality carbon offsets that have been vetted and can be verified by credible authorities or organizations to reduce their carbon footprint through engagement campaigns. 3. Consider partnering with a local non-profit organization to promote an effective and reliable carbon offset program. 4. Focus on offsetting emissions that are difficult to mitigate otherwise, such as airplane travel. S-C4: Building Materials Decrease GHG emissions associated with building materials and increase the use of building materials with the highest potential for carbon storage. 1. Encourage use of sustainable, climate-friendly building materials that store more carbon dioxide than is released in their production, through agency partnerships and engagement campaigns. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 40 COMMUNITY ENGAGEMENT The Climate Action Plan contains actions that the Town will undertake to reduce community emissions. While the Town can compel some action by adopting ordinances and building regulations, much of the success of the plan will depend on informing community members and encouraging them to take action on their own. The vast majority of Tiburon’s GHG emissions come from the community’s activity, and our residents, businesses, workers, and visitors will have to do their part to ensure we meet our reduction targets and conserve the ecosystem services that sustain life. This section details the ways in which the Town will seek public engagement and work with local businesses and community groups to achieve the emissions reductions identified for actions in other sections of the plan. The Town has been partnering with Resilient Neighborhoods to educate and empower residents to reduce their carbon footprints. The program consists of a free 5-session covers a range of action including consumption, support of local business, diet, water, waste, home energy, transportation including air travel, and being prepared to adapt to a changing climate. To start, participants calculate their household carbon footprint and then take actions to reduce their GHG emissions by at least 5,000 pounds or 25% while also earning Resilience Points for actions like being prepared for wildfires. Nearly 1,500 Marin County residents have participated in the program as of 2020. TABLE 13: COMMUNITY ENGAGEMENT STRATEGIES ID Strategy CE-C1 Community Education CE-C2 Community Outreach CE-C3 Advocacy CE-C4 Green Businesses CE-C5 Innovation and Economic Development COMMUNITY ENGAGEMENT ACTIONS CE-C1: Community Education Work with community-based organizations, such as Resilient Neighborhoods, to educate and motivate community members to start or continue to reduce GHG emissions in their homes, businesses, transportation mode choices, and other activities, and increase community resilience through community-building activities. What You Can Do •Sign up for Resilient Neighborhoods and join a Climate Action Team. •Calculate and commit to reducing your carbon footprint by taking the actions identified in this Plan. •Get your business certified as a Green Business with the Marin Green Business Program. Chapter 3: Strategies to Reduce Greenhouse Gas Emissions | 41 CE-C2: Community Outreach Implement a communitywide public outreach and behavior change campaign to engage residents, businesses, and consumers around the impacts of climate change and the ways individuals and organizations can reduce their GHG emissions and create a more sustainable, resilient, and healthier community. Emphasize and encourage citizens' involvement in reaching the community's climate goals, including innovative means of tracking milestones and comparing Tiburon's performance with other communities and with state, national, and global benchmarks. 1. Conduct outreach to a wide variety of neighborhood, business, educational, faith, service, and social organizations. 2. Inform the public about the benefits of installing energy and water efficient appliances and fixtures, electrifying homes and commercial buildings, installing solar energy systems, and purchasing 100% renewable electricity. 3. Inform the public about the benefits of using carbon-free and low-carbon transportation modes, such as driving electric vehicles, walking, bicycling, taking public transportation, and ridesharing. 4. Partner with MCE, PG&E, MMWD, Mill Valley Refuse, Transportation Authority of Marin, Marin Transit, Golden Gate Transit, and other entities to promote available financing, audits, rebates, incentives, and services to the Tiburon community. 5. Utilize the Town's website, newsletter, recognition programs, and other forms of public outreach. 6. Participate in countywide outreach and education efforts, such as Drawdown Marin. CE-C3: Advocacy Advocate at the regional, state and federal levels for policies and actions that support the rapid transition to GHG- free energy sources, electrification of buildings and the transportation fleet, and other impactful measures to sharply reduce greenhouse gas emissions. CE-C4: Green Businesses Encourage local businesses to participate in the Marin County Green Business Program. CE-C5: Innovation and Economic Development Participate in local economic development and innovation working groups to explore public-private partnerships and to develop ways to decarbonize the local economy while spurring sustainable enterprise and equitable employment. Chapter 4: Implementation and Monitoring | 42 CHAPTER 4: IMPLEMENTATION AND MONITORING Plans are only effective if they are implemented and results are carefully evaluated. The Town will prepare and report to the public an annual assessment of the progress it is making on implementing the actions contained in this Climate Action Plan and continue to quantify community and government operations GHG emissions to determine if we are on track to meet our reduction targets. TABLE 14: IMPLEMENTATION AND MONITORING STRATEGIES ID Strategy IM-C1 Annual Monitoring IM-C2 Update GHG Emissions Inventories IM-C3 Funding Sources IM-C4 Update the Climate Action Plan IM-C5 Project Compliance Checklist IM-1: Annual Monitoring Monitor and report on the Town’s progress annually. Create an annual priorities list for implementation using the Implementation Table in Appendix B. IM-2: Update GHG Emissions Inventory Update the GHG emissions inventory for community emissions annually. IM-3: Funding Sources Identify funding sources for recommended actions and pursue local, regional, state, and federal grants as appropriate. Investigate creation of a local carbon fund or other permanent source of revenue to implement the Climate Action Plan. IM-4: Update the Climate Action Plan Update the Climate Action Plan regularly to incorporate new long-term reduction targets and strategies to meet those targets. IM-C5: Project Compliance Checklist Develop a project compliance checklist to used when reviewing development proposals, use permit applications, and building permits to ensure compliance with Climate Action Plan measures. List of Abbreviations | 43 LIST OF ABBREVIATIONS AB Assembly Bill ABAG Association of Bay Area Governments BAAQMD Bay Area Air Quality Management District BAU business-as-usual BCDC San Francisco Bay Conservation and Development Commission CALGreen California Green Building Standards CAP Climate Action Plan CARB California Air Resources Board CEC California Energy Commission CEQA California Environmental Quality Act CO2 carbon dioxide CO2e carbon dioxide equivalent EIR environmental impact report EO Executive Order EV electric vehicle GHG greenhouse gas kW kilowatt kWh kilowatt hour IPCC International Panel on Climate Change LED Light-emitting diode MCE MCE Clean Energy MMWD Marin Municipal Water District MMTCO2e Million metric tons of carbon dioxide equivalent MTC Metropolitan Transportation Commission MTCO2e metric tons of carbon dioxide equivalent PG&E Pacific Gas and Electric RCP representative concentration pathway RPS Renewables Portfolio Standard SB Senate Bill TDM transportation demand management VMT vehicle miles traveled ZEV zero emission vehicle Works and Sources Cited | 44 WORKS AND SOURCES CITED Association of Bay Area Governments and Metropolitan Transportation Commission. (April 2013.) Draft Plan Bay Area Draft Environmental Impact Report. Association of Bay Area Governments and Metropolitan Transportation Commission. (2018.) Plan Bay Area Projections 2040. Retrieved from http://projections.planbayarea.org/. Bedsworth, Louise, Dan Cayan, Guido Franco, Leah Fisher and Sonya Ziaja. (California Governor’s Office of Planning and Research, Scripps Institution of Oceanography, California Energy Commission and California Public Utilities Commission). Statewide Summary Report. California’s Fourth Climate Change Assessment. (2018). Publication number: SUMCCCA4-2018-013. https://www.energy.ca.gov/sites/default/files/2019-11/Statewide_Reports-SUM- CCCA4-2018-013_Statewide_Summary_Report_ADA.pdf. C40 Cities. Consumption-Based GHG Emissions of the C40 Cities. Retrieved from https://www.c40.org/researches/consumption-based-emissions California Air Resources Board. (2017). California’s 2017 Climate Change Scoping Plan. Retrieved from https://www.arb.ca.gov/cc/scopingplan/scoping_plan_2017.pdf. California Department of Finance. Report E-5 Population and Housing Estimates for Cities, Counties and the State, January 1, 2011-2020, with 2010 Benchmark. California Department of Finance. (2019). Report P-1 Total Estimated and Projected Population for California and Counties: July 1, 2010 to July 1, 2060 in 1-year increments. http://www.dof.ca.gov/Forecasting/Demographics/Projections/ California Department of Forestry and Fire Protection. “Stats and Events.” https://www.fire.ca.gov/stats-events/. CARI 2016. California Aquatic Resources Inventory v0.2. San Francisco Estuary Institute. https://www.sfei.org/cari CDFA COMET-Planner 2020. Carbon and greenhouse gas evaluation for NRCS conservation practice planning. USDA NRCS, Colorado State University, California Air Resources Board, and California Department of Food and Agriculture. http://comet-planner-cdfahsp.com/ Census Transportation Planning Products. http://data5.ctpp.transportation.org/ctpp1216/Browse/browsetables.aspx COMET-Farm 2020. Whole farm and ranch carbon and greenhouse gas accounting system. USDA NRCS and Colorado State University. https://comet-farm.com/ Cool Climate Network. Consumption-Based Greenhouse Gas Inventories. Retrieved from https://coolclimate.org/inventory. . Works and Sources Cited | 45 ICLEI-Local Governments for Sustainability USA. (July 2019). U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions. Version 1.2. Intergovernmental Panel on Climate Change. (2014). Fifth Assessment Report. Jones, Christopher and Daniel Kammen. (December 15, 2015). A Consumption-Based Greenhouse Gas Inventory of San Francisco Bay Area Neighborhoods, Cities and Counties: Prioritizing Climate Action for Different Locations National Aeronautics and Space Administration. (January 15, 2020). “NASA, NOAA Analyses Reveal 2019 Second Warmest Year on Record.” Retrieved from https://www.giss.nasa.gov/research/news/20200115/. PolicyLink. “The Equity Manifesto.” Retrieved from https://www.policylink.org/resources-tools/equity- manifesto#:~:text=Equity%20Is...,%C2%A9%202020%20PolicyLink.U.S. Census Bureau. https://data.census.gov/cedsci/ U.S. Census Bureau. https://data.census.gov/cedsci/ U.S Environmental Protection Agency. (2020). Inventory of U.S. Greenhouse Gas Emissions and Sinks. EPA 430-R- 20-002. USGS 2005. California Geological Survey. United States Geological Survey. http://pubs.usgs.gov/of/2005/1305 Appendix A: GHG Reduction Calculations, A-1 APPENDIX A: GHG REDUCTION CALCULATIONS GHG EMISSIONS REDUCTION SUMMARY Town of Tiburon Climate Action Plan Measure 2030 GHG Emissions Reductions (MTCO2e/yr) Local Actions LCT-C1 Zero Emission Vehicles -5,663 LCT-C2 Bicycling and Micromobility -71 LCT-C3 Walking -13 LCT-C4 Safe Routes to School -48 LCT-C5 Public Transit -68 LCT-C6 Employee Trip Reduction -11 LCT-C9 Zero Emission Landscape Equipment -55 LCT-M1 Zero Emission Town Vehicles -43 LCT-M2 Low Carbon Fuels -10 LCT-M3 Town Employee Commute -6 LCT-M4 Municipal Zero Emission Landscape Equipment and SORE -9 EE-C1 Energy Efficiency Programs -2,130 EE-C2 Energy Audits -42 EE-M1 Public Lighting n/a EE-M2 Energy Efficiency Audit and Retrofits -2 EE-M3 Energy Conservation -1 RE-C1 Renewable Energy Generation and Storage -195 RE-C2 GHG-Free Electricity -949 RE-C3 Building and Appliance Electrification -1,534 WR-C1 Commercial Organic Waste -149 WR-C2 Residential Organic Waste -494 WR-C3 C&D and Self-Haul Waste -52 WR-C4 Mandatory Waste Diversion -545 WR-C5 Waste Processing Infrastructure -519 WR-M1 Waste from Town Operations -24 WC-C1 Community Water Use -1 TOTAL - LOCAL ACTIONS -12,636 Appendix A: GHG Reduction Calculations, A-2 State Actions RPS -37 TITLE 24 -37 Light and Heavy Duty Fleet Regulations -3,860 TOTAL - STATE ACTIONS -3,934 Projected Emissions Projected BAU Community GHG Emissions 45,473 Emissions Reduction from Local and State Actions -16,570 Projected Community Emissions with Local and State Actions Implemented 28,903 Reduction from 2005 Baseline Emissions 2005 Community GHG Emissions 60,101 Community Emissions with Local and State Actions Implemented 28,903 % Reduction from 2005 Emissions 52% GHG Target to Meet State Goals 30,652 Estimated 1990 GHG Emissions 51,086 % Below 1990 Levels 43% Emissions per Service Population 2.37 Appendix A: GHG Reduction Calculations, A-3 ZERO EMISSION VEHICLES LCT-C1 Reductions (MTCO2e) -5,663 2030 Targets 35% of passenger vehicles in Marin are ZEVs in 2030 (approximately 69,700 ZEVs). 21% annual growth rate of registered ZEVs in Marin. Methodology and Assumptions Marin has approximately 1.5% of all ZEVs in California (DMV, 1-1-19) and 197,609 automobiles registered in the County (DMV, 2019). CARB's proposed strategy is to put 4.2 million ZEVs on the road by 2030, which is approximately 14% of light duty vehicles in California in 2030. In January 2018, Governor Brown issued Executive Order B-48-18 which set a new goal of having a total of 5 million ZEVs in California in 2030. In September 2020, Governor Gavin Newsom issued Executive Order N-79-20 which sets a goal for 100 percent of in-state sales of new passenger cars and light trucks to be zero-emission by 2035. In January 2019, DMV reports there were 4,309 battery EVs, 2,747 plug-in hybrid EVs, and 60 fuel cell vehicles, for a total of 7,116 ZEVs in Marin County. We assume a similar penetration rate in the unincorporated areas. We also conservatively assume the same percentage of EVs in 2030: 61% battery EVs and 39% plug-in hybrids. 74% of the distance PHEVs drive is electric (Smart et al, 2014). EV kWh/mile is 0.32 (US Dept of Energy). Assuming the same share of ZEV ownership in 2030 as in 2019 (1.5%) means there would be approximately 75,000 ZEVs registered in Marin by 2030, or approximately 37% of existing automobile registrations. We are targeting approximately 69,700 ZEVs in Marin in 2030, or 35% of ZEVs registered in Marin. This would require an average annual growth rate of 21%. The number of ZEVs grew 33% in Marin between 2018 and 2019, 22% between 2019 and 2020, and 14% between 2020 and 2021, for a average annual growth rate of 23%. This data suggests that an annual growth rate of 21% is feasible, especially as the number of models expands and battery technology and charging improve and supply chain bottlenecks are resolved. Passenger VMT is adjusted to reflect the fact that approximately 35% of countywide commute VMT originates from workers who live outside Marin County (TAM). Measure does not apply to VMT generated by San Rafael workers and visitors who do not live in Marin. Appendix A: GHG Reduction Calculations, A-4 Sources California Air Resources Board, 2017 Scoping Plan. Smart, J., Bradley, T., and Salisbury, S., "Actual Versus Estimated Utility Factor of a Large Set of Privately Owned Chevrolet Volts," SAE Int. J. Alt. Power. 3(1):2014, doi:10.4271/2014-01-1803. U.S, Department of Energy, Alternative Fuels Data Center, https://www.afdc.energy.gov/vehicles/electric_emissions_sources.html. Sales weighted average of 2016 model year vehicles with sales in 2015: 2015 sales from "U.S. Plug-in Electric Vehicle Sales by Model" (https://www.afdc.energy.gov/data/vehicles.html); MPGs from 2016 Fuel Economy Guide (https://www.fueleconomy.gov/feg/) The International Council on Clean Transportation, "California's continued electric vehicle market development," May 2018, https://www.theicct.org/sites/default/files/publications/CA-cityEV-Briefing- 20180507.pdf. US Department of Energy, "National Plug-In Electric Vehicle Infrastructure Analysis," September 2017. https://www.nrel.gov/docs/fy17osti/69031.pdf Bay Area Air Quality Management District, Vehicle Miles Dataportal, http://capvmt.us- west-2.elasticbeanstalk.com/, accessed 3/21/19. California Department of Transportation, "California County-Level Economic Forecast 2018-2050," September 2018. California Department of Motor Vehicles, Estimated Vehicles Registered by County for the Period January 1 through December 31, 2018" and "Fuel Type by County as of 1/1/2019." Personal communication with Derek McGill, Planning Manager, Transportation Authority of Marin, dmcgill@tam.ca.gov, August 22, 2018. Calculation 2030 Number of registered Marin ZEVs in January 2019 7,116 Projected number of registered passenger vehicles in Marin 199,141 Percent of Marin ZEVs in target year 35% Number of Marin ZEVs in target year 69,700 Increase in ZEVs 62,584 Additional ZEVs as a percent of Marin vehicles 31.4% Tiburon passenger VMT 63,696,150 miles VMT from non-Marin workers and visitors 9,495,818 miles Tiburon passenger VMT from Marin-based vehicles 54,200,332 miles VMT from additional ZEVs 17,033,622 miles VMT driven with electricity 15,660,712 miles Emissions without EV program 6,280 MTCO2e Tailpipe emissions reduction with EV program 5,774 MTCO2e Electricity used by ZEVs 5,011,428 kWh Electricity emissions from ZEVs 111 MTCO2e Emissions reductions 5,663 MTCO2e Appendix A: GHG Reduction Calculations, A-5 Reductions (MTCO2e) -71 2030 Targets Methodology and Assumptions Sources 56,390,160 VMT 1.6 miles 0.4 206,428 VMT Emissions reductions 71.4 MTCO2e California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August, 2010. Calculation Studies cited by CAPCOA show each additional mile of bike lanes per square mile increases the share of workers commuting by bicycle by 1% (CAPCOA SDT-5). We have applied this to the following population segments: • Live in/work in area • Live in/work out of area • Live in area/non-worker • Live out of area/work in area The Town's Bicycle and Pedestrian Master Plan identifies 1.61 miles of proposed Class II bike facilities and 0.03 miles of proposed Class IV facilities. Tiburon Bicycle and Pedestrian Master Plan, July 20, 2016. 2030 VMT generated by targeted population segments Reduction in local VMT Bay Area Air Quality Management District Vehicle Miles Traveled Dataportal, http://capvmt.us-west-2.elasticbeanstalk.com/data. New bike facilities/sq. mile Additional Class II/IV facilities BICYCLING AND MICROMOBILITY LCT-C2 0.03 miles of Class IV bike paths and 1.61 miles of Class II bike lanes constructed between by 2030. Appendix A: GHG Reduction Calculations, A-6 Reductions (MTCO2e) -13 2030 Targets Methodology and Assumptions Sources 1,868,174 VMT 2.0% 37,363 VMT GHG emissions reductions 13 MTCO2e Studies cited by CAPCOA show pedestrian network improvements can reduce VMT 1-2% (CAPCOA SDT-1). We apply this to passenger vehicle trips that start and end Tiburon and assume a 2% for 2030. WALKING LCT-C3 2% reduction in VMT for vehicle trips that start and end in Tiburon by 2030 Annual decrease in VMT California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August, 2010. Calculation 2030 Bay Area Air Quality Management District Vehicle Miles Traveled Data Portal, http://capvmt.us-west-2.elasticbeanstalk.com/data % decrease in VMT due to pedestrian improvements Passenger vehicle trips starting and ending in Tiburon Appendix A: GHG Reduction Calculations, A-7 SAFE ROUTES TO SCHOOL LCT-C4 Reductions (MTCO2e) 0 2020 -48 2030 Targets Reduce school trips in family vehicle by 29%, from an average of 50% to 35%. Methodology and Assumptions To demonstrate the benefits of providing Safe Routes to Schools, the Marin County Bicycle Coalition recruited nine pilot schools in four different geographic locations. Initial surveys reported that 62% of the students were arriving by car, with only 14% walking, 7% biking to school, 11% carpool, and 6% arriving by bus. Every school in the pilot program held periodic Walk and Bike to School Days and participated in the Frequent Rider Miles contest, which rewarded children who came to school walking, biking, by carpool or bus. At the end of the pilot program, the participating schools experienced a 57% increase in the number of children walking and biking and a 29% decrease in the number of children arriving alone in a car. We assume a school-aged population of 1,460 in 2030 (Plan Bay Area). We assume 77% are elementary or middle school with an average trip length of 1.7 mile, and 23% are high school (9-12) with an average trip length of 2.3 miles, 180 school days, and an existing share of school trips completed in a family vehicle of 50% according to Safe Routes to School surveys taken at participating schools serving Tiburon in 2018. Sources US Census Bureau, American Community Survey 5-Year Estimates 2012-2016, Table B14001. Safe Routes to School Marin County, http://www.saferoutestoschools.org/sr2s_ross_valley.html Safe Routes to School Marin County, http://www.saferoutestoschools.org/history.html#success Calculation 2030 School population miles travelled 966,053 miles Percent of miles driven in a family vehicle 50% Potential percent decrease in students driving to school 29 % VMT avoided 140,078 VMT Emissions reductions 48 MTCO2e Appendix A: GHG Reduction Calculations, A-8 Reductions (MTCO2e) -68 2030 Targets Methodology and Assumptions Sources 105,196 miles 137 MTCO2e 67% 33% 69 MTCO2e 68 MTCO2e Transit miles, BAU 33% of Marin Transit and Golden Gate Transit buses will use be electric and 66% will use renewable diesel by 2030. PUBLIC TRANSIT LCT-C5 2030 Personal communication with Anna Penoyar, Senior Capital Analyst, Marin Transit, Oct. 22, 2019. Calculation Marin Transit reports 3,674,440 revenue miles in FY 18/19 and 31.7% of those miles within unincorporated areas. Golden Gate Transit reports 3,467,056 revenue miles in FY 18/19 and 17.5% of those miles in unincorporated areas. Marin Transit's Draft Fixed Route Vehicle Replacement Plan indicates 3% of its fleet will be comprised of zero emission buses in 2020 and 33% of its fleet will be zero emission by 2030. In 2019, 72% of its buses were using renewable diesel and 3% of the fixed route buses were zero emission. Marin Transit and Golden Gate Transit have been using renewable diesel since 2016. We assume 33% will be driven by electric buses utilizing MCE electricity by 2030. Marin Transit Board of Directors Staff Report, April 1, 2019 CARB adopted the Innovative Clean Transit (ICT) Rule in December 2018. This rule outlines a transition of California transit agencies to a zero emission fleet by 2040. 100% of transit agencies' bus purchases must be zero emission beginning in 2029. Marin Transit's Draft Fixed Route Vehicle Replacement Plan (2019) identifies purchases that will achieve the ICT zero emission fleet mandate in 2040. As of October 2019, Golden Gate Transit had not yet developed a transition plan. Personal communication with Keith Nunn, Director of Maintenance, Golden Gate Transit, Oct. 22, 2019. Emissions, BAU Electric bus VMT GHG emissions reductions Renewable diesel VMT Emissions Appendix A: GHG Reduction Calculations, A-9 EMPLOYEE TRIP REDUCTION LCT-C6 Reductions (MTCO2e) -11 2030 Targets 100% of covered employers provide and employee trip reduction program. Methodology and Assumptions CAPCOA TRT-1 indicates VMT reduction of 5.4% for suburban center location. Employer programs include carpooling, ride matching, preferential carpool parking, flexible work schedules for carpools, a half-time transportation coordinator, vanpool assistance, bicycle parking, showers, and locker facilities. This measure assumes voluntary employee participation. BAAQMD Transportation Fund for Clean Air guidance indicates a reduction of 0.2% of commute VMT for Guaranteed Ride Home Programs. MTC identifies 20 businesses with 50 or more employees in Tiburon and "Belvedere Tiburon." We assume 100% of these employers participate in the program by 2030. We assume 240 workdays per year. Sources California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August 2010. BAAQMD Transportation Fund for Clean Air Guidance FYE 2018. Calculation 2030 Number of employees working in companies with 50 or more employees 164 Number of employees targeted for program 164 Average daily VMT for Tiburon worker 14.3 Estimated annual VMT 560,758 VMT reduction 5.6% Annual decrease in VMT 31,402 GHG emissions reductions 11 Appendix A: GHG Reduction Calculations, A-10 ELECTRIC LANDSCAPE EQUIPMENT LCT-C9 Reductions (MTCO2e) -55 2030 Targets 50% reduction in fuel used in portable landscape equipment by 2030 due to switching to electric equipment. Methodology and Assumptions CARB is currently considering regulating small off-road engines (SORE) that will reduce smog-pollutant emissions from mobile sources by 80% in 2031 through a combination of regulatory and incentive approaches. SORE are spark-ignition engines rated at or below 19 kilowatts. Engines in this category are primarily used for lawn, garden, and other outdoor power equipment. CARB's goal is to require all new sales to be zero emissions equipment by 2028. For this action, portable landscape equipment includes lawn mowers, leaf blowers/vacuums, trimmers/edgers/brush cutters. This equipment consumed 332,153 gallons of gasoline in 2018 (OFFROAD2007). Similar to the off-road emissions inventory, we assume 3.6% of emissions are attributable to Tiburon based on its share of countywide households in 2018. Tiburon Municipal Code Ch. 30 prohibits gas- powered leaf blowers and trimmers in residential areas. We assume a 50% reduction in 2030 due to the Town's expanded action to ban all gasoline portable landscape equipment in residential and commercial areas by 2030. Sources OFFROAD2007 Calculation 2030 Portable landscape equipment gasoline consumption, BAU 12,533 gallons Emissions from potable landscape equipment, BAU 111 gallons Reduction target 50% Emissions reductions 55 MTCO2e Appendix A: GHG Reduction Calculations, A-11 Reductions (MTCO2e) -43 2030 Targets Methodology and Assumptions Sources Gasoline consumption, 2016 9,741 gallons 86 MTCO2e 50 % 43 MTCO2e Town of Tiburon 2016 Greenhouse Gas Inventory Calculation Emissions reductions As vehicles are replaced, there will be opportunities to purchase/lease electric vehicles or improve vehicle fuel efficiency with similar models. We assume the Town will continue to purchase 100% renewable electricity, and therefore there are no emissions attributed to EV use. ZERO EMISSION TOWN VEHICLES LCT-M1 All light-duty vehicles in Town's fleet are zero emissions by 2030. Town vehicle fleet tailpipe emissions 2030 Fuel efficiency improvement for fleet Appendix A: GHG Reduction Calculations, A-12 Reductions (MTCO2e) -10 2030 Targets 100% of diesel use is replaced with renewable diesel by 2030. Methodology and Assumptions Sources 1,694 gallons 100% 17 MTCO2e 7 MTCO2e 10 MTCO2e Diesel use, BAU Renewable diesel percentage Emissions reductions Emissions from diesel fuel Emissions from renewable diesel fuel Town of Tiburon 2016 Greenhouse Gas Emissions Inventory http://www.nexgenfuel.com/fleets-commercial-use/ Calculation 2030 Emission factor for renewable diesel derived from data from Nexgen Fuel. LOW CARBON FUELS LCT-M2 Appendix A: GHG Reduction Calculations, A-13 Reductions (MTCO2e) -6 2030 Targets Methodology and Assumptions Sources 291,299 VMT 5.6% 16,313 VMT 6 MTCO2e California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August, 2010. BAAQMD Transportation Fund for Clean Air Guidance FYE 2018. CAPCOA Measure TRT-1. VMT reduction is 5.4% for a suburban center location. VMT avoided Emissions reduction Calculation 2030 Employee commute VMT, BAU Reduction in VMT TOWN EMPLOYEE COMMUTE LCT-M3 BAAQMD Transportation Fund for Clean Air guidance indicates a reduction of 0.2% of commute VMT for Guaranteed Ride Home Programs. 5.6% reduction in employee commute VMT by 2030. Appendix A: GHG Reduction Calculations, A-14 MUNICIPAL ZERO EMISSION LANDSCAPE EQUIPMENT AND SMALL OFF-ROAD ENGINES LCT-M4 Reductions (MTCO2e) -9 2030 Target 100% of landscape equipment and small off-road engines are replaced with zero emissions equipment by 2030. Methodolog y and Assumptions CARB is currently considering regulating small off-road engines (SORE) that will reduce smog- pollutant emissions from mobile sources by 80% in 2031 through a combination of regulatory and incentive approaches. SORE are spark-ignition engines rated at or below 25 horsepower or 19 kilowatts. Engines in this category are primarily used for lawn, garden, and other outdoor power equipment including generators, power washers, and utility carts. Construction and agricultural equipment are regulated by the federal government and not subject to CARB regulation. CARB's goal is to require all new sales of regulated equipment to be zero emissions equipment by 2028. Town equipment that would be subject to SORE zero emissions regulations would include blowers, mowers, hedge trimmers, brush cutters and clearing saws (under 40 cc), chain saws (under 45 cc), pressure washers, and generators. We target 100% to be replaced with zero emissions equipment by 2030. Sources CARB Small Engine Fact Sheet, https://ww3.arb.ca.gov/msprog/offroad/sore/sm_en_fs.pdf?_ga=2.15457782.1959742507.1 598026042-1995196326.1515467224 CARB List to Determine Preempt Off-Road Applications, https://ww3.arb.ca.gov/msprog/offroad/preempt.htm Town of Tiburon Calculation 2030 Number of small off-road engines replaced with zero emissions equipment 30 Estimate annual gasoline used for small landscape equipment 1,050 gallons Emissions reduced 9 MTCO2e Appendix A: GHG Reduction Calculations, A-15 Reductions (MTCO2e) -2,130 2030 Targets Methodology and Assumptions Sources 39,426,978 kWh 4,731,237 kWh 2,828,104 therms 339,372 therms 2,130 MTCO2e Marin Clean Energy Revised Community Choice Aggregation Implementation Plan and Statement of Intent, July 18, 2014. Calculation Electricity savings less State actions Natural gas savings GHG emissions reductions Energy Efficiency Resource Standards: Experience and Recommendations, Steve Nadel, March 2006 ACEEE Report E063 (pages 28-30). Residential and commercial electricity use, 2018 Residential and commercial natural gas use, 2018 Electricity consumption declined an average of 1.5% per year in Tiburon between 2005 and 2018. Natural gas consumption declined an average of 1.0% per year between 2005 and 2018. 2030 National Action Plan for Energy Efficiency, July 2006, Section 6: Energy Efficiency Program Best Practices (pages 5-6). ENERGY EFFICIENCY PROGRAMS EE-C1 We are forecasting an annual electricity savings of 1% and an annual natural gas savings of 1% based on the following: Electricity and natural gas consumption is reduced an average of 1% per year between 2018 and 2030. The National Action Plan for Energy Efficiency states among its key findings "consistently funded, well-designed programs are cutting annual savings for a given program year of 0.15 to 1 percent of energy sales." The American Council for an Energy-Efficiency Economy (ACEE) reports for states already operating substantial energy efficiency programs, energy efficiency goals of one percent, as a percentage of energy sales, is a reasonable level to target. MCE Clean Energy's Implementation Plan states "MCE's goal is to increase annual savings through energy efficiency programs to two percent (combined MCE and PG&E programs) of annualized electric sales…by the end of 2018." Appendix A: GHG Reduction Calculations, A-16 Reductions (MTCO2e) -42 2030 Targets Methodology and Assumptions Sources 7,530 kWh Average household natural gas use 2018 648 therms Average number of housing units sold annually 135 units Number of housing units provided energy audits 676 units Percent of participating housing units 5% Number of housing units implementing energy efficiency projects 34 units Electricity reduction 31% Natural gas reduction 31% Annual electricity savings 78,951 kWh Natural gas savings 6,799 therms Electricity emissions reduction 5 MTCO2e Natural gas emissions reduction 36 MTCO2e 42 MTCO2e 2030 Total GHG emissions reduction Average household electricity use 2018 Marin County Energy Watch Partnership, Dana Armanino, Sustainability Planner, County of Marin, darmanino@marincounty.org Calculation 135 housing units sold annually, based on 2005-2018 average (Marin County Assessor). Marin County Assessor, http://www.marincounty.org/depts/ar/divisions/assessor/sales City of Berkeley, "Building Energy Savings Ordinance (BESO) Findings through Nov. 2016," December 7, 2016, https://www.cityofberkeley.info/uploadedFiles/Planning_and_Development/Lev el_3_- _Energy_and_Sustainable_Development/Energy%20Commission%20Presentatio n%20Berkeley.pdf Assumes program will be implemented in 2025 and program will require audits at time of sale but energy efficiency projects will be voluntary. Assumes 5% of audited housing units will implement energy efficiency upgrades based on findings from the City of Berkeley's Building Energy Saving Ordinance. Assume 31% Btu energy use reduction based on demonstrated Energy Upgrade California projects completed in Marin County between June 2010 and May 2012. ENERGY AUDITS EE-C2 34 housing units implement energy efficiency projects between 2025 and 2030 due to ordinance requiring energy audits at time of sale. Appendix A: GHG Reduction Calculations, A-17 Reductions (MTCO2e) 0 2030 Targets Methodology and Assumptions Sources 122,122 kWh 58,061 kWh 0.0 MTCO2eGHG emissions reduction Electricity use, 2018 Electricity savings EE-M1 PUBLIC LIGHTING Calculation The Town had converted 9 of its 277 streetlights by 2018. The action assumes the Town will convert the remaining fixtures by 2030. Since the Town was purchasing 100% renewable energy in 2018 for all of its facilities, there are no additional GHG reductions for this action. Town of Tiburon Public Works Department Complete conversion of remaining streetlights to LED by 2030. Appendix A: GHG Reduction Calculations, A-18 Reductions (MTCO2e) -2 2030 Targets Sources Annual Electricity Savings (kWh) Annual Natural Gas Savings (therms) 1,939 Lighting - Police Station 68 Lighting - Corporate Yard 5,247 2,216 450 14,717 1,402 624 -20 26,213 430 0 2 2) Install energy-efficiency lighting at Police Station 3) Install energy-efficiency lighting at Corporate Yard 4) Replace split gas heat condensers in Police Station 5) Replace heat pumps in Police Station Split gas heat condensers - Police Station 6) Install window film or shade screens in Town Hall 6) Install vending machine controller The Town purchased 100% renewable energy in 2018 for all of its facilities and commits to continue doing so in CAP Action RE-M1. As a result, there are no additional GHG reductions for projects that reduce electricity use. Total savings Since 2010, the Town has replaced some of the lighting in Town owned buildings with LEDs and energy efficient lighting. Therefore, some of the potential annual electricity savings identified in the Marin Energy Management report and identified in the table below has already been achieved. Project Emissions reductions (MTCO2e) Heat pumps - Police Station Marin Energy Management report for the Town of Tiburon, December 9, 2010. Calculation Lighting - Town Hall Window film or shade screens - Town Hall Vending machine controller ENERGY EFFICIENCY AUDIT AND RETROFITS EE-M2 Projects to be completed are as follows:Methodology and Assumptions 1) Install energy-efficient lighting at Town Hall. Complete all projects by 2030. Appendix A: GHG Reduction Calculations, A-19 Reductions (MTCO2e) -1 2030 Targets Methodology and Assumptions Sources 224,397 kWh 0 MTCO2e 2,149 therms 11 MTCO2e 5% 11,220 kWh GHG emissions reductions 1 MTCO2e Electricity consumption in municipal buildings, 2018 Electricity use in municipal buildings Natural gas use in municipal buildings Percent reduction in energy use Reduction in electricity consumption Natural gas consumption in municipal buildings, 2018 Tiburon 2016 GHG Inventory Calculation ENERGY CONSERVATION EE-M3 Energy management software is proven to reduce energy consumption by 10% through identifying inefficiencies within operations. A 5% reduction in energy use for miscellaneous behavioral changes by staff and mechanical operations, and upgrading to Energy Star equipment were assumed. Since the Town was purchasing 100% renewable energy in 2018 for all of its facilities, there are no additional GHG reductions for actions that reduce electricity use. Reduce energy use in municipal buildings by 5%. Appendix A: GHG Reduction Calculations, A-20 Reductions (MTCO2e) -195 2030 Targets Methodology and Assumptions Sources 163 KW DC 1,957 KW DC 1,450 kWh 2,837,094 kWh GHG emissions reductions 195 MTCO2e By 2018, approximately 2,566 KW of solar capacity had been installed in the Tiburon area (including unincorporated areas with a 94920 zip code) and 201 KW had been installed in 2018. Based on population estimates for the Town of Tiburon and the census tracts which comprise the 94920 zip code area, we estimate 81% of the solar energy systems are located within the Town limits. Project Sunroof, https://www.google.com/get/sunroof/data- explorer/place/ChIJ2cX8c6yXhYARECyyKE9Ek1Q/, accessed December 18, 2020. Calculation California Distributed Generation Statistics, "NEM Currently Interconnected Data Set," https://www.californiadgstats.ca.gov/downloads/, April 2020. 2030 Additional solar through 2030 kWh generated by 1 KW solar energy system Additional electricity produced by distributed PV Estimated solar capacity added 2019 within Town limits We assume new distributed solar capacity will be added at the same rate as in 2018 through 2030, or 163 KW DC each year. RENEWABLE ENERGY & STORAGE RE-C1 According to Project Sunroof, 92% of Tiburon buildings have roofs that are solar- viable. These 3,000 roofs have the capacity for 53 MW DC and could generate 73,300,000 kWh per year, which is more than the 39,400,000 kWh consumed in Tiburon in 2018. Project Sunroof estimates there are 329 existing solar installations in Tiburon. Solar energy installations continue to grow by an average of 163 KW DC each year through 2030. Appendix A: GHG Reduction Calculations, A-21 Reductions (MTCO2e) -949 2030 Targets Methodology and Assumptions Sources 40,843,325 kWh 7,629,949 kWh Net electricity use 33,213,377 kWh 25,572,714 kWh 3,835,907 kWh 1,426 MTCO2e 477 MTCO2e 949 MTCO2e The MCE Operational Integrated Resource Plan 2021-2030 states that MCE Light Green electricity is projected to be 95% GHG-free by 2022 and beyond. We have conservatively estimated a future GHG emission factor by assuming the remainder will be system power using the current emission factor set by CARB of 967.6 lbs CO2/MWh (eGrid 2019). MCE supplied 77% of the total electricity load in Tiburon in 2019, and 5.7% of that was Deep Green. The anlaysis assumes the Deep Green percentage will increase to 15% by 2030. Electricity emissions w/MCE BAU Electricity emissions w/MCE GHG-FREE ELECTRICITY RE-C2 MCE Operational Integrated Resource Plan 2021-2030 (October 5, 2020), p.21. https://www.mcecleanenergy.org/wp-content/uploads/2020/10/MCE-Operational- Integrated-Resource-Plan_2021.pdf MCE Light Green electricity is 95% GHG-free by 2022 and MCE continues to provide a Deep Green 100% GHG-free alternative. 15% of MCE load is Deep Green. Deep Green electricity (15% fo MCE load) GHG emission reductions Personal communication, Justin Kudo, MCE Manager of Account Services, jkudo@marinenergyauthority.org, July 14 and 15, 2016. 2030 Electricity use, BAU Electricity saved through State and local actions Projected MCE electricity use (77% of total) Calculation Appendix A: GHG Reduction Calculations, A-22 Reductions (MTCO2e) -41 Targets Methodology and Assumptions Sources 28 therms 163 therms 306 therms 71 kWh 1,382 kWh 1,213 kWh Number of units stoves and cooktops replaced 7 units Number of units water heaters replaced 10 units Number of furnaces and heating systems replaced 20 units Natural gas savings 7,946 therms Electricity consumption 38,577 kWh 41 MTCO2e 2030 Estimated annual natural gas use for stoves and cooktops GHG emissions reduction Estimated annual natural gas use for water heaters Estimated annual natural gas use for space heating Estimated annual electricity use for stoves and cooktops Estimated annual electricity use for water heaters Estimated annual electricity use for heat pump space heating 2009 California Residential Appliance Saturation Study, Volume 2, Page 23. http://www.energy.ca.gov/2010publications/CEC-200-2010-004/CEC-200-2010- 004-V2.PDF Calculation BUILDING AND APPLIANCE ELECTRIFICATION RE-C3.1 County of Marin, Marin County Building Decarbonization Pilot Program for BAAQMD Climate Protection Grant Application, May 8, 2018. 2030 Potential number of appliance replacements is based on a Marin County grant application for a Building Decarbonization Pilot Program, which proposes to provide cash rebates for natural gas appliance swap-outs. The pilot program application estimates the following number of replacements during the pilot program period: stoves and cooktops, 20; water heaters, 30; and furnaces and heating systems, 60. We assume 3.7% of the replacements will take place in Tiburon homes based on Tiburon's share of countywide households. We assume the program can grow at an annual rate of 25% with continued rebates and program implementation. 7 cooktops, 10 water heaters and 20 heating systems are replaced with electric versions by 2030 through a Building Decarbonization incentive program. Appendix A: GHG Reduction Calculations, A-23 Action Targets Reductions (MTCO2e) -976.9 Sources 4,049 units 28 therms 71 kWh 19% 163 therms 1,382 kWh 24% Estimated natural gas use for clothes dryer 22 therms Estimated electricity use for clothes dryer 648 kWh 12% 192,036 therms 1,803,304 kWh 977 MTCO2e Methodology and Assumptions We assume the ordinance applies to water heaters, stoves, cooktops, and clothes dryers in January 2025. We assume the high end of average life expectancies for these appliances. We further assume one-third of potential water heater replacements will be deemed infeasible due to interior location of the water heater. BUILDING AND APPLIANCE ELECTRIFICATION RE-C3.2 24% of residential water heaters, 19% of residential cooktops, and 12% of residential dryers are replaced with high efficiency electric appliances. 2030 Natural gas use eliminated Additional electricity use GHG emissions reductions Adopt an ordinance in 2024 that requires homeowners to replace natural gas appliances, such as water heaters, stoves, cooktops, clothes dryers, and heating systems with high-efficiency electric appliances at time of replacement where feasible. Estimated annual electricity use for induction stove or cooktop % stoves and cooktops replaced Estimated annual natural gas use for water heater Estimated annual electricity use for heat pump water heater % water heaters replaced % clothes dryers replaced 2009 California Residential Appliance Saturation Study, Volume 2, Table 2- 8 (PG&E for dryer), Table 2-24 (PG&E for dryer), and Table 2-26 (Forecast Zone 5 for water heater and range). http://www.energy.ca.gov/2010publications/CEC-200-2010-004/CEC-200- 2010-004-V2.PDF California Department of Finance, E-5 Population and Housing Estimates for 2010-2020 with 2010 Census Benchmark Calculation 2030 Number of housing units in Tiburon in 2020 Estimated annual natural gas use for stove or cooktop Appendix A: GHG Reduction Calculations, A-24 Action Reductions (MTCO2e) -515.7 Sources Methodology and Assumptions We assume adoption of an ordinance in that bans natural gas use in new residential buildings beginning in 2023 and new non-residential buildings in 2026. Replacing residential space heating systems in Climate Forecast Zone 5 that use natural gas with systems that use heat pumps and electricity reduces emissions by an average of approximately 89% (derived from CRASS, Tables 2-9 and 2-26). We assume the same emissions reduction for electrifying non-residential space heating systems. An estimated 88% of new homes use natural gas for ranges and ovens and 58% use natural gas for dryers (CRASS, Table 2-22). We assume the ordinance reduces these numbers 100%. We assume all new homes use natural gas for primary space heating and water heating (CRASS, Table 2-25). We assume the ordinance reduces these numbers by 100%. Electricity used to power these systems is regulated under Title 24, which requires solar energy to supply energy requirements. BUILDING AND APPLIANCE ELECTRIFICATION RE-C3.3 Prohibit the use of natural gas end uses in new residential buildings in the Town’s green building ordinance that aligns with the 2022 California Building Standards code update. Extend the same prohibition to new nonresidential buildings in the 2025 code cycle. 2030 Number of new housing units is based on Plan Bay Area 2040 population and household size estimates. CAPCOA Measure BE-1 used for estimating non-residential building electricity savings subject to Municipal Code Section 16-47.040. 2009 California Residential Appliance Saturation Study, Volume 2, Table 2-8 (PG&E for dryer and heat pump), Table 2-24 (PG&E for dryer), and Table 2-26 (Forecast Zone 5 for water heater and range). http://www.energy.ca.gov/2010publications/CEC-200-2010-004/CEC-200-2010- 004-V2.PDF California Energy Commission, California Commercial End-Use Survey (March 2006), https://ww2.energy.ca.gov/2006publications/CEC-400-2006-005/CEC- 400-2006-005.PDF California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August, 2010. Appendix A: GHG Reduction Calculations, A-25 Residential 21 units 306 therms 163 therms 95,676 therms 28 therms 22 therms 786 therms 71 kWh 648 kWh 9,652 kWh 512.4 MTCO2e Commercial 615 therms GHG emissions reductions 3.3 MTCO2e Total electricity used for electrified appliances Calculation 2030 New housing units, 2023-2030 Estimated natural gas use for space heating, per housing unit Estimated natural gas use for water heating, per housing unit Natural gas reduced beyond Title 24 requirements for heating systems Estimated annual natural gas use for cooktop and range Estimated natural gas use for clothes dryer Total natural gas reduced for appliances Estimated electricity use for cooktop and range Estimated electricity use for clothes dryer GHG emissions reductions 2030 Natural gas reduced beyond Title 24 requirements Appendix A: GHG Reduction Calculations, A-26 Reductions (MTCO2e) -149 2030 Targets Methodology and Assumptions Sources Personal communication with Kim Schiebly, Marin Sanitary Service, Kim.Scheibly@marinsanitary.com CalRecycle, 2014 Disposal-Facility-Based Characterization of Solid Waste in California: Significant Tables and Figures, https://www2.calrecycle.ca.gov/WasteCharacterization/PubExtracts/2014/SigTableFi g.pdf COMMERCIAL ORGANIC WASTE WR-C1 Passed in 2014, AB 1826 requires businesses to recycle their organic waste, depending on the amount of waste they generate per week. Organic waste means food waste, green waste, landscape and pruning waste, nonhazardous wood waste, and food-soiled paper waste that is mixed in with food waste. The law phases in mandatory recycling of commercial organics over time. In 2017, businesses that generate 4 cubic yards of organic waste per week must arrange for organic waste recycling services and divert all organic waste they produce. In 2019, the law extends to businesses that generate 4 cubic yards or more of commercial solid waste. The State law is intended to reduce statewide disposal of organic waste by 50% by 2020. If that target is not met, the law will be extended to cover businesses that generate 2 cubic yards or more of commercial solid waste. This measure makes the following assumptions: 29% of landfilled waste is generated by commercial uses (based on electricity consumption split in the community); 60% of commercial waste will be subject to AB 1826 by 2020; and 90% of commercial waste will be subject to AB 1826 by 2030. Based on current compliance rates, this measure assumes 30% of all businesses that meet the 2019 threshold will be compliant by 2020 and 30% of all business that meet the post-2020 threshold will be compliant by 2030. The Town can assist Zero Waste Marin (a.k.a., the Marin Hazardous and Solid Waste Joint Powers Authority) and Marin Sanitary Service by conducting outreach, maintaining a registry of all businesses (including self-haulers) to track compliance with AB 1826, and hiring additional MSS or City dedicated to these efforts. According to CalRecycle, 55% of franchised commercial waste is recoverable for compost and mulch and paper recycling. Outreach to covered businesses. 30% are correctly sorting and disposing organic material. Appendix A: GHG Reduction Calculations, A-27 27% 2,178 tons Waste generated by covered businesses 1,960 tons 1,078 tons 30% 323 tons GHG emissions reduction 149 MTCO2e Calculation 2030 Percent diverted from landfill Tons diverted from landfill Commercial waste as a percentage of total landfilled waste Commercial landfilled waste (excluding self-haul, sludge and municipal waste) Recoverable organic waste generated by covered businesses (55%) Appendix A: GHG Reduction Calculations, A-28 RESIDENTIAL ORGANIC WASTE WR-C2 Reductions (MTCO2e) -494 2030 Targets 50% diversion of residential organic waste by 2030. Methodology and Assumptions This measure continues and expands activities already occurring, including quarterly mailings by Mill Valley Refuse, tabling at community events, a marketing campaign by Zero Waste Marin, and community education by Resilient Neighborhoods. Under this measure, the Town will utilize its website, communication tools, and social media to promote these activities and expand their reach and encourage Mill Valley Refuse to increase and expand their outreach through other channels such as on-bill and email response messaging. A 2014 Marin Sanitary Service (MSS) waste characterization study found that 38% of residential solid waste sent to the landfill was compostable organic waste (30% food scraps, 4% food-soiled paper, and 4% plant debris). MSS estimates that approximately 1% of food waste is currently collected and composted. Curbside collection of food waste has been available in Tiburon since 2010 with weekly service for co-collection of plant debris and food scraps. Based on MSS's experience, this measure assumes an additional 5% of residential organic waste will be diverted by 2020 due to education and outreach activities. Based on the current residential waste diversion rate of 72%, we assume 50% of residential organic waste can be diverted by 2030. Sources Personal communication with Kim Schiebly, Marin Sanitary Service, Kim.Scheibly@marinsanitary.com Calculation 2030 Residential waste as a percent of total landfilled waste 73% Residential landfilled waste (excluding self-haul, sludge and municipal waste) 5,781.9 tons Compostable organic waste generated by residents 2,197.1 tons Percent diverted from landfill 50% Tons diverted from landfill 1,099 tons GHG emissions reduction 494 MTCO2e Appendix A: GHG Reduction Calculations, A-29 Reductions (MTCO2e) -52 2030 Targets Methodology and Assumptions Sources 666.5 tons 176.0 tons 75% 132 tons GHG emissions reduction 52 MTCO2e Tiburon currently complies with the State’s Green Building Code (CALGreen) by requiring development projects to direct all construction and demolition (C&D) materials to a certified facility that diverts at least 65% of nonhazardous C&D debris to recycle or salvage. However, recoverable material is still deposited in the landfill, primarily due to self-haul activity (clean-up and loads that are generated from projects not covered by CALGreen), and C&D loads that contain low percentages of recoverable material. The Town can help to maximize the amount of recoverable material by providing outreach and education to waste generators, and by working with the County and CalRecycle to require processing of all loads for recoverable materials at the landfill or processing facility. According to Zero Waste Marin, 670.74 tons of self-haul and debris box waste originating in Tiburon was landfilled in 2016. According to statewide solid waste characterizations studies, self-haul waste contains approximately 28% lumber, 3% paper, and 10% green waste, all of which could be diverted from the landfill. The measure assumes that 50% of this waste can be diverted by 2020 and 75% can be diverted by 2030, based on State mandates (SB 1383). CONSTRUCTION AND DEMOLITION DEBRIS AND SELF-HAUL WASTE WR-C3 75% diversion of C&D waste by 2030. Personal communication with Garth Schultz, R3 Consulting Group, gschultz@r3cgi.com CalRecycle, "2014 Disposal-Facility-Based Characterization of Solid Waste in California: Significant Tables and Figures," October 6, 2015. Calculation 2030 Self-haul landfilled waste Percent organic material diverted from landfill Personal communication with Judith Silver, Zero Waste Marin, jsilver@marincounty.org Tons diverted from landfill Recoverable organic waste (26.4%) Appendix A: GHG Reduction Calculations, A-30 Reductions (MTCO2e) -545 2030 Targets Methodology and Assumptions Sources 539.0 tons 659.1 tons GHG emissions reduction 545 MTCO2e This measure assumes Tiburon will adopt a mandatory waste diversion ordinance similar to the one adopted by the City of Palo Alto in January 2016 (Palo Alto Municipal Code Chapter 5.20). Palo Alto requires all residents, visitors, and businesses to place their discards in the appropriate container – recycle, compost, or garbage. There are four stopes to compliance: 1) subscribe to recycle, compost, and garbage service from the city’s contract hauler; 2) set-up color-coded and labeled containers in convenient locations for patrons, employees, and residents; 3) train and educate tenants, residents, contractors and janitors about how to properly sort their waste and to ensure requirements are met; and 4) sort waste into proper containers. Requirements are phased in over time as follows: MANDATORY WASTE DIVERSION WR-C4 Increase commercial AB1826 compliance rate to 50% and increase residential organic waste diversion rate to 80% by 2030. Additional residential organic waste diverted CalRecycle, "2014 Disposal-Facility-Based Characterization of Solid Waste in California: Significant Tables and Figures," October 6, 2015. This measure assumes a similar ordinance would require all commercial accounts and multifamily buildings with 5 or more units to comply by 2020. We assume that a mandatory diversion ordinance could increase the AB 1826 compliance rate to 50% by 2030. Assuming that the ordinance is expanded to require residents to comply, we estimate an overall 80% compliance rate for residential compostable organic waste by 2030. Additional commercial organic waste diverted City of Palo Alto, http://www.cityofpaloalto.org/gov/depts/pwd/zerowaste/projects/ordinance.asp Calculation 2030 Appendix A: GHG Reduction Calculations, A-31 Reductions (MTCO2e) -519 2030 Targets Methodology and Assumptions Sources 8,104 tons 2,674 tons 3,850 tons 1,175 tons 4,052 tons GHG emissions reduction 519 MTCO2e This measure assumes that new solid waste processing infrastructure is procured by 2030, but not 2020. Waste processing infrastructure could ultimately ensure that 95% of all recoverable organic waste collected by the franchised waste hauler is diverted from the landfill by 2030. WASTE PROCESSING INFRASTRUCTURE WR-C5 Increase diversion rate of recoverable organic waste to 95% by 2030. Personal communication with Kim Schiebly, Marin Sanitary Service, Kim Scheibly, Kim.Scheibly@marinsanitary.com Calculation 2020 2030 Landfilled waste, excluding self-haul and sludge Recoverable organic waste (50% of total) Diversion target (95% for 2030) Tons diverted by other measures CalRecycle, 2014 Disposal-Facility-Based Characterization of Solid Waste in California: Significant Tables and Figures, https://www2.calrecycle.ca.gov/WasteCharacterization/PubExtracts/2014/Si gTableFig.pdf Remaining tons to be diverted Appendix A: GHG Reduction Calculations, A-32 Reductions (MTCO2e) -24 2030 Targets Methodology and Assumptions Sources 145 tons 72 tons 75% 54 tons GHG emissions reduction 24 MTCO2e This measure assumes 75% of recoverable organic waste currently landfilled could be diverted by 2030. WASTE FROM TOWN OPERATIONS WR-M2 75% of recoverable organic waste currently landfilled is diverted by 2030. Percent diverted from landfill Personal communication with Charlie Wicke, Marin Sanitary Service, Charlie.Wicke@marinsanitary.com Calculation 2030 Waste generated by Town operations Tons organic waste diverted from landfill Recoverable organic waste (50%) Appendix A: GHG Reduction Calculations, A-33 Reductions (MTCO2e) -1 2030 Targets Methodology and Assumptions -MMWD has adopted a Water Waste Ordinance and requires drinking water and linen washing upon request at restaurants and hotels. -MMWD has adopted a landscape water conservation ordinance which applies to all new construction and rehabilitated landscape projects requiring a building permit, plan check, or design review. Irrigation controllers are required under CALGreen. -MMWD provides rebates for water-efficient toilets, clothes washers, hot water recirculation systems, turf replacement, pool covers, mulch, graywater systems, and rain barrels. -MMWD provides residential and commercial building and landscape water audits and free-water saving devices (faucet aerators, showerheads, toilet leak test dye tablets, hose nozzles, etc.). -MMWD provides residential and commercial building and landscape water audits and free-water saving devices (faucet aerators, showerheads, toilet leak test dye tablets, hose nozzles, etc.). -New commercial and multi-family construction is required to meet CALGreen code. MMWD requires all plumbing installed, replaced, or moved on any new or existing service to have high efficiency fixtures and meet minimum requirements. -MMWD requires applicants for new water service and applicants requesting an enlarged water service for substantial residential or commercial remodels to install a graywater recycling system to reuse the maximum practicable amount of graywater on site. -The Town has adopted CALGreen Tier 1 for residential buildings, which requires additional water conservation actions above the base code. -MMWD provides virtual water-friendly garden tours on its website . COMMUNITY WATER USE WC-C1 District-wide Marin Municipal Water District (MMWD) water consumption fell 23% between 2005 and 2018, or approximately 1.8% per year. We conservatively assume water consumption will continue to fall an average of 1% per year based on the following legislation and water conservation programs: -MMWD's regulations meet or exceed State law that requires single family homes and commercial and multi-family buildings to replace all non-compliant plumbing fixtures when remodeling and upon resale (resale requirement for commercial and multi-family buildings will be in effect on January 1, 2019). -MMWD conducts outreach and provides water conservation information to water users on its website. 1% annual water consumption reduction. Appendix A: GHG Reduction Calculations, A-34 GHG reduction calculations are based upon the following: -The California Energy Commission estimates that it takes 3,500 kWh of electricity per million gallons to convey, treat and distribute water from the water source to the customer in northern California. -MMWD began purchasing 100% renewable electricity in 2017 and Sonoma County Water agency, which provides approximately 25% of water, began purchasing 100% renewable electricity in 2015. We assume the water agencies will continue this practice. Sources Personal communication with Carrie Pollard, Sonoma Marin Water Saving Partnership The Climate Registry for Sonoma County Water Agency emission factors Refining Estimates of Water-Related Energy Use in California, California Energy Commission, Dec. 2006 Calculation 2030 Water consumption, BAU 373 MG Annual water consumption reduction 1 % Potential annual water savings by 2030 45 MG GHG emissions reduction 1 MTCO2e Appendix A: GHG Reduction Calculations, A-35 LIGHT AND HEAVY DUTY FLEET REGULATIONS State Action Program Description Current federal and State regulations and standards will reduce transportation emissions from the light and heavy duty fleet. These include: 1. Pavley Standards which increase fuel economy standards for light-duty vehicles for 2009-2016 model years. 2. Advanced Clean Cars Program which will reduce greenhouse gas and smog emissions for light-duty vehicles sold between 2017 and 2025. New automobiles will emit 34 percent fewer GHG emissions and 75 percent fewer smog-forming emissions. 3. ARB Tractor -Trailer Greenhouse Gas Regulations which accelerate the use of low rolling resistance tires and aerodynamic fairing to reduce GHG emissions in the heavy-duty truck fleet. 4. Heavy Duty GHG Emissions Standards (Phase One) which establish GHG and fuel efficiency standards for medium duty and heavy duty engines and vehicles for 2014-2018 model years. Reductions (MTCO2e) -3,936 2030 Methodology and Assumptions Transportation emissions estimated using EMFAC 2017. Emission factors have been adjusted to account for the SAFE Vehicle Rule Part One and the Final SAFE Rule. In order to be consistent with the methodology used in the Greenhouse Gas Inventory, results are adjusted to reflect the global warming potential of methane and nitrous oxide as reported in the IPCC Fifth Assessment Report. Sources California Air Resources Board, EMFAC2017 v.1.0.2. California Air Resources Board, EMFAC2014 Volume III - Technical Documentation, v1.0.7, May 12, 2015 California Air Resources Board, "EMFAC Off-Model Adjustment Factors for Carbon Dioxide (CO2) Emissions to Account for the SAFE Vehicle Rule Part One and the Final SAFE Rule," June 26, 2020, https://ww3.arb.ca.gov/msei/emfac_off_model_co2_adjustment_factors_06262 020-final.pdf?utm_medium=email&utm_source=govdelivery Calculation 2030 Passenger VMT BAU 63,696,150 VMT Passenger VMT, net reductions from other measures 48,600,489 VMT Commercial VMT BAU 1,163,828 VMT Emissions, BAU 18,149 MTCO2e Emissions with regulations 14,213 MTCO2e Reduction in emissions 3,936 MTCO2e Appendix A: GHG Reduction Calculations, A-36 State Action Program Description Reductions (MTCO2e) -37 2030 Methodology and Assumptions 40,843,325 kWh 29,241 kWh 7,647,282 kWh 7,388,044 kWh 241,904 kWh 753 MTCO2e 716 MTCO2e 37 MTCO2eGHG emission reductions Electricity use, BAU Electricity saved through other State actions Net electricity use (PG&E) Electricity emissions, BAU Electricity emissions w/RPS Electricity saved through local actions Net electricity use (DA) 2030 This State Action assumes PG&E and Direct Access entities will meet the Renewable Portfolio Standard requirements and that these entities will carry the same share of the community's electricity load as in 2016. GHG reductions related to MCE's GHG reduction policies are quantified separately as a local action. Calculation RENEWABLE PORTFOLIO STANDARD For 2030, the CPUC has set electric sector GHG reductions at a level that represents a 50% reduction from 2015 levels. We therefore apply a 50% reduction to PG&E and DA 2015 CO2 emission factors to forecast 2030 emission factors. CH4 and N2O factors are kept constant at 2018 levels. PG&E, "Greenhouse Gas Emission Factors: Guidance for PG&E Customers," November 2015, https://www.pge.com/includes/docs/pdfs/shared/environment/calculator/pge_ghg_e mission_factor_info_sheet.pdf GHG Calculator, version 3c_Oct2010. https://ethree.com/public_projects/cpuc2.php Established in 2002 in Senate Bill 1078, the Renewable Portfolio Standard program requires electricity providers to increase the portion of energy that comes from eligible renewable sources, including solar, wind, small hydroelectric, geothermal, biomass and biowaste, to 20 percent by 2010 and to 33 percent by 2020. Senate Bill 350, passed in September of 2015, increases the renewable requirement to 50 percent by the end of 2030. Senate Bill 100, passed in September 2018, accelerated the RPS standard to 60 percent by 2030 and zero-carbon by 2045. California Public Utilities Code Section 454.52 requires each load-serving to procure at least 50 percent eligible renewable energy resources by 2030 and to meet the economywide reductions of 40% below 1990 levels by 2030. Sources California Public Utilities Commission "CPUC Adopts Groundbreaking Path to Reduce Greenhouse Gases in Electric Sector," Press Release Docket #: R.16-02-007, Feb. 8, 2018. Appendix A: GHG Reduction Calculations, A-37 Program Description Reductions (MTCO2e)-37 Methodology Sources Estimated energy reductions for the 2016 and 2019 building codes based on information provided by the California Energy Commission. CAPCOA Measure BE-1 used for estimating building energy savings. We assume all residential electricity use subject to Title 24 is offset by mandatory solar installation beginning with the 2019 building code. California Energy Commission, California Commercial End-Use Survey (March 2006), https://ww2.energy.ca.gov/2006publications/CEC-400-2006-005/CEC- 400-2006-005.PDF California Energy Commission, https://ww2.energy.ca.gov/title24/2019standards/documents/2018_Title_24_2 019_Building_Standards_FAQ.pdf 2009 California Residential Appliance Saturation Study (CRASS), Volume 2. http://www.energy.ca.gov/2010publications/CEC-200-2010-004/CEC-200-2010- 004-V2.PDF TITLE 24 ENERGY EFFICIENCY STANDARDS State Action Estimated residential energy use assumes homes use natural gas for primary space heating and water heating. We assume all new homes install central air conditioning and outdoor lighting. Only end uses covered by Title 24 are included in the analysis. 2030 The California Energy Commission (CEC) promotes energy efficiency and conservation by setting the State’s building efficiency standards. Title 24 of the California Code of Regulations consists of regulations that cover the structural, electrical, mechanical, and plumbing system of every building constructed or altered after 1978. The building energy efficiency standards are updated on an approximate three-year cycle, and each cycle imposes increasingly higher demands on energy efficiency and conservation. The California Energy Commission's 2007 Integrated Policy Report established the goal that new building standards achieve "net zero energy" levels by 2020 for residences and by 2030 for commercial buildings. California Energy Commission, 2016 Energy Standards Overview (June 15, 2016), https://www.lgc.org/wordpress/wp-content/uploads/2016/02/2016- Energy-Standards-Overview-California-Energy-Commission.pdf We assume 30 new units are built between 2020 and 2030, based on Plan Bay Area 2040 population and household size projections. California Air Pollution Control Officers Association, "Quantifying Greenhouse Gas Mitigation Measures: A Resource for Local Government to Assess Emission Reductions from Greenhouse Gas Mitigation Measures," August, 2010. Appendix A: GHG Reduction Calculations, A-38 Reductions from Title 24 Upgrades Energy Savings Electricity Savings Natural Gas Savings Electricity Savings Natural Gas Savings Residential New Construction 28.00% 100%7%100%50% Non-residential New Construction 5.00%30%30%50%50% Projected Residential Development with Title 24 Energy Reductions 2018-2019 2020-2022 2023-2030 TOTAL through 2030 GHG Reductions through 2030 New Residential (units)2 9 21 32 Electricity Use BAU , subject to Title 24 80 8,564 19,982 28,626 Electricity Use Savings 1 8,564 21 8,586 1 Natural Gas Use BAU, subject to Title 24 938 4,223 9,854 15,016 Natural Gas Use Savings 239 296 4,927 5,462 29 Projected Non-Residential Development with Title 24 Energy Reductions 2018-2019 2020-2022 2023-2030 TOTAL through 2030 GHG Reductions through 2030 Electricity Use BAU , subject to Title 24 0 14,083 32,861 46,944 Electricity Use Savings 0 4,225 16,431 20,656 1 Natural Gas Use BAU 0 590 1,968 2,558 Natural Gas Use Savings 0 177 984 1,161 6 2016 Reductions from 2013 Standards (assumed for development after 2017) Energy Savings for 2019 Code (assumed for development 2020-2022) Calculation Projected average reduction 2023-2030 from 2018 baseline Appendix B: Implementation Table, B-1 APPENDIX B: IMPLEMENTATION TABLE The work plan in Table B-1 contains information to support staff and community implementation of the measures to effectively integrate them into budgets, the capital improvement program, and other programs and projects. The headings included in Table B-1 are defined as follows: Code: The abbreviation that is used to refer to the strategy in the CAP. Strategy/Action: The strategy language used to guide actions and the specific actions that will be used to implement the strategy. Lead Department: The lead City department, division, or office responsible for implementing the measure. Note: Some actions may require involvement and collaboration by more than one department, division, or office. The Town Manager may assign or re-assign responsibilities, as necessary. • ADMIN (City Manager) • PLN (Planning Division) • BLD (Building Division) • PW (Public Works) • TBD (To Be Determined as Assigned by City Manager) Time Frame: The year by which a measure should be effective by year’s end. For a measure to be effective, the necessary programs and efforts should be active, and any infrastructure or other capital improvements should be in place. Once effective, many measures will continue through 2030, so they do not have end dates. Time frames for effectively setting up the measures are described as follows: • Ongoing (continuation of an action that has been implemented) • Near-Term (by 2023) • Mid-Term (by 2025) • Long-Term (by 2030) Town Staff Time: The estimated cost to the Town (in staff hours) to complete implementation of the measure, identified as follows: • Low (less than 80 hours) • Medium (80–500 hours) • High (more than 500 hours) GHG Reductions (MTCO2e): Amount of GHG emissions reduced by 2030. If no amount is identified, either additional information is needed to quantify a GHG reduction amount or the action is supportive of another action, as described in the CAP. Key Metrics: Targets and datapoints that the Town will use to track progress and measure success. Appendix B: Implementation Table, B-2 Tiburon Town Council June 15, 2022 P-2: Climate Action Plan Late Mail Requests for Copies: Lea Stefani, lstefani@townoftiburon.org From:shirley huang To:Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Cc:Greg Chanis; Lea Stefani; Lea Stefani Subject:Tiburon Climate Action Plan; Council Meeting June 15, 2022 Date:Sunday, June 12, 2022 6:08:31 PM You don't often get email from shriljh1919@yahoo.com. Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. To: Mayor and Members of the Town Council Subject: Town of Tiburon Climate Action Plan 2030 Is a 50% reduction in greenhouse gas emissions achievable? A recent report in Science provides a roadmap for how the United States can reach its 50% reduction target by 2030, to fulfill its pledge to the IPCC and act to limit global warming to1.5 degrees Celsius. Findings from six techno-economic models of United States energy systems are consolidated. According to the authors, the separate models all agree on fourmajor points: · The majority of the country’s greenhouse gas emissions come from power generation and transportation; to reduce overall emissions by 50%, the electricity grid needs to run on 80%clean energy and the majority of vehicles sold by 2030 need to be electric. Electrification of buildings and industries is also important. · The primary barrier to increased alternative energy use will not be cost; it will be enactingnew policies. A coordinated policy response between states and the federal government will be necessary to succeed. · Thanks to advances in wind, solar, and energy storage technologies, powering the electricgrid with renewables will not be more expensive; and electric vehicles could save every household up to $1,000 per year in net benefits. · A clean-energy transition would reduce air pollution, prevent up to 200,000 prematuredeaths, and avoid up to $800 billion in environmental and health costs through 2050. Many of the health benefits will occur in communities of color and frontline communities that aredisproportionately exposed to vehicle, power plant, and industrial pollution. Nikit Abhyankar, one of the study’s authors and a scientist at Lawrence Berkeley National Laboratory, notes that the most urgent actions will be to double the amount of renewablecapacity built each year and transition predominately to electric vehicles within the next decade or so. “The case for clean energy is stronger than ever before and our study shows thatthe 2030 emission target can be achieved.” Is a 50% reduction achievable by Tiburon? The Tiburon Climate Action Plan identifies three targets (Table 4). In Figure 5, the pathway toward the 40% reduction by 2030 and 80% reduction by 2050 targets does not achieve carbon neutrality by 2045; a 50% reduction by2030 would better align with the 2045 goal. Listed actions to meet the 2045 carbon neutrality goal (pp. 16-17) provide our own Tiburon roadmap. I urge the Tiburon Town Council to adopt a goal of 50% greenhouse gas emissions reduction.The science says that this IS possible and that the primary barrier will be enacting new policies. Setting a 50% reduction target signals the urgency of the Tiburon CAP strategies,especially those for achieving 2045 carbon neutrality, and will expedite the adoption of policies for rapid transition to greenhouse gas-free energy sources and the electrification ofvehicles and buildings. Thank you to the Council, Council staff, and consultant Christine O’Rourke for your commitment to serious climate action and the Climate Action Plan we need. Sincerely,Shirley J. Huang, M.D. Tiburon resident References: Bistline J, Abhyankar N, Blanford G, Clarke L, et al. Actions for reducing US emissions at least 50% by 2030. Science, 26 May 2022, Vol 376, Issue 6596, pp. 922-924.[https://www.science.org/doi/10.1126/science.abn0661] News Release 2-Jun-2022. A 50% reduction in emissions by 2030 can be achieved. Here’s how.[https://www.eurekalert.org/news-releases/954621] From:shirley huang To:Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Cc:Greg Chanis; Lea Stefani; Lea Stefani; Dina Tasini; christine.o@comcast.net Subject:Tiburon Climate Action Plan; Council Meeting June 15, 2020 Date:Tuesday, June 14, 2022 4:46:32 PM You don't often get email from shriljh1919@yahoo.com. Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. To: Mayor and Members of the Town Council Subject: Town of Tiburon Climate Action Plan 2030 “Electrifying Marin’s Buildings: A Countrywide Approach” has just been published by the Marin County Civil Grand Jury (June 6, 2022). They note that the building sector accounts for about 34% of Marin County emissions, reducible dramatically by eliminating natural gas as a fuel source. Natural gas poses health and safety risks, which are additional reasons to eliminate it as a fuel. Coordinated planning, addressing the greater vulnerability of underserved communities and lower income households to rising energy costs, and mandatory measures for the timely electrification of existing buildings will likely be required, supported by financial subsidies and rebates where needed. Based on the three Marin County recommendations and drawing from the Tiburon Climate Action Plan’s list of actions to meet the 2045 carbon neutrality target (pp. 16-17), I urge the following improvements to the CAP strategies for Renewable Energy & Electrification: (RE-C3.3) Adopt an ordinance, on or before January 1, 2023, prohibiting natural gas connections in newly constructed residential and nonresidential buildings (County recommendation and needed to meet 2045 target). The language banning natural gas connections rather than natural gas end uses aligns with County guidance. (RE-C3.2) Adopt an ordinance, on or before January 1, 2023, to require energy efficiency measures for residential renovations, specifying the size of renovation that will trigger the requirement and providing flexibility by allowing the applicant to choose from a list of energy efficiency measures, including electrification of gas appliances (County recommendation). (RE-C3.2-additional) Convert 100% of existing appliances and heating systems in all residential and non-residential buildings to electric by a set date (needed to meet 2045 target). (RE-C3.4-additional) Collaborate on a Countywide Building Electrification Plan (County recommendation). (RE-C2) To achieve zero-carbon electricity (needed to meet 2045 target), consider setting a goal that 50% of residences and commercial buildings switch to 100% renewable energy by 2030, up from the current 15% target for electricity load to be Deep Green in 2030. Thank you for including the possibility of a Tiburon microgrid community center. Support for solar energy storage systems and considering an ordinance phasing out fossil-fuel generators will also build sustainable resilience. I think there is inadvertent duplication in the paragraph before and the paragraph after the “What You Can Do” box. Thinking about “What You Can Do,” our recent very hot days make me want to switch from a gas furnace to a modern heat pump system at home, which has the advantage that it can be used for both heating and cooling. This should appeal to many residents. Public outreach can be effective! After I told our gardener that using a gas-powered leaf blower for one hour was like driving 1100 miles, they switched and are now happy to be using a quieter electric leaf blower. THANK YOU to the Tiburon Town Council, Council staff, Community Development Director Dina Tasini, and Consultant Christine O’Rourke, for making this the strong Climate Action Plan that we need. Sincerely, Shirley J. Huang, M.D. Reference: Electrifying Marin’s Buildings: A Countywide Approach https://www.marincounty.org/-/media/files/departments/gj/reports-responses/2021- 22/electrifying-marins-buildingsa-countywide-approach.pdf?la=en From:Pat Carlone To:Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Cc:Greg Chanis; Lea Stefani; Lea Stefani Subject:Tiburon Climate Action Plan -- Tiburon Town Council Meeting, June 15 Date:Tuesday, June 14, 2022 5:49:05 PM Some people who received this message don't often get email from pcarlone@hotmail.com. Learnwhy this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear Mayor, Vice Mayor and Council Members, My name is Pat Carlone. As a member of Congregation Kol Shofar in Tiburon andfounder of Marin Interfaith Climate Action (MICA), I helped Tiburon residents, SannaThomas and Pat Goss, organize the faith communities in Tiburon to support theClimate Emergency Resolution and then went on to help form the Tiburon ClimateAction Committee. My experience here has been very gratifying, primarily because members of the TownCouncil and staff have been so receptive and supportive. And I want to acknowledgeall the fine work that went into this draft of the Climate Action Plan, as well asacknowledge your genuine commitment to dealing with our climate crisis, as Sannahas pointed out in detail in her presentation before you tonight. I have no doubt thatmuch that is in the Plan will find its way into the Sustainability Element of the GeneralPlan when you take it up. At the same time, however, I wish to refer you to an article in the Marin IndependentJournal of June 4th entitled, Carbon Dioxide Levels in Air Pass Milestone, inwhich federal scientists announced, “that in May the amount of carbon dioxide in theatmosphere is now 50% higher than pre-industrial times – at levels not seen since 4.1to 4.5 million years ago when Earth was a hothouse ocean-inundated planet andtemperatures were 7 degrees Fahrenheit (or 3.9 degrees Celsius) hotter.... These areconditions that human civilization has never known.” The article goes on, and I quote: “Levels of the gas continue to rise, when they needto be falling.” And again, quote: “The world is trying to reduce emissions, and youjust don’t see it.” So, no wonder for the incessant sense of emergency from Sanna, Shirley Huang, andothers on the Climate Action Committee with their requests for additional details tobe included in the Plan. And I certainly endorse whatever additional conditions youare able to include. And lastly, as a graduate myself, I fully endorse Sanna’srecommendation that members of the Town Council consider joining a ResilientNeighborhoods workshop and there by demonstrate to Tiburon residents how actionsthey take within their own households can contribute to the success of the TiburonClimate Action Plan. Again, my heartfelt thanks. From:Aimee Lapic To:Jon Welner; Jack Ryan; afredricks@townoftiburon.org; Noah Griffin; holithiertiburontowncouncil@gmail.com Cc:Greg Chanis; Lea Stefani; Lea Stefani; Jack Lapic Subject:June 15 Council meeting re: Tiburon CAP Date:Tuesday, June 14, 2022 7:16:38 PM Some people who received this message don't often get email from aimee.lapic@gmail.com. Learnwhy this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear Tiburon Town Council Members, I am writing in advance of tomorrow (June 15th)'s meeting topic on the Tiburon Climate Action Plan. Unfortunately, my son, Jack Lapic and I cannot attend and speak, but we do want to let youknow our thoughts in advance of the finalization of the CAP. First, thank you for including so many of our committee's recommendations that will have a measurable impact on reducing emissions. For example, the focus on State climate policies/actions the new Social Equity sectiona new Sequestration Strategy an acknowledgement that more aggressive State and Federal climate policies andactions are needed and a commitment that the Town will advocate for those Very importantly to me, thank you for including an implementation table/matrix that willallow the town to measure the success of each of the CAP's areas of focus. As I mentioned, what gets measured, gets managed. I absolutely think that by including and completing thetable, it will drive both accountability and success. Now, it's critical that it's completed with milestones and a timetable. When can we count on that to be completed? Further, I want to encourage the Council to please include an overall goal of reducing GHGemissions by 50% below 1990 levels by 2030. Without a tangible and aggressive goal, I worry that the time and effort put into developing the CAP will have only a limited impact. I look forward to reviewing the final CAP. Thank you for doing so much to protect our futuregeneration's environment now. Best, Aimée and Jack From:Don Mathews To:Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Cc:Greg Chanis; Lea Stefani Subject:Climate Action Plan Date:Wednesday, June 15, 2022 9:21:50 AM Attachments:1 - June 15 Advocacy.doc Some people who received this message don't often get email from donaldommm@hotmail.com.Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Thank you very much to town council members and staff, and to Christine O’Rourke, for yourhelp in updating the draft Climate Action Plan to make it more comprehensive, and to have taken into account suggestions made by members of the Tiburon Climate Action Committeefor improving the draft plan. In reviewing ”What Role Does Government Play”, it is heartening to know that much is being done at the international level and in many states to deal responsibly with climate change, aswell as in Tiburon and other cities in Marin and the County government. It is a glaring problem, however, that “Currently, there is no federal legislation mandating comprehensiveGHG emissions reporting or reduction in the United States.” I applaud the inclusion of language in the Executive Summary and in Community Engagement Strategy “CE-C3: Advocate at the regional, state and federal levels for policies and actionsthat support the rapid transition to GHG-free energy sources, electrification of buildings and the transportation fleet, and other impactful measures to sharply reduce greenhouse gasemissions.” Our federal impasse on this issue is politics at its worst, yet the world is in a “code red” situation with excessive carbon emissions and their highly negative impacts and big costs, sopressure must be brought on all of our representatives in Congress to take bold actions in line with recommendations made by scientists, the IPCC, California State officials, environmentalgroups and organizations such as the Citizens Climate Lobby, with its simple fee-and-dividend plan on carbon emissions, and organizational experts like John Doerr, who articulates athorough and far-reaching plan in his book Speed and Scale, An Action Plan for Solving Our Climate Crisis Now. I encourage you to find ways to make such advocacy appropriate and effective. Thank you allfor your civil dedication to this challenging cause! Don Mathews 50 Harbor Oak Drive #31 Tiburon, CA P.S. This exact message is contained in my Word attachment, in case there is any advantage to that. From:Sanna Thomas To:Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Cc:Greg Chanis; Dina Tasini; Lea Stefani; Lea Stefani; Christine O"Rourke; Samantha Bonifacio Subject:CAP Agenda item for June 15th Tiburon Town Council Meeting Date:Wednesday, June 15, 2022 11:33:22 AM CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear Mayor, Vice Mayor and Council Members, I am writing you today on behalf of the 41 members of our local Tiburon Climate ActionCommittee. First, I want to thank you, Greg Chanis, Dina Tasini, her staff, and Christine O'Rourke, the CAP planning consultant, for listening to our suggestions and incorporating so many of theminto this latest draft of the Town's Climate Action Plan -- and improving it so much!! It is deeply gratifying and reassuring to know that you pay such close attention to what thecommunity cares about --- AND are as concerned as we are about the frightening prospect of catastrophic climate change and its effects on our physical environment and on the health,wellbeing and survivability of our residents, particularly our children, grandchildren, and future generations. This is the overriding challenge of our times and surpasses anything elsein its importance. It is truly a climate emergency!! In particular, we thank you for including a new section on Social Equity, updated details about the IPCC's Sixth Assessment, a 7th major Strategy for Sequestration, and a clear and strongcommitment to expanding EV charging infrastructure, solar installations, all-electric new and remodeled residential and commercial construction, elimination of natural gas in our builtenvironment, public awareness of the dangers and health hazards of NG use, engagement in the County's Green Building code development, use of green building methods and materialsand high albedo reflective paving and roofing materials, development of solar-powered resilience micro grids, and the critical Implementation Table to ensure that all the key strategicmeasures will be measured, monitored and implemented in timely fashion -- and hopefully with a strong sense of urgency. These are essential because we indeed have a very “brief andrapidly closing window of opportunity” to take effective action, according to the IPCC, which went on to emphasize in its latest Assessment, "It is clear now that minor, marginal, reactive,or incremental changes won't be sufficient" to secure a livable and sustainable future for all. We are especially pleased to see, on pages 16-17, the reference to carbon neutrality by 2045 and a brief sketched-out pathway for achieving that goal which basically calls for 100%adoption of such key things as electric light passenger vehicles and public transit buses, electric landscape equipment, 100% electric appliance and heating systems. And we are thrilled about the commitment stated in several places (though not yet fleshed out)that the Town will advocate and lobby for more aggressive action by the State and federal authorities. I personally took heart when I read, " Ultimately more aggressive state, federal, and international action is required to reduce global emissions to levels that will avoid the catastrophic impacts of climate change. For this reason, the CAP contains actions to advocate at the state and federal levels for policies and actions that support the rapid transition to GHG- free energy sources, electrification of buildings and the transportation fleet, and other sweeping measures to sharply reduce greenhouse gas emissions. However, there are some omissions that we strongly urge you to reconsider:1. The need to stretch and mobilize ourselves to achieve a GHG emissions reduction goal of atleast 50% by 2030. We are concerned that the gap between reaching carbon neutrality by2045 and the current trajectory to reach 80% reduction by 2050 (both of which are State goals)is too big to bridge without an early and strong push for 50% reduction by 2030. 2. More details about the Town's plans to advocate and lobby the State for more aggressiveclimate goals, laws and regulations, which would motivate and enable similarly moreaggressive climate goals, policies and actions by local authorities and communities. 3. An adoption goal for ZEVs of 45% to match the County's ZEV adoption goal. 4. Commitment to work with Belvedere, which is also in the process of updating its own CAP,to establish a shared position of Sustainability Coordinator, similar to what San Anselmo andFairfax have done, to ensure close monitoring and implementation of the new CAP. We also urge you to fully flesh out and incorporate the final CAP into the new SustainabilityElement of the General Plan to give it the full weight and authority of the GP. In closing, I want to point out that I have had many conversations with people in other Marinjurisdictions who are responsible for developing their own CAPs and who want to see themupdated and made more aggressive in the face of our accelerating climate crisis ANDaccelerating advances in climate control technology. One of these CAPs is as old as 2015 andmany were adopted two and three years ago, long before this year’s Sixth Assessment by theIPCC. Coming now, Tiburon's CAP can set an example and lead the way in addressing thisall-important challenge by setting higher goals and even more aggressive policies. So I urgeyou to consider the leadership role and great service that Tiburon can provide to its fellowcommunities by moving the needle with this new CAP. Thank you so much for hearing us out, Sanna P.S. One way to be role models and demonstrate that leadership in a personal and immediateway is to join one of the June workshop series of Resilient Neighborhoods, which is stronglypromoted in this CAP. What an example you all would set for the whole community,especially if Town staff participated too! Plus, it's a great team-building experience on its own. One workshop series starts tomorrow June 16th, and the next one starts June 29th. Though I am a Resilient Neighborhood graduate from 6 or 7 years ago, I plan to join the June 29th one to learn what new strategies and resources I can be applying to my home andlifestyle. I hope you will consider signing up for Resilient Neighborhoods too! -- Sanna Randolph Thomas, Ed.D 415-497-3192 (cell) From:Chuck Hornbrook To:Jon Welner; Jack Ryan; Noah Griffin; Alice Fredericks; Holli Thier Cc:Lea Stefani Subject:Comments on Climate Action Plan (CAP) 6-15-22 Town of Tiburon Council Meeting Date:Wednesday, June 15, 2022 12:12:10 PM Some people who received this message don't often get email from clhornbrook@gmail.com.Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Hello: I’d make my comments in person this evening but that would make it 1:00 am for me given my travel schedule. I’d like to thank staff for making some recommended changes on the CAP proposed bymembers of the town of Tiburon’s Climate Action Committee, which I am part of. The updates are valuable and useful as a community we address our local actions for this globalthreat. The actions in this plan are not symbolic, but are critical to locally address the challenge and present Tiburon as a leader. Like many other actions such as the Town Council’s activities on diversity and inclusion, gayand transgendered rights and the war in the Ukraine, our actions represent our values and Tiburon’s leadership. Our leadership in addressing climate change is based on our affluence.As stated in the CAP, Tiburon’s average income is double the California average. And while our population is small, the influence we can have by establishing targets at or above othertargets are critical and I would say are more impactful on humanity than the aforementioned positives actions the Town Council has made on local and internationally issues. My requests and that of Tiburon’s CAC in addition to the current form of the Tiburon CAP are That the CAP's overall GHG emissions reduction goal be 50% below 1990 levels by2030. That the ZEV adoption goal for passenger vehicles be 45% by 2030That the Implementation plan in Appendix B be reviewed semi annually by the town manager to determine how the town is meetings its implementation goals on the itemsmentioned to meet the time frames identified As the CAP states, which we are clearly aware, the actions of Tiburon are a small contributionto the overall existential crisis our planet is going through. As a leader with resources, it is our imperative to meet and exceed targets because we can, to provide that leadership throughexample. Thank you for your time and consideration Chuck Hornbrook Tiburon Resident -- Chuck Hornbrook 415 902 7762LinkedIn To schedule a meeting From:John Thomas To:Jack Ryan; Alice Fredericks; Noah Griffin; hollithiertiburontowncouncil@gmail.org; jweiner@townoftiburon.org Cc:Greg Chanis; Lea Stefani; sanna thomas; Dina Tasini; Lea Stefani Subject:June 15 Town Council Meeting Date:Wednesday, June 15, 2022 2:21:40 PM [Some people who received this message don't often get email from jthom3815@gmail.com. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ] CAUTION: This email originated from outside of the organization. Do not click links or open attachments unlessyou recognize the sender and know the content is safe. Dear Mayor Welner, Vice Mayor Ryan, and Council Members Fredericks, Griffin and Thier, I am writing to you as a member of the local Tiburon Climate Action Committee who has worked on developingrecommendations for strengthening the update of the Town's Climate Action Plan. In reviewing both the earlierCAP draft and this latest one, I am very pleased to see so many of our recommendations included and the new CAPdraft improved in a variety of ways. As a researcher and program evaluator, I am especially appreciative of the detailed Implementation Table inAppendix B. Thank you for all the work that went into creating that. Now, we need a way to ensure that it is closelymonitored and updated. For that reason, I strongly urge you to adopt our climate group's recommendation that ashared position of Sustainability Coordinator for Tiburon and Belvedere be established, similar to what was done bySan Anselmo and Fairfax. These are two small but wealthy towns that surely have the resources to share the cost forsuch a position. They are also two towns that are extremely vulnerable to sea level rise and have a driving self-interest in creating and implementing an ambitious and aggressive Climate Action Plan. Knowing how stretchedand overworked Tiburon's existing staff already are, we need someone charged with overseeing the new CAP andmaking sure we reach or (better yet) exceed our goals and targets. So I ask you to commit to negotiating with our neighbor Belvedere to establish and share the cost of a SustainabilityCoordinator who can drive implementation of our new CAP --- and hopefully preserve our two exceptional towns. Thank you very much,John W. Thomas, Ph.D From:Greg Chanis To:Lea Stefani Subject:FW: Request to Forward to Council Members for June 15th Meeting Date:Wednesday, June 15, 2022 4:07:44 PM Email for tonight's meeting? Greg Chanis, Town Manager Town of Tiburon 1505 Tiburon Boulevard Tiburon, CA 94920 / (415) 435-7383 -----Original Message----- From: Sharon Farrell <sharonfarrell2003@yahoo.com> Sent: Wednesday, June 15, 2022 3:37 PM To: Greg Chanis <gchanis@townoftiburon.org> Cc: judymarinsierra@gmail.com Subject: Request to Forward to Council Members for June 15th Meeting [You don't often get email from sharonfarrell2003@yahoo.com. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ] CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear Mr. Chanis, This email is a follow up to my open mic comments made during the Tiburon Council meeting on May 18th. **Please forward this email to Mayor Welner and the Town Council to be considered at this evening’s council meeting while addressing your climate action report. Thank you, Sharon Farrell /Sierra Club Marin Exec. Committee We encourage the council to update the Tiburon tree ordinance as it relates to labeling the Coast Redwood as “undesirable” and change their classification to “protected” so that it reflects contemporary research and science. A recently released, long-term study by Humboldt State University confirms the exceptionally large role that redwood trees play to address climate change. The research demonstrates that old-growth - coast redwoods store more carbon than any other tree type. These findings bolster more than 10 years of research, confirming the massive carbon storage in old-growth redwoods. We need to protect our redwoods for carbon sequestration. While we commend the town of Tiburon for their leadership in looking at specific actions to attenuate the effects of climate change, we urge you to remember that protecting your mature trees, especially the redwoods, remains a useful, practical and a relatively low maintenance method that yields the benefits in line with your own goals. Given that climate change has become increasingly central to all decision-making, including the role of sequestration by trees in reducing greenhouse gases, and given that 50-year-old redwood trees are now known to be one of our premier sequesters of carbon (estimated to absorb 1,402 pounds of greenhouse gas every year), we request that Tiburon’s 1991 classification of redwood trees as “undesirable” be updated. Redwood trees, especially those that are 50 years or more in age or that exceed 60” in circumference as measured 24” from the ground, should be classified as “protected” rather than “undesirable” by the Town of Tiburon in its Municipal Code. Given the ongoing removal of these precious trees, we request that this re-classification be enacted without any further delay. We appreciate your recognition of the importance of carbon sequestration. However, we request that you focus your attention on the requested reclassification of the redwood trees to “protected.” Already too many older redwoodtrees in the town of Tiburon have been removed and the carbon sequestration benefits lost forever. Thank you for your time and consideration. B-1 APPENDIX B: IMPLEMENTATION TABLE The work plan in Table B-1 contains information to support staff and community implementation of the measures to effectively integrate them into budgets, the capital improvement program, and other programs and projects. The headings included in Table B-1 are defined as follows: Code: The abbreviation that is used to refer to the strategy in the CAP. Strategy/Action: The strategy language used to guide actions and the specific actions that will be used to implement the strategy. Lead Department: The lead City department, division, or office responsible for implementing the measure. Note: Some actions may require involvement and collaboration by more than one department, division, or office. The Town Manager may assign or re-assign responsibilities, as necessary. • ADMIN (Town Manager) • PLN (Planning & Building) • PW (Public Works) • TBD (To Be Determined as Assigned by Town Manager) Time Frame: The year by which a measure should be effective by year’s end. For a measure to be effective, the necessary programs and efforts should be active, and any infrastructure or other capital improvements should be in place. Once effective, many measures will continue through 2030, so they do not have end dates. Time frames for effectively setting up the measures are described as follows: • Ongoing (continuation of an action that has been implemented) • Near-Term (by 2023) • Mid-Term (by 2025) • Long-Term (by 2030) Town Staff Time: The estimated cost to the Town (in staff hours) to complete implementation of the measure, identified as follows: • Low (less than 80 hours) • Medium (80–500 hours) • High (more than 500 hours) GHG Reductions (MTCO2e): Amount of GHG emissions reduced by 2030. If no amount is identified, either additional information is needed to quantify a GHG reduction amount or the action is supportive of another action, as described in the CAP. Key Metrics: Targets and datapoints that the Town will use to track progress and measure success. B-2 TABLE B-1: IMPLEMENTATION TABLE CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS LOW CARBON TRANSPORTATION LCT-C1 Zero Emission Vehicles. Take actions that will result in at least 35% of passenger vehicles in the Tiburon to be zero emission vehicles (ZEVs), including plug- in electric vehicles (EVs) and hydrogen fuel cell electric vehicles, by 2030. Actions include: 5,663 Rate of ZEV adoption in Tiburon and Marin County. Target is 35%. 1. Support development of a countywide EV plan that can be adopted by all Marin jurisdictions that identifies strategies to accelerate EV adoption. The plan should identify the number and type of chargers needed in each jurisdiction to achieve a minimum 35% ZEV penetration target; potential locations for public, workplace, and multi-family charging; best practices for charging station siting, installation, and signage; and model code language and guides for permit streamlining and charging infrastructure requirements. PLN/PW Near-Term Low 2. Work with PG&E, MCE, Transportation Authority of Marin, and other entities to identify multifamily and workplace charging PLN/PW Near-Term Low B-3 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS sites appropriate for available incentive programs. 3. Pursue opportunities to expand the Town’s EV charging network by identifying suitable Level 2 and Level 3 DC fast charging locations and considering innovative programs, such as streetlight and curbside charging to serve those who do not have access to home charging. PW Near-Term Medium 4. Encourage and facilitate new electric vehicle charging stations in existing public and commercial parking lots. PW/PLN Near-Term Low 5. Provide directional signage to public EV chargers on local streets and, as appropriate, from state highways. PW Near-Term Medium 6. Work with the Transportation Authority of Marin (TAM), MCE, the California Energy Commission (CEC) and other entities to provide technical assistance and incentives, such as rebates, for multi-family and workplace charging sites. PLN/PW Near-Term Low 7. Participate in a countywide effort by MCE, Pacific Gas & Electric (PG&E), and others to provide rebates for new or used electric vehicles. PLN/PW Near-Term Low 8. As the Town’s Green Building Ordinance is updated, require new and remodeled single-family, multi- family and commercial projects to install electrical service, add conduits PLN Near-Term Medium B-4 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS and chargers, as appropriate, for potential electric vehicle use beyond state standards. 9. Participate in regional efforts and grant programs to encourage widespread availability of EV charging stations. PLN / PW Near-Term Low 10. Participate in programs to promote EV adoption, including "Drive an EV" events and other media and outreach campaigns. ADMIN / PLN Near-Term Low 11. Encourage or require, as practicable, ride hailing and delivery service companies to utilize zero emission vehicles. ADMIN / PLN Near-Term Low 12. Promote adoption of electric bicycles, scooters, and motorcycles. PLN / PW Near-Term Low LCT-C2 Bicycling and Micromobility Encourage bicycling and micromobility as an alternative to vehicular travel. 71 Complete projects identified in the Town’s General Plan and Bicycle and Pedestrian Master Plan. 0.03 miles of Class IV bike paths and 1.61 miles of Class II bike lanes constructed between by 2030. 1. Promote bicycling and micromobility, including e-bikes, electric scooters, and electric skateboards, through outreach channels and partner agencies. PLN / PW Near-Term Medium 2. Establish and maintain a system of bicycle facilities that are consistent with the Tiburon Bicycle and Pedestrian Master Plan and “complete streets” policies. PW Long-Term High B-5 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS 3. Implement the Tiburon Bicycle and Pedestrian Master Plan’s recommendations to support and expand bicycling. PW Long-Term High 4. Update the Tiburon Bicycle and Pedestrian Master Plan to support the use of e-bikes, electric scooters, and electric skateboards, including easily accessible charging stations for them. PW Long-Term Medium LCT-C3 Walking. Encourage walking as an alternative to vehicular travel. 13 Complete projects identified in the Town’s Bicycle and Pedestrian Master Plan and complete streets policies. 2% reduction in VMT for vehicle trips that start and end in Tiburon by 2030 1. Establish and maintain a system of pedestrian facilities that are consistent with the Tiburon Bicycle and Pedestrian Master Plan and “complete streets” policies. PW Long-Term High 2. Implement the Tiburon Bicycle and Pedestrian Master Plan’s recommendations to support and expand walking. PW Long-Term High LCT-C4 Safe Routes to School. Continue to support the Safe Routes to School Program and strive to increase bicycling, walking, carpooling (especially in a ZEV), and taking public transit to school. 48 Reduce school trips in family vehicle 29%, from an average of 50% to 35%. 1. Work with TAM and other organizations to promote school and student participation. ADMIN / PW Short-Term Low B-6 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS 2. Identify issues associated with unsafe bicycle and pedestrian facilities between neighborhoods and schools, apply for Safe Routes to School grants, and execute plans to improve pedestrian and bicycle facilities. PW Long-Term High LTC-C5 Public Transit. Support and promote public transit by taking the following actions: 68 33% of Marin Transit and Golden Gate Transit buses will be electric by 2030 and the remaining use renewable diesel. 1. Work with Marin Transit and Golden Gate Transit to maximize ridership through expansion and/or improvement of transit and ferry routes, schedules, and services. ADMIN / PW Mid-Term Medium 2. Support a “Yellow School Bus” program and student use of regular transit to reduce school traffic. ADMIN / PW Near-Term Low 3. Encourage transit providers, including school buses, to use renewable diesel as a transition fuel and to purchase electric buses whenever replacing existing buses. ADMIN/PW Near-Term Low LCT-C6 Employee Trip Reduction. Reduce vehicle miles traveled commuting to work through the following actions: 11 Number and % of employers subject to requirement that are providing transportation demand programs to 1. Work with Transportation Authority of Marin (TAM), the Metropolitan Transportation Commission (MTC), ADMIN / PLN Near-Term Low B-7 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS and the Bay Area Air Quality Management District (BAAQMD) to promote transportation demand programs to local employers, such as rideshare matching programs, vanpool incentive programs, emergency ride home programs, telecommuting, transit use discounts and subsidies, showers and changing facilities, bicycle racks and lockers, and other incentives to use transportation other than single occupant vehicles. employees. Target is 100%. 2. Embark on a behavior change and educational campaign to encourage employees to reduce vehicle trips. ADMIN / PLN Near-Term Medium 3. Work with TAM on developing a county-wide Transportation Demand Management Program to encourage trip reduction throughout County. ADMIN / PLN Near-Term Low LTC-C7 Vehicle Idling. n/a Projects completed. Outreach materials developed; type and frequency of outreach. Encourage drivers and autonomous vehicles to limit vehicle idling through public outreach and engagement campaigns. ADMIN Near-Term Low LCT-C8 Smart Growth Development. Promote land use and development policies that prioritize infill housing and mixed-use development near commercial services and transit facilities. PLN Near-Term High n/a Updated Housing Element B-8 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS LCT-C9 Zero Emission Landscape Equipment. Encourage the use of electric landscape equipment instead of gasoline-powered equipment in commercial areas. Gas- powered leaf blowers and trimmers are currently prohibited in residential areas. 55 50% of landscape equipment is electric by 2030. 1. Consider offering an incentive for businesses to use zero emission landscape equipment such as a rebate on equipment purchases or discount on business license fees. ADMIN Mid-Term Medium 2. Explore building code modifications to support zero emission landscape equipment. PLN Mid-Term Medium LCT-M1 Zero Emission Town Vehicles. Purchase or lease zero-emission vehicles for the Town fleet whenever feasible and when not, the most fuel-efficient models available. Strive to achieve a 100% electric light duty vehicle fleet by 2030. ADMIN / PW Long-Term Medium 43 All light-duty vehicles in Town’s fleet are zero emission by 2030. LCT-M2 Low Carbon Fuels. Use low-carbon fuel such as renewable diesel as a transition fuel in the Town's fleet and encourage the Town's service providers and joint powers agencies to do the same until vehicles are replaced with zero-emissions vehicles. ADMIN / PW Near-Term Low 10 100% of diesel use is replaced with renewable diesel by 2030. LCT-M3 Town Employee Commute. Provide Town employees with incentives and/or reduce barriers to drive electric vehicles and use alternatives to single occupant auto commuting, such as discounted EV charging, transit and e-bike discounts and subsidies, bicycle facilities, showers ADMIN Near-Term Medium 6 5.6% reduction in employee commute VMT by 2030. B-9 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS and changing facilities, ridesharing services, vanpools, emergency ride home service, flexible schedules, and telecommuting when practicable. LCT-M4 Municipal Zero Emission Landscape Equipment and Small Off-Road Engines. Replace gas-powered leaf blowers, mowers, brush cutters, hedgers, saws, and other landscape equipment and small off-road engines, including generators and pressure washers, with zero emission equipment. PW Long-Term Medium 9 Replace all small off- road equipment with electric versions by 2030. RE-C1 Renewable Energy Generation and Storage. Accelerate installation of residential and commercial solar and other renewable energy systems and energy storage systems. 195 Solar energy installations continue to grow by an average of 163 KW DC each year through 2030. 1. Provide permit streamlining and reduce or eliminate fees, as feasible. 2. Update building codes, development codes, design guidelines, and zoning ordinances, as necessary, to facilitate small and medium-scale installations. PLN Near-Term Low 3. Encourage installation of solar panels over parking areas on commercial projects, public buildings such as schools and the Tiburon Library, and large-scale residential developments through ordinance, engagement campaigns, and/or agency incentives. PLN Mid-Term Medium B-10 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS 4. Identify and promote financing and loan programs for residential and non-residential projects. ADMIN/PLN Near-Term Low 5. Encourage installation of battery storage in conjunction with renewable energy generation projects through outreach and partner agency incentives. ADMIN/PLN Mid-Term Low 6. Encourage the use of non-fossil fuel generators now and adopt an ordinance phasing out the acquisition and use of fossil-fuel generators. ADMIN/PLN Mid-Term Medium 7. Collaborate with the County, Marin jurisdictions, agencies, and organizations, as appropriate, to study opportunities and specific action steps for expansion of rooftop solar and battery storage. ADMIN/PLN Mid-Term Low RE-C2 GHG-Free Electricity. Encourage residents and businesses to switch to 100 percent renewable electricity (MCE Deep Green, MCE Local Sol, and PG&E Solar Choice) through engagement campaigns and partner agency incentives and work with MCE Clean Energy to assure that it reaches its goal to provide electricity that is 95 percent GHG-free by 2022. Target 15% of the electricity load to be Deep Green in 2030. ADMIN Near-Term Low 949 MCE Light Green electricity is 95% GHG- free by 2022 and MCE continues to provide a Deep Green 100% GHG-free alternative. 15% of MCE load is Deep Green, up from 5.7% in 2018. B-11 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS RE-C3 Building and Appliance Electrification. Accelerate electrification of building systems and appliances that currently use natural gas, including heating systems, hot water heaters, stoves, and clothes dryers. 1. Explore opportunities to continue existing rebate programs, such as Electrify Marin and BayREN, and promote them to the community by illustrating the financial and health benefits of electrification. ADMIN Near-Term Low 41 7 cooktops, 10 water heaters and 20 heating systems are replaced with electric versions by 2030. 2. Study alternatives and draft regulations for Council consideration that requires homeowners and landlords to replace natural gas appliances, such as water heaters, stoves, cooktops, clothes dryers, and heating systems with high-efficiency electric appliances at time of replacement where feasible. Educate the public about the health hazards of owning and operating natural gas appliances and available incentives and rebates to replace them. PLN Mid-Term Medium 977 24% of residential water heaters, 19% of residential cooktops, and 12% of residential dryers are replaced with high efficiency electric appliances. 3. Prohibit the use of natural gas end uses in new residential buildings in the Town’s green building ordinance that aligns with the 2022 California Building Standards code update. Extend the same prohibition to new nonresidential buildings in the 2025 code cycle, if not earlier. PLN Near and Mid-Term Medium 512 Ordinance adopted. B-12 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS 4. Collaborate with the County’s work to update the Green Building Code and develop a model ordinance that all Marin jurisdictions can utilize in establishing requirements for new residential, multi-family, and commercial buildings and remodels and renovations be all-electric, thereby creating consistency across all jurisdictions. PLN Near-Term Medium RE-C4 Innovative Technologies. Investigate and pursue innovative technologies such as micro-grids, battery storage, and demand-response programs that will improve local resilience and the electric grid’s resiliency and help to balance demand and renewable energy production in cooperation with local and regional partners such as MCE and PG&E, as feasible. 1. Build upon best practices identified by Drawdown Marin/Marin CAN, such as the Marin microgrid project at the Fairfax Pavilion and develop a study on opportunities to create solar-powered resilience microgrids with battery storage for community use that would remain powered during an electric grid outage. ADMIN / PLN & PW Mid-Term Low to High n/a Projects identified and completed. RE-M1 Municipal 100% Renewable Electricity 0 Actions taken. 1. Install solar energy systems at municipal buildings and facilities PW Long-Term High B-13 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS where feasible and investigate and pursue innovative technologies such as battery storage and demand response programs. 2. Where feasible, replace natural gas appliances/equipment with electric and electrify all Town buildings and facilities, where feasible. PW Long-Term High 3. Continue to purchase 100% renewable energy for Town buildings, facilities, and vehicles through programs such as MCE Deep Green. ADMIN Ongoing Low EE-C1 Energy Efficiency Programs. Promote and expand participation in residential and commercial energy efficiency programs. 2,130 Electricity and natural gas consumption is reduced an average of 1% per year between 2018 and 2030. 1. Work with organizations and agencies such as the Marin Energy Watch Partnership, the Bay Area Regional Network, MCE, Resilient Neighborhoods, and the Marin Climate & Energy Partnership to promote and implement energy efficiency programs and actions. 2. Continue and expand participation in energy efficiency programs as they become available. 3. Promote utility, state, and federal rebate and incentive programs. 4. Participate and promote financing and loan programs for residential and non-residential projects such as Property Assessed Clean Energy ADMIN/PLN Near-Term Medium B-14 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS (PACE) programs, PG&E on-bill repayment, and California Hub for Energy Efficiency Financing (CHEEF) programs. EE-C2 Energy Audits and Retrofits. Investigate requiring energy audits for residential and commercial buildings at time of sale or major remodel. Requirements could include identification of electrification and energy efficiency opportunities and supporting programs could connect building owners to potential rebates and financing options. PLN Mid-Term Medium 2 34 housing units implement energy efficiency projects between 2025 and 2030 due to ordinance requiring energy audits at time of sale. EE-C3 Cool Pavement and Roofs. Use reflective, high albedo material for roadways, parking lots, sidewalks, and cool roofs to reduce the urban heat island effect and save energy. n/a Actions taken. 1. Evaluate the use of high albedo pavements when resurfacing Town streets or re-roofing Town facilities. PW Near-Term Medium 2. Adopt mandatory building code measures to require new development to use high albedo material for driveways, parking lots, walkways, and patios, and cool roofing. PLN Near-Term Medium 3. Maintain and expand the use of urban tree cover for street-level temperature reduction. PW Near to Long-Term Medium B-15 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS EE-C4 Green Building Reach Code. 1. Adopt a green building ordinance for new and remodeled commercial and residential projects that requires green building methods, materials, and efficiency above the State building and energy codes. 2. Consider adoption of low embodied- carbon concrete standards similar to those adopted by the County. PLN Near and Mid-Term Medium n/a Code amendments adopted. EE-C5 Streamline Permit Process and Provide Technical Assistance. Analyze current green building permit and inspection process to eliminate barriers and provide technical assistance to ensure successful implementation of green building requirements. Work countywide to make it easier for contractors and building counter staff to simplify applications and identify incentives. PLN Near-Term Medium n/a Actions taken. EE-C6 Sustainable Building Materials Study alternatives and draft regulations that require use of Forest Stewardship Council certified material in new constructions, major remodels, and outdoor use and that prohibit use of non- certified old-growth and other materials. PLN Mid-Term Medium n/a Action taken. EE-M1 Public Lighting. Replace remaining inefficient street, parking lot, and other outdoor lighting with LED fixtures. PW Long-Term High 0 Convert 268 streetlights to LED by 2030. B-16 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS EE-M2 Energy Efficiency Audit and Retrofits in Town Buildings and Facilities. Work with the Marin Energy Management Team to identify and implement energy efficiency projects in municipal buildings and facilities and electrification of existing building systems and equipment that use natural gas. PW Near-Term Medium 2 Complete energy efficiency projects by 2030: 1) Install energy- efficient lighting at Town Hall and Police Station; 2) replace heat pumps in Police Station; 3) install vending machine controller; 4) install window film or shade screens in Town Hall. EE-M3 Energy Conservation in Town Buildings. Reduce energy consumption through behavioral and operational changes. a. Establish energy efficiency protocols for building custodial and cleaning services and other employees, including efficient use of facilities, such as turning off lights and computers, thermostat use, etc. b. Incorporate energy management software, electricity monitors, or other methods to monitor energy use in municipal buildings, where feasible. ADMIN / PW Near-Term Medium 1 Reduce energy use in municipal buildings by 5%. WR-C1 Commercial Organic Waste. Work with Zero Waste Marin, the Town’s waste hauler, and nonprofits such as Extra Food to divert commercial organic waste from the landfill through recycling, composting, and participation in waste- to-energy and food recovery programs. PW Ongoing Medium 149 Outreach to covered businesses. 30% are correctly sorting and disposing all organic waste. B-17 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS a. Conduct outreach and education to businesses subject to State organic waste recycling mandates (AB 1826 and SB 1383) and encourage or enforce compliance with the law. ADMIN Ongoing Medium b. Refer new and major remodel commercial and multi-family residential project proposals to the Town's waste hauler for review and comment and require projects to provide adequate waste and recycling facilities and access as feasible. PLN Ongoing Low c. Encourage and facilitate commercial and multi-family property owners to require responsible use of on-site recycling facilities in lease and rental agreements and to train and regularly evaluate janitorial, landscape, and other property management services. ADMIN/PW Ongoing Low d. Assess capacity of existing food recovery programs, expand existing food recovery infrastructure if needed, monitor commercial generators for compliance, and conduct education and outreach. ADMIN/PW Near-Term Medium WR-C2 Residential Organic Waste. Work with Zero Waste Marin, the Town’s waste hauler, and other organizations to educate and motivate residents to utilize curbside collection services and home composting for food waste. ADMIN Ongoing Medium 494 50% diversion of residential organic waste. B-18 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS WR-C3 Construction & Demolition Debris and Self-Haul Waste. 52 75% diversion of C&D waste. 1. Require all loads of construction & demolition debris and self-haul waste to be processed for recovery of materials as feasible. PLN Ongoing 3. Investigate creation of an ordinance requiring deconstruction of buildings proposed for demolition or remodeling when materials of significant historical, cultural, aesthetic, functional or reuse value can be salvaged. PLN Mid-Term Medium WR-C4 Mandatory Waste Diversion. Adopt an ordinance requiring all commercial and residential accounts to subscribe to and fully participate in waste diversion activities, including recycling and organics collection provided by the Town’s waste hauler. Consider including phased implementation of the ordinance, penalties, and practical enforcement mechanisms. ADMIN Near-Term Medium 545 Increase commercial AB1826 compliance rate to 50% and increase residential organic waste diversion rate to 80% by 2030. WR-C5 Waste Processing Franchise Agreement and Infrastructure. 1. Review and revise the Town’s franchise agreement with its waste hauler to ensure adequate recycling and composting capacity is available and waste reduction and diversion targets are met. 2. Ensure organic waste collection service (including green waste, food ADMIN Long-Term High 519 Increase diversion rate of recoverable organic waste to 95% by 2030. B-19 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS waste, fibers, and manure) that complies with SB 1383 regulations is provided to all residents and businesses. 3. Conduct a feasibility study (including cost estimate and estimated GHG reduction metrics) and consider investing in new solid waste processing infrastructure to remove recoverable materials (recycling and organics) from the waste stream and reduce contamination. 4. Require regular residential and commercial waste audits and waste characterization studies to identify opportunities for increased diversion and to track progress in meeting targets. WR-C6 Extended Producer Responsibility. 1. Encourage the State to regulate the production and packaging of consumer goods and take-back programs. 2. Encourage on-demand product and food delivery services to reduce packaging waste and investigate requirements and incentives for same through ordinance and/or engagement campaigns. ADMIN Medium- Term Low n/a Actions taken. WR-C7 Inorganic Waste. n/a Actions taken. B-20 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS 1. Promote reuse, repair, and recycling of inorganic materials, and encourage reduced use of packaging and single use items through engagement campaigns. ADMIN Near-Term Low 2. Consider adopting a Reusable Foodware Ordinance. ADMIN Near-Term Ordinance is being considered by Town Council Medium WR-M1 Waste from Town Operations. Increase opportunities to reduce waste at Town facilities. 1. Embark on an educational and social marketing-based campaign to increase recycling, composting, reuse, and waste reduction at Town facilities. 2. Conduct periodic waste audits of Town facilities to understand where opportunities for increased diversion lie and to track progress. ADMIN/PW Near-Term Medium 24 75% of recoverable organic waste currently landfilled is diverted by 2030. WC-C1 Community Water Use. Reduce indoor and outdoor water use in residential and commercial buildings and landscaping. 1. Work with the water district and other organizations to promote water conservation programs and incentives. 2. Educate residents and businesses about local and State laws requiring PLN Ongoing Low 1 1% annual water consumption reduction. B-21 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS retrofit of non-compliant plumbing fixtures during remodeling and at resale. 3. Ensure all projects requiring building permits, plan check, or design review comply with State and water district regulations. 4. Encourage the installation of greywater and rainwater collection systems and the use of recycled water where available through ordinance and/or engagement campaigns. WC-M1 Municipal Water Use. Reduce indoor and outdoor water use in municipal facilities and operations. 1. Replace high water use plants and inefficient irrigation systems with water-efficient landscaping. 2. Replace inefficient plumbing fixtures with high-efficiency fixtures. PW Ongoing Medium 0 12% reduction in water use. 3. Use recycled water as available and practicable for parks and outdoor landscaping. PW Long-Term High SA-C1 Urban Forest. Increase carbon sequestration and improve air quality and natural cooling through expansion and enhancement of green spaces and increasing appropriate (e.g., native, drought-resistant, fire resilient) tree cover, other vegetation, and healthy soils in Tiburon. n/a Action taken. 1. Plant and maintain additional trees on Town-owned land, including public PW Long-Term Medium B-22 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS parks, open space, medians, and rights of way, where feasible. 2. Review parking lot landscape standards to maximize tree cover, size, growth, and sequestration potential. 3. Regulate and minimize removal of large (heritage) trees and require planting of replacement trees and/or fees to support mitigation planting in Tiburon’s parks and open space areas. PLN Near- Term/ongoin g Low 4. Require that the site planning, construction, and maintenance of new development preserve existing healthy trees and native vegetation on site to the maximum extent feasible. Replace trees and vegetation not able to be saved with native/appropriate species. PLN Ongoing Medium 5. Encourage community members to plant native/appropriate trees on private land. Consider creating a tree giveaway event or providing lower- cost trees to the public through a bulk purchasing program. ADMIN/PLN/PW Mid-Term Medium 6. Encourage the creation of no-till community gardens and healthy soil management on public lands by community groups and private lands by individual homeowners. ADMIN/PLN/PW Mid-Term Medium 7. Provide information to the public, including landscape companies, gardeners, and nurseries, on carbon ADMIN/PLN Near-Term Medium B-23 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS sequestration rates, drought tolerance, and fire resistance of different tree species and vegetation, as well as healthy soil management. 8. Collaborate with fire agencies and Marin County Open Space District, Marin Municipal Water District, and private property owners, to manage fire-prone trees and invasive species in the open space for forest health, water cycling, soil organic matter, and reduction of fuel load. ADMIN/PLN Near-Term Medium 9. Require new development, redevelopment, and infrastructure projects to implement best management practices as feasible, including low-impact development techniques, the minimal use of non- pervious surfaces in landscape design, and the integration of natural features into the project design, to naturally filter and biodegrade contaminants and to minimize surface runoff into drainage systems and creeks. PLN/PW Ongoing Low SA-C2 Carbon Sequestration. Increase carbon sequestration in developed landscapes and open/natural areas. n/a Actions taken. 1. Encourage and support composting to develop healthy, carbon-rich soils. PLN & ADMIN Near-Term Low 2. Manage trees and invasive species in the open space for forest health, water cycling, and PW / PLN Long-Term High B-24 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS organic soil matter, as well as reduction of fuel load. 3. Work with the County to explore opportunities for carbon drawdown in aquatic environments, such as tidal wetlands, gullies, and bay. SA-C3 Carbon Offsets. Reduce the impact of greenhouse gas emissions through the purchase of carbon offsets. 1. Identify and partner with local non- profit organizations and/or businesses that actively sequester carbon in their activities (e.g., climate-smart habitat restoration or regenerative agriculture like the Marin Carbon Project) to promote a carbon offset program. 2. Encourage community members to purchase high quality carbon offsets that have been vetted and can be verified by credible authorities or organizations to reduce their carbon footprint through engagement campaigns. 3. Consider partnering with a local non- profit organization to promote an effective and reliable carbon offset program. 4. Focus on offsetting emissions that are difficult to mitigate otherwise, such as airplane travel. ADMIN Mid-Term Medium n/a Actions taken. B-25 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS SA-C4 Building Materials Decrease GHG emissions associated with building materials and increase the use of building materials with the highest potential for carbon storage. 1. Encourage use of sustainable, climate-friendly building materials that store more carbon dioxide than is released in their production, through agency partnerships and engagement campaigns. PLN Mid-Term Low n/a Outreach materials developed; type and frequency of outreach. CE-C1 Community Education. Work with community-based organizations, such as Resilient Neighborhoods, to educate and motivate community members to start or continue to reduce GHG emissions in their homes, businesses, transportation mode choices, and other activities, and increase community resilience through community-building activities. ADMIN / PLN Near-Term Low n/a Actions taken. Type and frequency of outreach. CE-C2 Community Outreach. Implement a communitywide public outreach and behavior change campaign to engage residents, businesses, and consumers around the impacts of climate change and the ways individuals and organizations can reduce their GHG emissions and create a more sustainable, resilient, and healthier community. Emphasize and encourage citizens' involvement in reaching the community's climate goals, including innovative means of tracking milestones and comparing Tiburon's performance with other ADMIN / PLN Mid-Term Medium n/a Actions taken. Outreach materials developed; type and frequency of outreach. B-26 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS communities and with state, national, and global benchmarks. 1. Conduct outreach to a wide variety of neighborhood, business, educational, faith, service, and social organizations. 2. Inform the public about the benefits of installing energy and water efficient appliances and fixtures, electrifying homes and commercial buildings, installing solar energy systems, and purchasing 100% renewable electricity. 3. Inform the public about the benefits of using carbon-free and low-carbon transportation modes, such as driving electric vehicles, walking, bicycling, taking public transportation, and ridesharing. 4. Partner with MCE, PG&E, MMWD, Mill Valley Refuse, Transportation Authority of Marin, Marin Transit, Golden Gate Transit, and other entities to promote available financing, audits, rebates, incentives, and services to the Tiburon community. 5. Utilize the Town's website, newsletter, recognition programs, and other forms of public outreach. 6. Participate in countywide outreach and education efforts, such as Drawdown Marin. ADMIN/PLN Ongoing Medium B-27 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS CE-C3 Advocacy. Advocate at the regional, state, and federal levels for policies and actions that support the rapid transition to GHG-free energy sources, electrification of buildings and the transportation fleet, and other impactful measures to rapidly reduce greenhouse gas emissions. ADMIN Long-Term Low n/a Actions taken. CE-C5 Green Businesses. Encourage local businesses to participate in the Marin County Green Business Program. ADMIN Near-Term Low n/a Number of participating Tiburon businesses. CE-C5 Innovation and Economic Development Participate in local economic development and innovation working groups to explore public-private partnerships and to develop ways to decarbonize the local economy while spurring sustainable enterprise and equitable employment. ADMIN Mid-Term Low n/a Actions taken. IM-C1 Annual Monitoring. Monitor and report on the Town’s progress annually. Create an annual priorities list for implementation using the Implementation Table in Appendix B. PLN Near-Term/ annually Medium n/a Progress reports and priorities list. IM-C2 Update GHG Emissions Inventories. Update the greenhouse gas emissions inventory for community emissions annually. PLN Near-Term/ annually Low n/a GHG emissions inventory reports. IM-C3 Funding Sources. Identify funding sources for recommended actions, and pursue local, regional, state, and federal ADMIN / PLN Long-Term High n/a Funds secured. B-28 CODE STRATEGY/ACTION LEAD DEPARTMENT/ OFFICE TIME FRAME TOWN STAFF TIME GHG REDUCTION (MTCO2e) KEY METRICS grants as appropriate. Investigate creation of a local carbon fund or other permanent source of revenue to implement the Climate Action Plan. IM-C4 Update the Climate Action Plan. Update the Climate Action Plan regularly to incorporate new long-term reduction targets and strategies to meet those targets. PLN Long-Term Medium n/a Updated plan. IM-C5 Project Compliance Checklist Develop a project compliance checklist to used when reviewing development proposals, use permit applications, and building permits to ensure compliance with Climate Action Plan measures. PLN Near-Term Develop checklist and post on website. TOWN OF TIBURON PAGE 1 OF 3 STAFF REPORT To: Mayor and Members of the Town Council From: Community Development Department Subject: Discussion and Consideration of the Inclusion and Rezoning of an Additional Housing Site at 1100-1120 Mar West Street as Part of the Housing Element Update (6th Cycle: 2023-2031) Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY This is an opportunity for the Town Council to review and recommend inclusion of on an additional housing opportunity site at 1100-1120 Mar West Street for the Town’s Housing Element Update. RECOMMENDED ACTION(S) 1. Provide feedback on inclusion and rezoning of 1100-1120 Mar West Street as a housing opportunity site as part of the Housing Element Update (6th Cycle: 2023-2031) Every eight years, the Town, like all local governments, must update its Housing Element to accommodate projected housing needs and address new State legislation. The Housing Element addresses a range of housing issues such as affordability, housing diversity, density, and location, and establishes goals, policies, and programs for existing and projected housing needs. The Housing Element must identify how the Town will meet its share of the region’s housing need, called the Regional Housing Needs Allocation, or RHNA, by selecting housing sites and densities that, if developed, would satisfy the RHNA. Tiburon’s RHNA allocation for the 2023-2031 housing element cycle is for 639 housing units. On March 23, 2022, the Planning Commission considered and endorsed staff’s recommendation to rezone five areas to allow residential use and/or housing development at higher densities including three Downtown areas (Tiburon Boulevard East, Tiburon Boulevard West, and Main Street), a vacant portion of the Reed School site, and the Cove Shopping Center. On April 20 and 27, 2022, the Town Council reviewed the housing sites selected by the Planning Commission and directed staff to remove the Cove Shopping Center from consideration and increase the residential density on the Boardwalk Shopping Center site (Site 5 in Table 1) and two Beach Road parcels (Site 7). Parcel information of the final site list based on Councils direction are shown in Table 1, with Parcel Maps included as Exhibit 1. TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: DI -1 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 3 Table 1: Housing Opportunity Sites Map ID Site Address Existing Use Parcel size (acres) Proposed Density (du/ac) Housing Unit Capacity 1 1525 Tiburon Blvd Parking lot 0.66 40-45 26-29 2 1535 Tiburon Blvd Chase Bank 0.72 40-45 28-32 3 1601 Tiburon Blvd Bank of America (vacant) 0.57 40-45 22-25 4 4 Beach Rd Parking lot 1.07 40-45 42-48 5 1550 Tiburon Blvd Boardwalk Shopping Ctr. 2.21 40-45 88-99 6 1620 Tiburon Blvd Comm. bldg. 0.27 30-35 26-30 1640/50 Tiburon Blvd Comm. bldg.. 0.60 30-35 7 6 Beach Rd Comm. bldg. and apts.0.41 40-45 53-60 12 Beach Rd Post office 1.00 40-45 8 1199 Tiburon Blvd. Reed School 2.9 * 20-25 58-72 A 1555 Tiburon Blvd Parking lot 0.86 40-45 34-38 B 1599 Tiburon Blvd CVS 1.66 40-45 66-74 C 1600 Tiburon Blvd Former Shark’s Deli 0.39 30-35 11-13 D 1610 Tiburon Blvd. Comm. bldg.. 0.13 30-35 4 E 1660 Tiburon Blvd Comm. bldg. 0.43 30-35 12-15 F 1680 Tiburon Blvd Comm. bldg.. 0.29 30-35 8-10 G 26 Main St./2 Juanita Ln. Theatre and shops 0.43 20-25 8-10 *Vacant portion of 7.5-acre site Note: Unit counts do not include potential density bonuses for specified percentages of affordable units. Subsequent to the Town Council decision on April 27, 2022, the property owner of 1100, 1110, and 1120 Mar West Street contacted the Town and requested that their property be rezoned from Office to high density residential and be included as a housing opportunity site in the Housing Element. The site is made up of three contiguous parcels which combined are 1.36 acres. Each parcel contains a 5,880 square foot office building constructed in 1982. The property owner has stated that the property has been difficult to lease for office space especially since Covid -19 and believes this is an excellent housing site. On June 8, 2022, the Planning Commission considered the additional proposed housing site and recommended its inclusion as part of the Housing Element Update (6th cycle: 2023-2031). ANALYSIS The site is an attractive site for housing affordable to lower income households given its size (over ½ acre), proximity to services and transit, and owner interest in redeveloping the site. Staff recommends including the site as a housing opportunity site and rezoning for mixed use with a residential density range of 30-35 units per acre and the ability to redevelop with 100% housing if desired by the property owner. The site would yield 40 to 47 units. A parcel map of the new proposed site (site 9) is shown highlighted in Exhibit 2. It is anticipated that a draft Housing Element will be released for public review in July 2022, and, Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 3 OF 3 following Planning Commission and Town Council review, will be submitted to HCD for its initial review in August 2022. Upon receiving Council direction, the updated housing element opportunity sites inventory and rezoning proposal will be provided to the General Plan environmental consultant to continue work on the General Plan Environmental Impact Report, which will include analysis of traffic impacts. The housing opportunity sites and proposed rezonings will be incorporated into the draft Housing, Land Use, and Downtown Elements. The draft General Plan is expected to be released in the fall of 2022. FINANCIAL IMPACT Staff anticipates no direct fiscal impact to the Town by receipt of this report. CLIMATE IMPACT Staff has determined this action will have no direct climate impact to Tiburon. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). STAFF RECOMMENDATION Staff recommends that the Town Council provide feedback on inclusion and rezoning of 1100-1120 Mar West as a housing opportunity site as part of the Housing Element Update (6th Cycle: 2023-2031). Exhibit: 1. Housing Opportunity Sites 2. Proposed Site Prepared By: Dina Tasini, Director of Community Development EXHIBIT 1 1 2 3 4 A B 5 6 7 C D E F 8 G EXHIBIT 2 9 Tiburon Town Council June 15, 2022 DI-1: General Plan Housing Element Late Mail Requests for Copies: Lea Stefani, lstefani@townoftiburon.org From:carol hartz To:Lea Stefani Subject:Housing Elements Proposal Date:Monday, June 13, 2022 5:26:45 AM You don't often get email from hartzcarol1111@gmail.com. Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. As residents in the Pt Tiburon Lagoon condos, we remain staunchly opposed to the HousingElements Proposal. It places all of the disruption of construction, increased traffic, and elimination of retail (that we use daily) almost entirely on our neighborhood. The remainder of Tiburon bears no burden whatsoever. While we recognize that Tiburon is required by the state to increase housing, this plan is unacceptable in that it is extremely inequitable. We urgeyou to to rethink this whole plan; look for some additional sites and remove some of the proposed sites such as the Boardwalk Shopping Center and the Post Office. As elected leadersof our town, please uphold your duty to do what is best for the community. Regards,Carol and Scott Hartz 43 Lagoon Vista Rd From:Lori Horne To:Lea Stefani Subject:New Housing should not be all placed in our Downtown Area Date:Monday, June 13, 2022 7:16:43 AM [You don't often get email from lori.horne1777@gmail.com. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ] CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. My husband and I are shocked to learn that the Tiburon Town Council is considering tomorrow to build 600+ units in our very special Downtown area. This is a terrible Idea and will ruin one of the best areas of our beautiful small city. Not only will congestion on Tiburon Blvd be almost impossible to navigate, but having hundreds of new residents at the end of the road, will be extremely dangerous in a fire or other Natural disasters. We believe, along with many neighbors, that other sites must be found to spread the New housing equally around the city limits of Tiburon. Thank you for your attention and concern. Lori Horne Resident of Tiburon From:Dorene Curtis To:Lea Stefani Subject:Housing Element Update - June 13 Town Council Meeting Date:Monday, June 13, 2022 9:07:04 AM CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. I have been a resident in downtown Tiburon since 1987, and provided comments on this topic at the previous Town Council meeting as well. I am extremely concerned that it remains the plan of the Town Council to propose re-zoning of a very small area of Downtown Tiburon for high/very high density housing, to become the site for virtually ALL of the 600 + housing units required to be planned for by State law in the next 8 year period. For reasons yet to be explained clearly or consistently in writing, consideration of the Cove, which is much closer to the freeway and located on a 4 lane road, continues to be off the table. The planned allocation inequitably increases the density of the population in downtown area of Tiburon by up to 50% (or much more?) while leaving all other areas (except Reed School) of Tiburon untouched. What is worse is that it increases the population at the tip of a land-locked peninsula that relies on a one lane in and one lane out road already fraught with huge traffic issues. With no studies done to consider the effect of this plan on health and safety, and in particular emergency evacuation, approval of such a plan at this time would frankly be irresponsible, regardless of the current status of State law and the potential penalties. It is my hope and expectation that if the Town of Tiburon proceeds with this plan at this time, it does so only by also reiterating in the Plan the flaws and factual inaccuracies in current law’s basic procedures and assumptions; that the Town continues to reserve and pursue whatever legal rights it has, and continues to seek a safer and more equitable plan for the long run. Thank you, Dorene Sent from my iPad From:edward lederer To:Lea Stefani Subject:Affordable Housing Units Date:Monday, June 13, 2022 3:35:42 PM [You don't often get email from eled2468@sbcglobal.net. Learn why this is important at https://aka.ms/LearnAboutSenderIdentification ] CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.  To Town Council Members We’ve been very disappointed in what we’ve been reading about the direction you are heading in relative to this issue. The negatives to focusing on downtown should be evident to the people who have been elected to look after our best interests. A key one refers to the stated objective of the town over the years to maintain a “village-like” atmosphere. This is a major reason that we selected Tiburon 22 years ago. Our neighbors feel the same way and so do people wanting to move here today. This proposed construction and population increase throws that major benefit out the window and would significantly reduce the value of our homes. If you’ve crept along on Tiburon Boulevard during any so-called rush hour, you have to realize the addition of the traffic your plan brings would make this intolerable, and dangerous, especially in emergency situations. There are plenty of more open spaces available in town where the road has four traffic lanes. The people who elected you expected that your priority would be to the residents of this (to date) beautiful town of ours. We would all be hurt in many ways if it were to be proven otherwise. We look forward to you doing the right thing on our behalf. Kathy and Ed Lederer Point Tiburon Bayside  Sent from my iPad From:Julie Jacobs To:Town; Jon Welner; Jack Ryan; Alice Fredericks; Noah Griffin; Holli Thier Subject:Fwd: Location(s) of additional housing in Tiburon Date:Monday, June 13, 2022 4:42:21 PM Some people who received this message don't often get email from jsj13@aol.com. Learn why thisis important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear members of the Town Council, For the reasons expressed in our previous (attached) email of May 31st, 2022, we continue toobject to the proposed General Housing plan element. It adds to the high density housing siteszoned for downtown Tiburon, which can only be evacuated in an emergency via our 2 laneroad, and does not spread the locations through other sites with emergency access to widerstreets for evacuation, such as the Cove Shopping Center. It is simply not safe or responsibleto proceed in this manner. Please commission and consider a professional study of Emergency evacuation choke pointsbefore proceeding with this proposal. Thank you for your kind consideration. Julie and Seth Jacobs Begin forwarded message: From: JULIE JACOBS <JSJ13@aol.com>Date: May 31, 2022 at 2:33:35 PM PDTTo: town@townoftiburon.org, jwelner@townoftiburon.org,jryan@townoftiburon.org, afredericks@townoftiburon.org,ngriffin@townoftibuton.org, hollithiertiburontowncouncil@gmail.comSubject: Location(s) of additional housing in Tiburon Dear members of the Town Council, We are grateful for your service to our town. We also greatly appreciate MrRyan’s and Ms. Frederick’s efforts and time in reaching out to our HOA at PointTiburon Bayside to discuss the location of additional housing units to meet thestate’s requirements. We believe that Tiburon and Belvedere need more affordable housing, as does allof Marin County. Our entire community would be enriched by new communitymembers who are less privileged and fortunate than most who currently live in Tiburon and Belvedere. Our teachers, police officers, firefighters, EMS, and townstaff, as well as the employees of local businesses, need places to live without long commutes. We are very concerned, however, by the speedy decision to locate all additionalbuilding sites downtown, without more study of public safety, infrastructure, and health considerations. We watched the news and listened in horror to reports ofthe tragic loss of life as residents of Paradise, CA tried to escape the wildfire there, with many being trapped and dying in their homes and cars onoverwhelmed and clogged roads out of town. No one would wish to be responsible for the same thing in Tiburon and Belvedere. Our two lane road outmakes us especially concerned about this. We raised our kids on Upper Cecilia Way, just before Blackfield and the Cove. We did not object to the building of affordable housing for seniors at CeciliaPlace, which was done immediately below our home there. We were grateful that thoughtfully considered affordable housing was being added to our neighborhood. We still own that home and currently lease it out, so we have financial interests in both downtown Tiburon, where we live, and The Cove shopping center area. We cannot understand why the Town Council would decide that downtownshould be the only acceptable location for new housing units. We strongly urge you to reconsider, and make any zoning changes and recommendations to permitbuilding of additional housing units conditional upon the results of a professional study demonstrating that adding the number of households under consideration ineach location would not place residents at peril in case of emergency evacuation, and also would not overburden water, sewer, school, fire, traffic, police and othernecessary services of our town. It is the only responsible way in which to proceed. Members of state and local government cannot wish to make a decisionwhich would put health and safety at risk. Thank you for considering this input, Julie and Seth Jacobs 315 Paradise DriveTiburon, Ca 94920 Also owners of 7 Upper Cecilia Way, Tiburon From:bbmckee McKee To:Lea Stefani Subject:Fw: Affordable Housing Units Date:Tuesday, June 14, 2022 9:03:08 AM You don't often get email from mckeebb1@outlook.com. Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. From: bbmckee McKee <mckeebb1@outlook.com> Sent: Tuesday, June 14, 2022 8:59 AM To: comments@townoftiburon <comments@townoftiburon>; Ed Lederer <eled2468@sbcglobal.net>; Hannah Robertson <hannah@baysideintiburon.com> Subject: Fw: Affordable Housing Units Government at any level can employ tyrannical dictates as they might expect the victims to fold their tents and creep away in submission. Tyranny can and does occur at all levels of POWER, and only those with courage and resolve, with the strength and sense of right in their case will tyranny be opposed. Neither the County nor State governments should be allowed to impress their will on the Town. IT is our town, and we have the right to operate it in the fashion we choose for ourselves. Of course that would employ a Town Council with sufficient understanding that the people of Tiburon have placed them in their positions to maintain our community substantially as it is today and have been for years. We must trust in you to do you jobs you were elected for and refuse the tyranny of those government organizations which wish to claim the authority of taking over OUR TOWN and thereby make you their puppets. Submitted with due respect, William James McKee, Jr. 311 Paradise Drive From: edward lederer <eled2468@sbcglobal.net> Sent: Monday, June 13, 2022 3:35 PM To: comments@townoftiburon.org <comments@townoftiburon.org> Subject: Affordable Housing Units  To Town Council Members We’ve been very disappointed in what we’ve been reading about the direction you are heading inrelative to this issue. The negatives to focusing on downtown should be evident to the people who have been elected to look after our best interests. A key one refers to the stated objective of the town over the years to maintain a “village-like” atmosphere. This is a major reason that we selected Tiburon 22 years ago. Our neighbors feel thesame way and so do people wanting to move here today. This proposed construction and populationincrease throws that major benefit out the window and would significantly reduce the value of ourhomes. If you’ve crept along on Tiburon Boulevard during any so-called rush hour, you have to realize theaddition of the traffic your plan brings would make this intolerable, and dangerous, especially inemergency situations. There are plenty of more open spaces available in town where the road has four traffic lanes. The people who elected you expected that your priority would be to the residents of this (to date)beautiful town of ours. We would all be hurt in many ways if it were to be proven otherwise. We look forward to you doing the right thing on our behalf. Kathy and Ed LedererPoint Tiburon Bayside  Sent from my iPad From:Lori Horne To:Lea Stefani Subject:Fwd: Letter to Town Council Date:Tuesday, June 14, 2022 2:41:50 PM CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Please see my Letter below. Lori Horne Begin forwarded message: From: Lori Horne <lori.horne1777@gmail.com>Date: June 14, 2022 at 6:41:40 PM GMT+2To: coments@townoftiburon.orgSubject: Letter to Town Council To Members of the Town Council: My husband and I are shocked to learn that the Town Council of Tiburon isactually seriously considering the building of hundreds of housing units in our very special Downtown area. We have written before that many of these unitsneed to be placed in other locations in Tiburon. Not only will our wonderful small city be ruinedBy the housing density in the Downtown area, the traffic will be very difficult and dangerous because of too many people living at the end of the road. Thiscould be deadly in an emergency. Please reconsider. Lori and Mark Horne 69 Reed Ranch RoadTiburon From:Kathy and Gerry Silverfield To:Lea Stefani Subject:Housing Element Numbers Date:Wednesday, June 15, 2022 3:39:03 PM You don't often get email from kkgds@yahoo.com. Learn why this is important CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Who and how were the number of housing allocations derived foreach community in California? For example, for Tiburon whocame up with 639 units and the breakdown by income livels andwhat was the algorithm for coming up with the 639 units and thebreakdown by income levels? What is the projected number of individuals in each unit? Inother words, what is the projected increase in population forthe 639 units. Who is doing the projections? What is thepercentage increase to the current population of DOWNTOWNTiburon - not all of Tiburon but just the area where the 639units will be placed? What additional support is needed for supporting the increasein housing units and people and what are the plans forproviding this support? Kathy Silverfield TOWN OF TIBURON PAGE 1 OF 2 STAFF REPORT To: Mayor and Members of the Town Council From: Office of the Town Manager Subject: Consider Adoption of a Resolution Approving the TTBID Program and Authorize Levying and Collecting Assessments on Lodging Establishments within the Tiburon Tourism Business Improvement District (TTBID) for Fiscal Year 2022-23 Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY Council will be holding a Public Hearing and considering adoption of a Resolution authorizing the continuation of the assessments related to the Tiburon Tourism Business Improvement District (TTBID). RECOMMENDED ACTION(S) 1. Hold a public hearing on the proposed Resolution to Collect and Levy Assessments to fund the TTBID Program for Fiscal Year 2022-23. 2. Determine whether there are any public protests to the proposed assessments and TTBID Program. 3. If there is no majority protest, adopt the proposed Resolution to Collect and Levy Assessments to fund the TTBID program. BACKGROUND The Town formed the Tiburon Tourism Business Improvement District (“TTBID”) under Parking and Business Improvement Area Law of 1989 (“Act”). The Act requires the Town to annually approve the TTBID assessments and the activities funded by those funds. The Town has taken the first two steps in that process: • On May 25, 2022, the TTBID Advisory Board approved its Annual Report (The Report), which included information on the TTBID’s past and projected revenues and expenditures and the proposed TTBID Program for the upcoming year. A copy of the Report is attached as Exhibit 1. • On June 1, 2022, the Town Council adopted Resolution No. 18-2022 (“Resolution of Intention”), declaring its intention to levy and collect assessments within the TTBID and to use those assessments to fund the TTBID Program. The Resolution of Intention set these actions for public hearing on June 15, 2022. The Report recommends the Town use the TTBID assessments to continue and expand upon the initiatives started in past year. The Town would use the TTBID assessments to fund a marketing TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: PH-1 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 2 program, in consultation with the TTBID beneficiaries – the Town’s lodging establishments – and other interested parties. ANALYSIS As explained in the report, staff anticipates that the TTBID will begin Fiscal Year 202-23 with a surplus of $77,531 from the prior fiscal year and raise approximately $150,000 in assessment revenue during the upcoming fiscal year. In addition to assessment revenue, the TTBID anticipates receiving $37,500 from the Town of Tiburon, which is a portion of the Transient Occupancy Tax collected by the Town. Staff anticipates the TTBID will expend approximately $200,000 in Fiscal Year 2022-23, with any surplus funds carried over to the next fiscal year (2023-24). The Act requires the Council to hold a public hearing on the proposed assessments and hear any protests from interested parties. In the absence of a protest from businesses that would pay a majority of the proposed assessments, the Council can move forward and adopt the Resolution attached to this staff report as Exhibit 2, continuing the TTBID assessments for the upcoming year. As of this date, the Town has received no protests. I would also note, the assessed parties, the Town’s two lodging establishments, have been very supportive of the TTBID program and are represented on the TTBID Advisory Board. FINANCIAL IMPACT Staff does not expect any new significant financial impact as a result of Council approving staff’s recommendations. The Town will continue to fund the TTBID program from the TTBID assessments and a portion of the Transient Occupancy Tax received by the Town. As before, the Town may retain a 1% allowance to recover its administrative costs. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). RECOMMENDATION Staff recommends that the Town Council: 1. Hold a public hearing on the proposed Resolution to Collect and Levy Assessments to fund the TTBID Program for Fiscal Year 2022-23. 2. Determine whether there are any public protests to the proposed assessments and TTBID Program. 3. If there is no majority protest, adopt the proposed Resolution (Exhibit 2) to Collect and Levy Assessments to fund the TTBID program. Exhibit(s): 1. TTBID Advisory Board Annual Report 2. Draft Resolution Prepared By: Greg Chanis, Town Manager EXHIBIT 1 1 TIBURON TOURISM BUSINESS IMPROVEMENT DISTRICT ADVISORY BOARD REPORT To: Mayor and Members of the Town Council From: TTBID Advisory Board TTBID Funding and Program; Subject: Date: Report of the TTBID Advisory Board report Recommendation to Approve Report June 1, 2022 I. BACKGROUND The Tiburon Town Council (the Council) formed the Tiburon Tourism Business Improvement District (“TTBID”) in 2007. The impetus behind that action was the request from Town’s two hotels, the Lodge at Tiburon and the Water’s Edge, to join the Marin County tourism promotion effort, which is administered by the Marin County Visitors Bureau (“MCVB”). The TTBID originally imposed assessments of 1% of gross hotel revenue. In 2011, the Town raised the amount of the assessment from 1% to 2% of gross hotel revenue, also at the hotels’ request. Initially, the Town contracted with MCVB to administer the Town’s TTBID program. In 2013, the Town re-directed the funds to a locally based business improvement effort that would focus on the specific attractions of the Tiburon peninsula. In 2014, Destination Tiburon, a nonprofit public benefit corporation was formed to implement the TTBID program. The Town must also comply with the procedural laws governing business assessment districts. Those procedural laws require an annual assessment process that begins with the TTBID Advisory Board’s (the Board) preparing this report for the Council approval. II. TTBID Program A. Procedural Requirements. The Town created the TTBID in 2007 pursuant to the Parking and Business Improvement Area Law of 1989, Section 36500 et seq. of the California Streets and Highways Code (the “Act”). The Act requires the Board to prepare an annual report containing the following information: 1. The improvements and activities to be provided for the upcoming fiscal year, i.e., the business improvement program. 2. An estimate of the cost of the business improvement program for that fiscal year. 3. The method and basis of levying the assessment in sufficient detail to allow each business owner to estimate the amount of the assessment to be levied against his or her business for that fiscal year. 4. The amount of any surplus or deficit revenues to be carried over from a previous fiscal year. 2 5. The amount of any contributions to be made from sources other than assessments levied pursuant to this part. The Council must review this report and approve it either as submitted by the Board or with changes. Approving the report is the first step in the process of imposing assessments for the new fiscal year. B. Tourism Business Improvement Program. 1. Improvements and Activities The TTBID consists of a broad-based destination marketing campaign to raise Tiburon’s profile as a premiere location for vacations, conferences, meetings and other events. This campaign is directed both at leisure tourists and at travel, event and conference professionals. FY2021/2022 can be typified by an intense period of strategic development and marketing planning combined with incredibly productive phases executing the plan. Specific activities in the fiscal year beginning in 7/1/2021 and ending 6/30/2022 consist of: • Offer information on Covid-19 resources and maintained a Covid-19 pandemic sensitive marketing planning. • Through research and development implement strategic marketing plan to gain exposure in our target demographic • Photography, Video, collateral, print advertising, eBlasts, Facebook and Instagram strategy and content • Bring together a Tiburon Experience Network, a group of local service and experience providers who can provide services to meeting participants. • Create individual familiarization Trips for Travel Writers and Influencers to deliver the unique Tiburon experience. • Update Leisure Traveler website (DestinationTiburon.org) with new content designed to motivate the target with unique Tiburon experiences, and to include crowd-sourced content, including a new monthly blog dedicated to new changes coming to town. • Renewed distribution of collateral materials in the Consumer channel: Tiburon Guides are distributed to guests at Tiburon hotels. These are designed to drive traffic to local businesses and attractions. Digital advertising distributed at the Ferry Building in San Francisco and California Welcome Centers throughout the Bay Area. • Continue to nurture and develop partnerships with industry associations and marketing partners to maximize existing members and customers. • In conjunction with the Tiburon Peninsula Chamber of Commerce the continued support of the Welcome Center in downtown Tiburon. 3 2. Estimated cost of the TTBID Program for Fiscal Year 2022-23. The Board expects program expenditures during Fiscal Year 2022-23 will be approximately $200,000. Any sums remaining would be carried over to the program for Fiscal Year 2023-24. 3. Method and basis of assessment The basis for the assessment will not change. When the Town created the TTBID, the MCVB recommended that the Town calculate the assessment level as a percentage of gross receipts, indicating that the benefit to the assessed businesses would be commensurate with those receipts. Both of the Town’s lodging establishments supported that level of assessment. The Town deferred to the joint expertise of the MCVB and the hotels. The hotels continue to support the 2% of gross receipts assessment and the Advisory Board accepts their judgment. 4. Surplus or deficit revenues carried over from prior fiscal year. The Board expects the TTBID will enter Fiscal Year 2022-23 with a surplus of $77,531 carried over from the prior fiscal year. In the upcoming fiscal year we anticipate total revenue of $187,500. This estimated revenue figure is the combined total of an anticipated $150,000 in assessments related to the TTBID and an additional $37,500 from the Town of Tiburon. Based on these revenue projections and the estimated expenses noted in Section 2, the TTBID expects to end Fiscal Year 2022-23 with approximately $65,000 in reserves, with any reserves carried over to Fiscal Year 2023-24. The Board anticipates FY2022-23 will be a productive year, with the continuation of the welcome center and Tiburon positioning given the current social climate. At the close of FY2022/23, marketing will continue and the focus of the organization will be getting back to hosting groups, meeting planning events and hotel stays. 5. The Amount of Contributions from non-TTBID Sources. The Town contributed approximately $15,000 during the present fiscal year and, as noted in Section 4 above, expects to contribute an increased amount in Fiscal Year 2022-23. At this juncture, the Board does not anticipate any other contributions from outside sources. However, the Board recommends exploring participation from local merchants that could benefit from tourism promotion activities. 4 FINANCIAL IMPACT Staff anticipates no additional financial impact to the Town, other than the contribution noted in Section 5 above. The Town will continue to collect the 1 % administrative allowance as provided by law. All remaining funds would be expended on the TTBID program without further contributions from the Town. RECOMMENDATION The TTBID Advisory Board recommends that the Tiburon Town Council: 1. Hear public testimony and make any desired changes to the Advisory Board Report; and 2. Move to approve a Resolution Approving the Report and take such other actions as are necessary to set the assessments for Fiscal Year 2022-23 for a public hearing. EXHIBIT 2 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Page 1 of 3 RESOLUTION NO. xx-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON TO LEVY AND COLLECT ASSESSMENTS ON LODGING ESTABLISHMENTS WITHIN THE TIBURON TOURISM BUSINESS IMPROVEMENT DISTRICT TO FUND THE APPROVED DISTRICT PROGRAM WHEREAS, the Parking and Business Improvement Area Law of 1989, Section 36500 et seq., authorizes counties to establish parking and business improvement areas for the purpose of promoting tourism; and WHEREAS, the Parking and Business Improvement Area Law of 1989, Section 36500 et seq., authorizes cities to establish parking and business improvement areas for the purpose of promoting tourism; and WHEREAS, in 2007, the Town formed the Tiburon Tourism Business Improvement District (“TTBID”), to levy a one percent (1 %) assessment on lodging establishments within the Town’s borders; and WHEREAS, in 2010, at the request of the Town’s two lodging establishments, the Lodge at Tiburon and the Water’s Edge Hotel (“collectively, “Town Hotels”), the Town increased the TTBID assessment to two percent (2%) and WHEREAS, the TTBID Advisory Board (“Advisory Board”) approved its annual report on May 25, 2022, which report sets forth the legally required program and budget information (“Annual Report”), which included the TTBID Program and which the Council reviewed and approved on June 1, 2022; and WHEREAS, on June 1, 2022, the Council also adopted Resolution No. 18-2022, (“Resolution of Intention”), declaring its intention to levy the TTBID Assessments, setting a public hearing on June 15, 2022 to consider any protests and directing related actions; and WHEREAS, the Town published notice of the June 15, 2022 public hearing as required by § 36534 of the Streets and Highways Code and further provided written notice to the Town Hotels; WHEREAS, the Town Council conducted the public hearing on the proposed TTBID Program and assessments on June 15, 2022 pursuant to § 36524 of the Streets and Highways Code and provided all interested parties an opportunity to be heard; and WHEREAS, the Town had not received any protests to the proposed TTBID Program and Assessments by the close of the public hearing and, having considered all public testimony, the Town Council found that there was no majority protest that would preclude the Council from Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Page 2 of 3 approving the TTBID program and assessments as set forth in the Resolution of Intention; and WHEREAS, the Council finds that the TTBID Program will provide a direct and specific benefit to the payors that is not provided to those not charged and that the assessments will be levied according to benefits accruing to the assess businesses to the maximum extent feasible. The direct and specific benefit to payors will be increased sales of room nights provided through programs designed to directly benefit payors. NOW, THEREFORE, BE IT RESOLVED, that the Town Council of the Town of Tiburon does hereby resolves, determines, and finds as follows: Section 1. The recitals set forth herein are true and correct. Section 2. The Town Council hereby approves the TTBID Program without modification. Section 3. The Town will levy and collect assessments within the TTBID, which is co-extensive with the corporate limits of the Town, as set forth in the Resolution of Intention. The Town will use the TTBID funds to finance and administer marketing programs as set forth in the Annual Report, the TTBID Program and the Resolution of Intention. Section 4. The assessment will be levied on all lodging establishments, existing and future, at a rate of 2% of gross room rental revenue. The assessment is proposed to be this percentage for the following reasons: a. An assessment based on percentage is most fair to lodging establishments because it will cost smaller, lower service level and less expensive lodging businesses less money than it will cost larger, perhaps higher service level and higher room rate lodging businesses. b. Benefits received by the assessed lodging businesses are likely to be proportional to their assessment, depending upon programs implemented. c. An assessment based on percentage will result in revenues that rise and fall in reflection of greater and lesser business in an overall up or down tourism market and world economy. d. An assessment based on percentage is direct, and easy to understand and calculate. Section 5. New hotels within the boundaries will not be exempt from the levy of assessment pursuant to Section 36531. Section 6. Except where funds are otherwise available, the lodging business Town Council Resolution No. XX-2022 DRAFT 06/15/2022 Page 3 of 3 assessment will be levied annually to pay for all improvements and activities within the TTBID specific lodging-related and visitor services. These include, but are not limited to, Web-site construction and maintenance, including assessed hotels, providing visitor information to promote mid-week and off-season overnight lodging; management/alliances/board of directors; research; sales in target markets, general advertising and administration & personnel. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon held on June 15, 2022 by the following vote: AYES: COUNCILMEMBERS: NAYS: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ________________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: __________________________________ LEA STEFANI, TOWN CLERK 2022/23 Strategic Creative Marketing Campaign Thank you for you time. Questions? TOWN OF TIBURON PAGE 1 OF 3 STAFF REPORT To: Mayor and Members of the Town Council From: Department of Public Works Subject: Public Hearing for Landscape and Lighting District in the Cypress Hollow Subdivision Reviewed By: _________ Greg Chanis, Town Manager ________ Benjamin Stock, Town Attorney SUMMARY Conduct a Public Hearing to Receive Oral and Written Comments Regarding the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023; and Consider Adoption of a Resolution Confirming the Annual Assessments and Ordering the Levy and Collection of Assessments within the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023. RECOMMENDED ACTION(S) 1. Adopt a Resolution Confirming the Assessments and Ordering the Levy and Collection of Assessments within the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023. BACKGROUND On July 3, 1990, the County of Marin established a Landscaping and Lighting District in Cypress Hollow. The County of Marin received assessments from the parcels therein for the purpose of operating and maintaining the following areas with the Cypress Hollow Subdivision: (1) landscaping and irrigation of the 25-foot sewer sanitary easement on the east boundary, (2) entry landscaping and irrigation of the 30-foot storm drainage easement in the southwest boundary area, and (3) ownership and maintenance of the park site. In 1998, the residents of Cypress Hollow petitioned and received approval from the Local Agency Formation Commission for annexation from unincorporated Marin County into the Tiburon Town Limits. Subsequent to that annexation, the Tiburon Town Council and the Marin County Board of Supervisors passed a joint resolution transferring jurisdiction of the Cypress Hollow Landscape and Lighting District to the Town of Tiburon. The resolution also transferred the financial resources and documentation associated with operation, maintenance and funding to the Town. Based on this resolution, the Town of Tiburon has maintenance responsibility for: TOWN OF TIBURON 1505 Tiburon Boulevard Tiburon, CA 94920 Town Council Meeting June 15, 2022 Agenda Item: PH-2 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 2 OF 3 1. The 25-foot sanitary sewer easement landscape and irrigation on the east boundary; 2. Entry landscaping and the 30-foot storm drainage easement on the southwesterly boundary and irrigation system; and 3. Ownership and maintenance of the park site. Since 1998, the Town of Tiburon has continued the operation and maintenance activities of the Cypress Hollow Landscaping and Lighting District and assessed the residents the cost thereof. At the Council meeting on May 18, 2022, the Town Council adopted a resolution ordering an Engineer’s Report for the annual assessment in the Landscape and Lighting District in Cypress Hollow. At the Council meeting on June 1, 2022, the Town Council adopted a resolution approving the annual Engineer’s Report, declaring its intent to levy and collect the assessments, and set the time and place for a public hearing as the Town Council meeting on June 15, 2022. ANALYSIS In order to proceed with the renewal of the assessments, the Town needs to hold a public hearing, and adopt a resolution confirming the assessments and ordering the levy and collection of assessments for the landscape and lighting district. The Engineer’s Report for Fiscal Year 2022/2023 has been prepared and is included as Exhibit 1. The Fiscal Year 2022/2023 assessments for the District will remain the same as the Fiscal Year 2021/2022 assessments which is $378 per parcel per year. The amount of the assessment has not changed since Cypress Hollow incorporated, and the Town took over maintenance from the County in 1998. Staff is requesting that the Council conduct a public hearing to receive oral and written comments regarding the assessments for the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023; and adopt a resolution confirming the assessments and ordering the levy and collection of assessments within the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023. If the Council confirms the assessment, then Staff will finalize the engineer’s report and complete the necessary paperwork and submit to the County assessor’s office. FINANCIAL IMPACT The Cypress Hollow Landscape and Lighting District assessment is necessary to offset some of the costs of maintaining and improving the facilities in the district. Without this source of funding, these costs would be paid for solely from the General Fund. The table below shows prior year expenditures and assessment revenues. Description 2018/19 Actual 2019/20 Actual 2020/21 Actual 2021/22 Estimated 2022/23 Budget Contractual Services / Staff $14,000 $173 $16,395 $14,000 $14,000 Landscape Grounds & Materials $9,793 $17,144 $6,566 $5,000 5,000 Tree Maintenance -- -- -- $15,000 $15,000 Water $1,400 $2,808 $2,897 $4,500 $3,000 Expenditure Total $25,193 $20,124 $25,858 $38,500 $37,000 Town Council Meeting June 15, 2022 TOWN OF TIBURON PAGE 3 OF 3 Assessment Revenue $16,544 $16,610 $16,685 $16,632 $16,632 Excess / (Shortfall) ($8,649) ($3,514) ($9,173) ($21,868) ($20,368) As listed in the table above, excess funds are held in the Cypress Hollow Restricted Fund to be used for special or significant rehabilitation or maintenance work, and shortfall amounts are either funded from the Cypress Hollow Restricted Fund balance or funded from the General Fund. In additional to routine annual maintenance activities, special tree trimming is needed about every four years at a cost of at least $6,000, and the park infrastructure needs renewal about every 20 years. In 2009, the Town spent $40,000 rehabilitating the park area. CLIMATE IMPACT Staff has determined this action will have no direct climate impact to Tiburon. ENVIRONMENTAL REVIEW Staff has preliminarily determined that adoption of this item is statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines in that it does not constitute a project under CEQA, and if it were found to constitute a project, it would be exempt pursuant to the general rule set forth in CEQA Guidelines Section 15061 (b)(3). RECOMMENDATION Staff recommends that the Town Council: 1. Conduct a Public Hearing and accept oral and written comments. 2. Adopt a Resolution Confirming the Assessments and Ordering the Levy and Collection of Assessments within the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023. Exhibit(s): 1. Engineer’s Report for Fiscal Year 2022/2023 2. Resolution Confirming the Assessments, and Ordering the Levy and Collection of Assessments within the Landscape and Lighting District in the Cypress Hollow Subdivision for Fiscal Year 2022/2023 Prepared By: David O. Eshoo, Associate Engineer EXHIBIT 1 Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow Town of Tiburon Marin County, California Landscaping and Lighting Assessment District – Cypress Hollow Annual Engineer’s Report Fiscal Year 2022/2023 Intent Meeting: June 1, 2022 Public Hearing: June 15, 2022 Draft April 27, 2022 Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow Landscaping and Lighting Assessment District – Cypress Hollow Annual Engineer’s Report Fiscal Year 2022/2023 The undersigned hereby submits the enclosed report as directed by the Town Council of the Town of Tiburon. May 18, 2022 John Moe, PE, PLS Town Engineer Town of Tiburon, Marin County, California Date I hereby certify that the enclosed Engineer’s Report, together with the Assessment and Assessment Diagram thereto attached, was filed with me on the ________ day of June 2022. Lea Stefani, Town Clerk Town of Tiburon, Marin County, California I hereby certify that the enclosed Engineer’s Report, together with the Assessment and Assessment Diagram thereto attached, was approved and confirmed by the Town Council of the Town of Tiburon, Marin County, California on the ________ day of June 2022. Lea Stefani, Town Clerk Town of Tiburon, Marin County, California Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow 1. INTRODUCTION The Town of Tiburon (Town) annually levies and collects a special assessment in the Cypress Hollow area in order to provide and maintain improvements within the area. The Landscaping and Lighting District in Cypress Hollow (District) was formed in 1990 by the County of Marin to provide and continue the operation and maintenance of public improvements installed as part of the development that benefit the properties with the District. In 1998, the Cypress Hollow subdivision was annexed into the Town, and the Cypress Hollow Landscape and Lighting District was transferred to the Town of Tiburon. The District was formed and assessments have been levied annually pursuant to the Landscaping and Lighting Act of 1972, Part 2 of Division 15 of the California Streets and Highways Code (1972 Act). This Engineer’s Report has been prepared pursuant to Chapter 1, Article 4 of the 1972 Act (Streets and Highways Code Section 22565 et seq). This Report includes a description of the improvements to be maintained and services, and an estimate of the costs to maintain and service the improvements, a diagram for the District, and the proposed annual assessments for Fiscal Year 2022/2023. The Report apportions the costs to each lot or parcel in proportion to the estimated special benefits to be received from the maintenance of the improvements. 2. DESCRIPTION OF IMPROVEMENTS The Town levies and collects assessments from the parcels in the District to maintain and service the landscaping improvements and associated appurtenances located within the public right of way, public lots, and dedicated easements. The improvements maintained and serviced within the District are the following areas within the Cypress Hollow development: 1) Landscape maintenance within the 25-foot sanitary sewer easement on the east boundary. 2) Entry landscaping and irrigation at the intersection of Cypress Hollow Drive and Bay Vista Drive. 3) Landscape maintenance within the 30-foot storm drainage easement in the southwest boundary area. 4) Maintenance and service of the park site located at the intersection of Cypress Hollow Drive and Rancho Drive. The improvements installed, maintained and serviced generally include but are not limited to: landscaping, planting, shrubbery, trees, grass other ornamental vegetation, irrigation systems, hardscapes and fixtures, ornamental structures and facilities, curbs, gutters, walls, sidewalks or paving, drainage, electrical facilities, playground equipment, shade structures, play courts, public restrooms, and paseos/trails. District funds are used for the maintenance and servicing including, but not limited to, labor, electrical energy, water, materials, contracting services, administration, reserve, and other expenses necessary for the satisfactory maintenance and servicing of these improvements. Maintenance and servicing also includes cultivation, irrigation, trimming, spraying, fertilizing, and treating for disease or injury; the removal of trimmings, rubbish, debris, other solid waste; and pest control; the cleaning, sandblasting, and painting of walls and other improvements to remove or cover graffiti; and the replacement of facilities. Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow 3. ESTIMATE OF COSTS The estimated costs for the operation, installation, maintenance, and servicing of the facilities for Fiscal Year 2022/2023 are shown below. The cost estimate includes anticipated water and electricity use, materials, contract services, labor costs, and annual carryover costs. Item Annual Cost Annual Maintenance Services (Contract) $14,000 Services (Labor) - (1) Materials & Supplies $5,000 Water $3,000 Tree Maintenance 15,000 Total Cost $37,000 Fund Analysis Estimated Beginning Fund Balance (7/1/2022) ($10,503) Estimated Annual Assessment Revenues $16,632 Estimated Expenditures ($37,000) Estimated Town Contribution (General Fund) $30,871 Estimated Ending Fund Balance (6/30/2023) $0.00 (1) Town is not currently tracking and billing Staff time spent on maintenance activities in the District. 4. METHOD OF APPORTIONMENT The 1972 Act requires that the net amount to be assessed may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefits received by each lot or parcel. The Method of Apportionment is based upon the relative special benefit derived from the improvements and conferred upon the real property within the District over and above the general benefit conferred upon the real property within the District or to the public at large. Landscaping, planting, shrubbery, trees, grass and other ornamental vegetation, irrigation systems, hardscapes and fixtures, ornamental structures and facilities, curbs, gutters, walls, sidewalks or paving, drainage, electrical facilities, playground equipment, shade structures, play courts, paseos/trails, and appurtenant facilities, if well maintained, confer a particular and distinct special benefit upon real property within the District by providing beautification, shade and positive enhancement of the community character, attractiveness and desirability of the surroundings, and easily accessible outdoor recreation opportunities. Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow Additionally, these amenities contribute to a specific increase in property desirability to parcels within the District. To apportion the estimated costs of the District during any fiscal year, each of the parcels within the District is deemed to receive equal special benefit from the improvements. The assessment per parcel is calculated by dividing the total assessment amount by the total number of parcels within the District to determine the annual assessment amount per parcel. 5. PROPOSED ASSESSMENT FOR FISCAL YEAR 2022/2023 The Fiscal Year 2022/2023 assessments for the District will remain the same as the Fiscal Year 2021/2022 assessments which is $378 per parcel per year. The amount of the assessment has not changed since Cypress Hollow annexed into Tiburon and the Town took over maintenance from the County in 1998. The assessment calculation is shown in the table below. Total Annual Assessment $16,632 Number of Assessed Parcels 44 Annual Assessment per Parcel $378 6. ASSESSMENT DIAGRAM An assessment diagram for the District is included on the following page. The parcels within the District consist of all lots, parcels and subdivisions of land within these boundaries as described in this Report and shown on the Marin County Assessor's parcel maps. The lines and dimensions shown on the Marin County Assessor's parcel maps for the current year are incorporated herein by reference and made part of this Report. The following diagram shows the boundaries of the District for Fiscal Year 2022/2023. This diagram along with the Assessment Roll incorporated in this Report constitutes the District Assessment Diagram for Fiscal Year 2022/2023. Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow Annual Engineer’s Report Fiscal Year 2022/2023 Draft April 27, 2022 Landscaping and Lighting District, Cypress Hollow 7. FISCAL YEAR 2022/2023 ASSESSMENT ROLL The Fiscal Year 2022/2023 assessment roll for the District is shown in the following table and will be forwarded to the County upon completion of the public hearing process. APN ADDRESS AMOUNT APN ADDRESS AMOUNT 034-012-57 110 Monterey Drive $378.00 034-394-01 10 Monterey Drive $378.00 034-392-02 10 Cypress Hollow $378.00 034-394-02 20 Monterey Drive $378.00 034-392-03 20 Cypress Hollow $378.00 034-394-03 30 Monterey Drive $378.00 034-392-04 30 Cypress Hollow $378.00 034-394.04 40 Monterey Drive $378.00 034-392-05 40 Cypress Hollow $378.00 034-394-05 50 Monterey Drive $378.00 034-392-06 50 Cypress Hollow $378.00 034-394-06 60 Monterey Drive $378.00 034-392-07 60 Cypress Hollow $378.00 034-394-07 70 Monterey Drive $378.00 034-392-08 70 Cypress Hollow $378.00 034-394-08 80 Monterey Drive $378.00 034-392-09 80 Cypress Hollow $378.00 034-394-09 90 Monterey Drive $378.00 034-392-10 145 Rancho Drive $378.00 034-394-10 100 Monterey Drive $378.00 034-393-01 110 Rancho Drive $378.00 034-394-11 60 Baccharis Place $378.00 034-393-02 120 Rancho Drive $378.00 034-394-12 50 Baccharis Place $378.00 034-393-03 130 Rancho Drive $378.00 034-394-13 40 Baccharis Place $378.00 034-393-04 140 Rancho Drive $378.00 034-394-14 30 Baccharis Place $378.00 034-393-05 150 Rancho Drive $378.00 034-394-15 20 Baccharis Place $378.00 034-393-06 160 Rancho Drive $378.00 034-394-16 10 Baccharis Place $378.00 034-393-07 170 Rancho Drive $378.00 034-394-18 185 Rancho Drive $378.00 034-393-08 180 Rancho Drive $378.00 034-395-01 35 Monterey Drive $378.00 034-393-09 190 Rancho Drive $378.00 034-395-02 45 Monterey Drive $378.00 034-393-10 200 Rancho Drive $378.00 034-395-03 55 Monterey Drive $378.00 034-393-11 210 Rancho Drive $378.00 034-395-04 65 Monterey Drive $378.00 034-012-53 220 Rancho Drive $378.00 034-395-05 75 Monterey Drive $378.00 EXHIBIT 1 Page 1 of 1 Town Council Resolution No. XX-2022 DRAFT 06/15/2022 DRAFT RESOLUTION NO. XX-2022 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF TIBURON CONFIRMING THE ANNUAL ASSESSMENTS AND ORDERING THE LEVY AND COLLECTION OF ASSESSMENTS FOR THE LANDSCAPE AND LIGHTING DISTRICT IN CYPRESS HOLLOW FOR FISCAL YEAR 2022/2023 WHEREAS, on May 18, 2022, the Town Council of the Town of Tiburon adopted a resolution ordering an Engineer’s Report for the annual assessments in the Landscape and Lighting District in Cypress Hollow; and WHEREAS, on June 1, 2022 the Town Council of the Town of Tiburon adopted a resolution approving the Engineer’s Report and setting a Public Hearing regarding confirmation of the assessments for the Regular Town Council Meeting of June 15, 2022; and WHEREAS, Staff caused the notice of the Public Hearing to be published in The Ark a newspaper of general circulation in the Town of Tiburon, one time, pursuant to Government Code Section 6061, not less than ten (10) days prior to the date of the Hearing; WHEREAS, the Town Council of the Town of Tiburon held a Public Hearing regarding confirmation of the assessments at the Regular Council Meeting of June 15, 2022. NOW THEREFORE IT IS RESOLVED, as follows: Section 1. The Town Council confirms the assessment diagram and assessments as set forth in the Engineer’s Report for Fiscal Year 2022/2023. Section 2. The Town Council orders the levy and collection of assessments as set forth in the Engineer’s Report for Fiscal Year 2022/2023. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Tiburon, on June 15, 2022, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: _________________________________ JON WELNER, MAYOR TOWN OF TIBURON ATTEST: ___________________________________ LEA STEFANI, TOWN CLERK