| Local Policy Description: | Implement Biodiesel for Fleet Vehicles
In 2002, the City of Charleston used 182,283 gallons of diesel fuel in fleet vehicles, causing 1,942 tons of CO2 to be emitted. Implementing cleaner burning biodiesel (described below) for municipal purposes would reduce that number by half, preventing 971 tons of CO2 emissions. Biodiesel is a renewable, non-toxic fuel derived from vegetable oils such as soybean oil and canola oil, as well as recycled cooking oil. It can be blended with diesel fuel in any proportion or used in its pure form, and is commonly used in a 20% blend with petroleum diesel known as B20. The Department of Energy published a final rule allowing the use of biodiesel credits for the alternative fuel transportation program. This rule allows States to purchase and use biodiesel as a means of satisfying their Alternative Fuel Vehicle (AFV) purchase requirements. This would also create a market for public consumption of biodiesel in Charleston. In 2002, travelers used 5 million gallons of diesel fuel, emitting 53,928 MTCO2E. By creating a supply for biodiesel, it could then be offered to the public for use in their vehicles.
Green Fleets
The City and County of Denver operates a combined fleet of 3,500 vehicles. Faced with rising fuel costs, increased air pollution, and Federal mandates to clean the city’s air, Denver enacted the “Green Fleets” executive order on Earth Day in 1993. Elements of a Green Fleet: As a result of this order, fleet managers must purchase the most cost-effective and lowest emission vehicle possible, while meeting operational requirements of the agency. In order to accomplish this goal, fuel efficiency standards are included in procurement specifications. The Green Fleets process also includes reducing vehicle size and eliminating old and underused vehicles. The effectiveness of the program is measured by fleet energy use and CO2 emissions. Originally the program set targets of 1% and 1.5% annual average reductions in fuel expenditures and CO2 emissions, respectively. After achieving substantial reductions the order was revised in 2000, and new goals were targeted to provide more flexibility.
Park and Ride Stations
Creating park and ride stations at critical locations throughout the City of Charleston, including at the James Island Connector, West Ashley Bridge, and Cooper River Bridge will decrease the flow of traffic coming in and out of the peninsula, decreasing congestion while also decreasing emissions stemming from personal vehicles. The program would also give a boost to Charleston’s struggling mass transit system, increasing ridership and generating revenue. According to a 2000 Texas Transportation Institute study, Charleston is more congested than other cities of similar size. Eliminating the amount of single occupancy drivers by providing park and ride stations would greatly improve the congestion and emission problems stemming from these automobiles.
Comprehensive Commuter Trip Reduction Program
The City of Charleston can model the Commuter Trip Reduction Program based on a similar program in Los Angeles. In order to alleviate traffic congestion, the City of Los Angeles devised a commuter trip reduction program aimed at discouraging solo personal vehicle use and encouraging transit, car- and vanpooling. The commuter program is offered to 38,000 city employees with a budget of about $1.6 million a year. The program operates in over 40 city departments, including 110 vanpools, 1,000 carpools and the City Telecommuting Program.
Innovative Financing: The Rideshare Trust Fund
The Rideshare Trust fund in Charleston can be shaped according to a similar program in Los Angeles. The City of Los Angeles and its employee bargaining units agreed to a unique arrangement regarding commuter benefits and employee parking. Basically, it rewards the “good guys” (those who rideshare) and penalizes the “bad guys” (solo drivers). Parking fees from solo drivers are used to support rideshare programs. Parking permit fees go to the interest-earning Rideshare Trust Fund. Unlike typical “use-it-or-lose-it” budgets, unspent funds in one fiscal year carry over into the following fiscal year. The Commuter Services Office (CSO) then applies these monies to its entire program; the initiative is thus relatively insulated from the effects of year-to-year tax revenue shortfalls in the General Fund. Trust Fund expenditures are primarily directed toward subsidizing vanpools and employee transit passes. They also cover producing carpool matchlists, purchase and installation of bicycle lockers, and office expenses.
|