department of environmental services strategic plan · wetlands, streams, groundwater, forests,...

Department of Environmental Services

Strategic Plan2013 – 2020

Hennepin CountyPublic WorksEnvironmental Services

TABLE OF CONTENTS

Who We Are .................................................................................1

Plan Concept ...............................................................................2

Our Work ........................................................................................3

Waste & Materials ............................................................4

Climate & Clean Energy ...............................................5

Ecosystems ..........................................................................6

Our Strategies .............................................................................7

Engagement ......................................................................8

Planning ................................................................................9

Achieving Results .........................................................10

Enterprise ..........................................................................11

Information ......................................................................12

Measures .....................................................................................13

Indicators: Waste & Materials ................................14

Indicators: Ecosystems ..............................................18

Indicators: Climate & Clean Energy ...................20

Mission The Department of Environmental Services protects and preserves the environment to enhance the quality of life for current and future generations.

Vision We engage communities to develop and enact sustainable solutions that enhance the quality of life and the environment in Hennepin County. We focus on reducing and responsibly managing waste, protecting and preserving ecosystems, delivering clean energy and promoting environmental stewardship.

2013 – 2020 | DES STRATEGIC PLAN

1 Who We AreWe are environmental professionals who serve the public at the intersection of society, economy and nature to address the sustainability challenges that Hennepin County faces.

We act to preserve, sustain and rehabilitate the environment by prioritizing actions and seeking partners to ensure we reach our goals. We strive to make connections and engage communities in order to leverage resources and implement innovative programs and services. Our unique role as both regulator and community partner allows us to enact the most effective solutions to environmental problems.

We closely monitor emerging issues, trends and solutions in order to develop our skills as environmental experts and adapt to changing economic, environmental and social realities. By looking forward, listening, developing relationships and seeking innovative solutions, we can continue to implement programs and services that will lead our communities into a more sustainable future.

2013 – 2020 | DES STRATEGIC PLAN | 1

2 | DES STRATEGIC PLAN | 2013 – 2020

2 Plan ConceptThe plan includes three major sections: Our Work defines our role and identifies priorities in addressing current and emerging environmental issues; Our Strategies define how we accomplish our work; and Measures presents data that will allow us to evaluate environmental performance.

This plan is intended to be a living document that defines who we are and provides guidance in how we can successfully fulfill our mission and vision.

The scope of the plan is meant to guide our department through 2020.

Climate & Clean Energy Ecosystems

Enterprise

Information

Waste & Materials

Engagement

Our Work

Our Strategies

Planning

Achieving results

Our Strategies


3 Our WorkOur Work focuses on current and emerging environmental issues in three main categories: Waste & Materials, Climate & Clean Energy and Ecosystems.

Within each of these areas, we seek to define our role and identify priorities in order to deliver effective programs and services that meet the needs of our community.

Looking forward, we must be responsive to how changes in demographics, the economy and the environment impact our work. Taking a coordinated approach within our department and collaborating with partners will allow us to be proactive and flexible in responding to emerging issues.


Our Work:

Waste & MaterialsAn integrated waste management system that emphasizes reducing and reusing waste, recycling, composting, properly managing hazardous waste and generating energy from waste over landfilling is a critical component of a sustainable community.

Recycling, reducing waste and properly disposing of hazardous waste helps to reduce greenhouse gas emissions, conserve energy and natural resources, prevent pollution, create jobs and economic development opportunities, and protect our environment and quality of life.

To reduce waste and recycle more, we will implement programs that make recycling and proper disposal easier and more convenient, support programs and policies that expand opportunities to recycle, and offer technical assistance and education to facilitate behavior change.

Manage solid waste

Hennepin County, as required to meet the state’s recycling goals, has a plan that outlines strategies for increasing waste reduction, reuse, recycling and organics recovery in order to reduce landfilling.

The strategies focus on standardizing recycling programs, improving recycling and organics recycling opportunities, expanding education and outreach efforts and supporting market development for recyclable materials.

Manage hazardous wasteProper management of hazardous materials and wastes protects human health and the environment. We ensure proper management by providing disposal services and education to residents and by taking a comprehensive approach to regulating and educating hazardous waste generators, facilities and tanks operators.

Support product stewardshipProduct stewardship means that all parties involved in designing, manufacturing, selling and using a product take responsibility for the environmental impacts at every stage of that product’s life. We support initiatives that require manufacturers to share in the financial and physical responsibility for collecting and recycling products at the end of their useful lives.


Our Work:

Climate & Clean EnergyIncreasing levels of greenhouse gases in the atmosphere are warming the planet. They come primarily from the burning of fossil fuels to generate energy or to fuel vehicles. Changes in the climate pose significant environmental and economic threats to communities in Minnesota and throughout the world.

To address the impacts of climate change while still meeting energy demands, we will generate renew-able energy, support efficient energy systems, and identify and implement local strategies to reduce energy use and adapt to a new climate reality.

Reduce greenhouse gas emissionsReducing energy consumption, increasing energy efficiency and generating renewable energy all reduce greenhouse gas emissions. We will also periodically monitor internal and community greenhouse gas inventories to evaluate reduction efforts.

We support programs and strategies that reduce greenhouse gas emissions, including designing greener and more efficient buildings, creating and maintaining an efficient vehicle fleet, developing a lower-impact transportation system, and implementing waste reduction and recycling programs.

Generate energy from wasteGenerating energy from waste provides reliable, renewable electricity and steam while minimizing landfilling and increasing the recycling of metal. We will continue to operate facilities effectively and explore opportunities to increase operational and system efficiency.

Support climate adaptation strategiesEquipping the county with practical and effective strategies to adapt to climate change and variability will build resilience and lower the impacts of the consequences of climate change. We will monitor changes that will affect our ecosystems, infrastructure and

communities and support strategies, programs and policies that will help us be prepared for and adapt to those changes.

Support efficient energy systemsDelivering energy through district energy systems and using combined heat and power help meet the community’s energy needs while maximizing the efficiency of the energy system and energy-generating facilities. We will continue to explore and evaluate opportu-nities to expand district energy and increase the efficiency of our facilities. We will also investigate the benefits and feasibility of generating renewable energy from solar, wind and other sources.

Monitor air qualityPoor air quality affects the health and well- being of residents as air pollution has the potential to cause heart and lung disease and other chronic diseases. The U.S. Environ-mental Protection Agency has adopted national health-based air quality standards for six criteria air pollutants. We will engage with partners to maintain regional compliance with federal clean air regulations.

Our Work:

EcosystemsEcosystems are comprised of interlinking assets – including the characteristics and quality of soil, lakes, wetlands, streams, groundwater, forests, prairies and other resources – that are all influenced by land use, infrastructure, climate change and human behavior. Healthy, properly functioning ecosystems serve as the foundation to the region’s environmental well-being, economic prosperity and collective quality of life.

To preserve and improve our ecosystems, we will work collaboratively to identify priority critical natural areas, preserve existing resources and restore contaminated and impaired land and water resources.

Measure and benchmark environmental performanceIn order to preserve and maintain our ecosystems, we need to identify our critical natural areas and corridors and understand our land and water resources. We accomplish this by developing and maintaining inventories of natural resources and wetlands and assessing lakes and streams.

Preserve existing resourcesNatural areas serve many important functions, including providing critical habitat for wildlife, protecting water quality and providing recreational opportunities. We preserve our existing resources by establishing conservation easements, enforcing wetland violations, preventing the spread of invasive species, responsibly managing wastes and managing stormwater. Groundwater is an important resource for the county with emerging long-term challenges that we will monitor and seek partners to address.

Share stewardship practicesEstablishing partnerships in all areas of natural resources protection, from reducing soil erosion to protecting habitats to enhancing lakes and wetlands, will extend our influence and foster a culture of conservation.

We will expand our expertise-sharing through cost-share grants, building partnerships and providing technical assistance.

Restore contaminated and impaired resourcesCleaning up and redeveloping contaminated lands and implementing best management practices reduces the development pressure on critical natural areas, protects human health and the environment and supports economic development. We provide funding, technical assistance and assessment to cleanup and restore contaminated sites and natural resources, implement best management practices and establish green spaces.



Enterprise

Information

Engagement

Planning

Achieving results

4 Our StrategiesOur Strategies define how we accomplish our work. This section is divided into five key areas: Engagement, Planning, Achieving Results, Enterprise and Information.

EngagementConsidering the breadth of our work and size and diversity of our constituency, effectively engaging with each other and our partners, stakeholders and community is critical to accomplishing our mission. For this reason, engagement is identified as a central, core strategy.

PlanningDeliberate and thoughtful planning allows us to prioritize, implement effective programs, proactively address emerging issues and continuously improve our service delivery.

Achieving resultsImplementing effective programs and initiatives with a focus on meeting our goals and evaluating our efforts will ensure that we continuously improve and adapt to address the needs of our community.

EnterpriseEnterprise takes many forms that allow us to effectively and creatively accomplish our goals. This includes securing diverse sources of funding and revenue, keeping an open mind in order to recognize and take advantage of opportunities, and operating in a way to make the most of all our resources.

InformationWe provide timely and concise information by taking the data available and focusing on what is important, putting it into context and presenting it in a useful and understandable format.


Our Strategies:

EngagementEngagement – with each other, our fellow county departments, our partners and our community – allows us to fully understand the issues we are addressing, develop effective programs, provide the necessary resources and services, and leverage the work of others.

Engagement is core to everything we do and is a key component of each of our additional strategies. It allows us to build our capacity, work efficiently and evolve with changing circumstances.

Implementing this strategy

• Incorporate engagement into everything we do. Collaborate with partners to achieve our goals, listen and respond to our community and seek input when developing programs and policies.

• Tell our story. Maintain a presence and relevance throughout the county by effectively communicating what we do and why it is important.

• Implement and share strategies from research in behavior change, public engagement and environmental education in order to fully understand environmental issues and foster sustainable action.

• Train and empower volunteers to be community leaders and leverage their energy to expand our reach.

• Couple regulatory efforts with education in order to maintain compliance while encouraging environmental stewardship.

2013 – 2020 | DES STRATEGIC PLAN | 92013 – 2020 | DES STRATEGIC PLAN | 9

Our Strategies:

Planning Planning involves conducting research, identifying desired outcomes, setting the scope, determining roles and allocating resources in order to develop effective programs and deliver needed services.

Agility is key to planning – we need to be able to plan quickly to address emerging issues and adapt to incorporate new knowledge over time. Establishing outcomes that focus on ends and developing evaluation criteria are critical to measuring the success of our programs.


• Use a planning framework that clarifies priorities and allows for agility and adaptation. Incorporate goals and evaluation into planning efforts.

• Be proactive in identifying emerging issues, challenges and opportunities. Evaluate strategies in the context of demographics, economics and the environment.

• Engage with partners and the community to develop and maintain responsive and effective programs.

• Implement workforce planning strategies that promote professional development, succession planning and diversity to maintain a talented and dedicated workforce.


Our Strategies:

Achieving Results Achieving results involves thoroughly implementing well-planned programs and services with a focus on meeting program goals and evaluation. Focusing on evaluation and results will enable us to identify ways to improve our programs, better allocate our resources and implement strategies that effectively accomplish our goals.


• Ensure that robust and thorough implementation follows planning and program development.

• Provide exemplary service delivery. Serve as technical experts and provide information and resources that are easy to use and understand. Be a go-to resource, a reliable and responsive partner, and knowledgeable and engaging educator.

• Focus on results. Evaluate our programs to ensure that we are meeting our goals, making effective use of our resources, continuously striving for improvement and evolving to address issues and incorporate new knowledge.

• Share successes and lessons learned with each other and our partners.

• Improve internal processes to better manage contracts and projects and facilitate effective communication.


Our Strategies:

Enterprise Being creative in how we accomplish our work and secure funding for our programs will ensure that we can continue to implement programs and services to protect and preserve the environment. We can accomplish this by generating economic value from our services, seeking diverse funding sources and supporting policies of shared responsibility.


• Pursue diverse funding sources. Explore opportunities to generate revenues from enterprise activities.

• Efficiently allocate funds to leverage available resources and maximize return on investment. Build relationships to foster successful partnerships.

• Maintain our infrastructure and capital assets so that they continue to operate effectively and efficiently.

• Support policies that foster shared responsibility of producers and consumers of products. Partner with generators and other stakeholders to manage wastes, pollution and other environmental impacts.

Our Strategies:

InformationDeveloping and sharing information is critical to engaging others in environmental issues and the programs and services we offer. Information needs to be timely, concise, accurate and delivered in a way that is easy-to-understand and relevant. Managing and using data to solve problems, making the best use of technology and communicating clearly will ensure our effective use and dissemination of information.


• Evaluate what information is needed, the purpose it serves and how to best manage it.

• Explore the best use of technology to deliver more effective and accessible services.

• Communicate clearly, consistently and transparently with our partners and community.

• Facilitate internal processes for sharing information and enhancing communication to increase productivity. Develop tools for standardized presentation and sharing of information.



Poor Fair Excellent

Poor Fair Excellent

Poor Fair Excellent

5 Measures:

DashboardWaste & MaterialsFair Improving

Waste and materials management is affected by product design, business operations, consumer preferences, waste management practices and government regulations. The current condition of waste and materials management in the county is rated as fair, with trends indicating gradual but continual improvement through 2020. Components of this measure include waste reduction, pollution prevention, solid waste management master plan objectives, product stewardship achievements and hazardous waste inspections.

Climate & Clean EnergyFair Steady

Energy use and generation affects our climate and air quality. The condition of our climate, air quality and energy system is rated as fair, with trends influencing this measure expected to remain steady through 2020. Components of this measure include progress of strategies to meet greenhouse gas emission reduction targets, vehicle miles traveled and the number of air quality days of concern for human health.

EcosystemsFair Steady

Our lakes, wetlands, streams, groundwater, forests, prairies and other natural resources are impacted by land use, infrastructure, climate change and human behavior. These resources are generally in fair condition and anticipated to remain steady through 2020. Guiding future development with better land use practices and continuing to remediate and protect our resources could improve the trend of this measure. Components of this measure include the state impaired waters list, land use data, assessments of critical habitats and value of remediated land.

Measures:

Indicators – Waste & Materials

Measures:

Indicators – Waste & MaterialsSix measures will be used to track the county’s progress toward a waste management system that focuses on reducing waste, recycling more, diverting waste from landfills and properly managing hazardous wastes:

• Waste generation and management compared to regional and global leaders

• Pounds of municipal solid waste (MSW) landfilled per person

• Landfill diversion rate

• Recycling and organics recovery rate

• Product stewardship – annual avoided expenses

• Hazardous waste inspection rate


This chart shows how waste is managed in regions of the U.S. and the world. Hennepin County is similar to U.S. leaders in waste generation, reducing the landfilling of waste and recycling, but lags behind global leaders.Sources: European Environment Agency, Hennepin Cty, Oregon DEQ,

Washington DOE, Covanta Energy

0 1000 2000 3000 4000 5000

6000

Washington

Oregon

Hennepin

Germany

Sweden

0 500 1000 1500 2000 2500 3000

RecyclingResource RecoveryLand�ll

Washington

Oregon

Hennepin

San Franscisco

Germany

Sweden

Land�llRRRecyclingTotal MSW

Landfill Resource Recovery

Recycling (including organics)

Healthy competition among regional leaders

Uphill climb against world leaders

Waste generation, pounds per capita

Measures:

Indicators – Waste & Materials

The amount of waste generated and how it is recycled, reused or disposed of is the most important indicator for our solid waste management system. We are already relatively successful at recy-cling and diverting waste from landfills and will continue to improve through 2020.

522 2012: Pounds of MSW landfilled per person (based on 2012 Census population data)

434 2020: Pounds of MSW landfilled per person (based on Solid Waste Management Master Plan goals)



Measures:

Indicators – Waste & Materials % of waste diverted from landfills

Landfill diversion measures the success of our waste reduction, recycling and waste-to-energy programs in reducing the amount of waste send to landfills. Less landfill waste results in greater recovery of materials and energy and reduces the impact of waste on the environment.

Recycling and organics recovery rate

The recycling and organics recovery rate tracks our progress in meeting the goals outlined in the Hennepin County Solid Waste Management Master Plan to increase the recycling of waste.

77% 83%

39% 47% 2012 2020

2012 2020

recycling

2012 20204% 6% organics

Measures:

Indicators – Waste & Materials Product stewardship – Annual avoided expenses

By placing financial responsibility with producers for the recycling and recovery of the materials, product stewardship laws reduce the public burden of managing waste. In 2012, the county received $610,000 worth of recycling credits as required by the electronics stewardship law. A product stewardship law requiring the producers of paint to pay for transport and recycling will take effect in 2014. The paint program, along with additional potential product stewardship programs, will result in further cost savings for the county.

Annual inspection rate for routine hazardous waste inspections

Hazardous waste inspections are a vital tool for evaluating compliance, which includes ensuring that businesses manage their hazardous waste properly and operate in a way that protects the environment. Inspections are also an opportunity to educate hazardous waste generators and identify waste prevention and improved management strategies. Between 2009 and 2012, our average annual inspection rate was 21 percent. Our annual inspection rate goal for 2013 to 2020 is 22 percent, which was chosen based on staffing levels and balancing program elements including new generator licensing, generator training and enforcement. We also expect steady growth in our generator population during that time.

22% 21%

Annual inspection rate goal

2009 - 2012 average actual inspection rate

2012

2020

$610,000 $2,000,000


Measures:

Indicators – EcosystemsFour measures will be used to track our county’s progress towards protecting, improving and remediating our land and water resources:

• Bodies of water on the state impaired waters list

• Land use ratio

• Critical habitat as a % of Hennepin County land

• Tax value of Environmental Response Fund (ERF) assisted developments

Our water resources are impacted by development, land use and human behavior. Bodies of water become impaired when they have excess pollutants, nutrients or sediment and can no longer meet water quality standards. By developing strong partnerships, we can implement strategies that return our water resources to a non-impaired state. However, lakes respond slowly to reductions in nutrient inputs. As work to improve our lakes continues, the number of lakes that can be removed from the list every two years will increase.

62 2012: Bodies of water in Hennepin County on the state impaired waters list

58 2020: Goal to remove one body of water from the impaired list every two years.



49 / 39 / 1271 / 23 / 6

2010

2030 (projected)Source: Metropolitan Council

12% 7%

Natural resource corridors

Ecologically significant areas

Measures:

Indicators – Ecosystems Land use ratio

Developed / Open Space / Agricultural

Understanding current and projected land use ratios will help guide our priorities in protecting, improving and remediating our land and water resources.

Critical habitat as a % of Hennepin County land, as of 2012

Of the total land in Hennepin County, 12 percent has been identified as important natural resource corridors, and only 7 percent of the county land contains ecologically significant natural areas, such as rare or pristine ecosystems. Critical habitat that is not protected by regulation is vulnerable to future development. Sharing our natural resource inventory with local governments can help to guide planning processes. Protecting ecologically significant areas and preventing fragmentation of natural resource corridors will continue to be a priority as the county further develops.

Tax value of properties assisted by Environmental Response Fund (ERF), as of 2012

Comparing pre-cleanup and post-development property tax values is an indicator of how investing in the cleanup of contaminated properties can help spur economic growth, create jobs and revitalize neighborhoods.

$4 million before ERF $20

million after ERF


Measures:

Indicators – Climate & Clean EnergyFour measures will be used to track progress toward reducing greenhouse gas emissions and protecting air quality:

• Progress toward greenhouse gas reduction targets

• Greenhouse gas emissions from Hennepin County operations

• Vehicle miles traveled

• Number of air quality alert days

Greenhouse gas emission reduction targets, as adopted by the county board

Greenhouse gas emissions come primarily from burning fossil fuels to generate energy and to fuel vehicles. Focusing on generating cleaner energy and reducing energy consumption through conservation and increased efficiency will help the county meet greenhouse gas emission reduction targets. The county is on track to meet the 2015 reduction targets as adopted by the county board under the Cool County Initiatve..

Greenhouse gas emissions from county operations, in thousands of metric tons

Reducing greenhouse gas emissions from county operations is a primary goal of the Cool County Initiative. Improving the efficiency of county buildings, maintaining an efficient vehicle fleet and using cleaner energy sources helps reduce greenhouse gas emissions from county operations.

2012 2020-15% -30%

2012 202092 82


Measures:

Indicators – Climate & Clean EnergyVehicle miles traveled

Fewer vehicle miles traveled helps reduce greenhouse gas emissions, protect air quality and positively influence livability measures in the county. Supporting a lower-impact and comprehensive transportation system helps reduce vehicle miles traveled. Air quality days reported per year

The Minnesota Pollution Control Agency (MPCA) monitors air pollutants and reports daily air quality conditions using the Air Quality Index developed by the U.S. Environmental Protection Agency. Air quality is impacted by air pollution and weather. The MPCA issues air pollution health alerts when air quality is considered unhealthy for sensitive groups, which includes children, older adults, people with respiratory diseases and people who are physically active.

Vehicle miles traveled per capita in Hennepin County in 2012

10,500

Air quality alert days in the Twin Cities in 2012

50

50

100

150

200

250

300

350

0

5

10

15

20

25

30

3516 16 14 13 18

5 7 4 5

29

229

107

2003

237

113

2004

227

132

2008

235

114

2005

235

116

2007

230

122

2009

201

146

2010

217

144

2011

179

182

2012

224

125

2006

AQ

I Day

s

21

16

8 8

8

2

35

9

7

13

2003 2004 20082005 2007 20092006

Air Q

ualit

y Ale

rt D

ays

GoodModeratePoor

Source: Minnesota Pollution Control Agency


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Department of Environmental Services

Strategic Plan2013 – 2020


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