EA Climate Action Plan - June 2024

CLIMATE ACTION PLAN 2024 REPORT

© Phoebe Wing Swan

When we bring our voices, actions, and advocacy to the community...

...we can create a more sustainable and resilient future

“You cannot get through a single day without having an impact on the world around you. What you do makes a difference and you have to decide what kind of a difference you want to make.”

— Jane Goodall (National Geographic, 1974)

Dear Esplanade Supporters,

Fifty years since conservationist and environmentalist Jane Goodall’s call to action to be conscious of our “impact on the world,” her words have progressively gained more resonance as we consider our collective climate future globally, nationally, and locally. As a staff, board and community, the Esplanade Association (EA) has dedicated the past 3 years to develop a Climate Action Plan that reflects the difference we hope to make. This 2024 Climate Action Report captures this effort to establish the Plan, as well as its initial impacts.

In exploring EA’s sustainability journey in the following pages, we hope you will notice a few themes: of collective effort, of connective partnership, and of ongoing commitment. This work cannot be done singularly or alone. Nor can charting or documenting it. To produce this report, EA is grateful to acknowledge key partners and individuals.

First and foremost, Boston’s Green Ribbon Commission Executive Director Amy Longsworth along with Azanta Thakur and Dallase Scott for inviting EA in 2021 into their inaugural “Collaborative Climate Action Plan” cohort to help EA establish our Climate Action Statement and subsequent Plan. Likewise to our partners in the Commonwealth’s Department of Conservation and Recreation (DCR), Commissioner Brian Arrigo, as well Director of Climate Resilience Sarah White and Ombudsman Aaron (A.J.) Tourigny for dialogue about the plan in relation to DCR pillars of public health, equity, economic opportunity and climate resilience. Within EA, this report was initiated and stewarded by former directors Michael Nichols and Margo Newman, drafted by Rachel Surrette, project operations and Sustainability Coordinator and Ali Badrigian, Director of Projects & Planning, and thoughtfully edited by board members Tom Lewis and Jeryl Oristaglio. EA could not be more proud of their collaborative attention to this Report.

To close, we hope you find the history and action steps in this Report motivating in ways that meet you where you are. For some, it can be an introduction to how EA contributes to what makes Boston a vibrant and vital city. For others, it may be an invitation to collaborate with EA on a local partnership. For yet others, it can be inspiration to take your own action steps, wherever you may be in your sustainability journey. However you choose to engage in the report, please do share that learning with others. And know it makes a difference!

We hope to see you in the park soon!

Jen Mergel James and Audrey Foster Executive Director

Alexi Conine Board Chair

LAND ACKNOWLEDGMENT

We wouldn’t be able to begin to devise this report without acknowledging the people and communities that came before us who were stewards of the lands and waters in the area. For millennia along the tidal Quinobequin River, now called the Charles River, indigenous inhabitants stewarded the site. History of recent centuries documents that the Massachusett people intersected with Nipmuc neighbors to the west and Wampanoag neighbors to the South. They fished in the river’s tides with weirs, traveled and traded along the waters, farmed and hunted on the land, and made their communities here. The arrival of European colonialists ultimately led to the violent displacement of the Massachusett people from what we now call Boston. The Neponset band of the Massachusett, for example, saw their territory

diminished as they were forced over the Blue Hills to a smaller area of the Neponset Territory known as Ponkakpoag. While displaced, their name was adopted by the Commonwealth of Massachusetts, whose Department of Conservation and Recreation (DCR) now oversees the Charles River Esplanade along with many public state parks and properties. Through its work in partnership with DCR, the Esplanade Association strives to honor, respect and recognize the connection between this site and our local indigenous tribes.

© SEBASTIAN GONZALEZ QUINTERO

ABOUT THE ESPLANADE ASSOCIATION

ESPLANADE ASSOCIATION MISSION

The Esplanade Association is a nonprofit organization that works to revitalize and enhance the Charles River Esplanade, sustain its natural green space, and build community in the park by providing educational, cultural, and recreational programs for everyone. Working in collaboration with the Massachusetts Department of Conservation and Recreation, the Esplanade Association is dedicated to improving the experiences of the millions of visitors who enjoy Boston’s iconic riverside park. We do this by:

Ecological Restoration & Stewardship

We improve the biological diversity and beauty of the natural environment on the Charles River Esplanade. Our horticulture and stewardship staff utilize the best management practices in land care to improve soil health, manage nonnative plants, expand native plantings, and care for the urban tree canopy. Since 2012, we have developed and implemented a compost program, planted hundreds of native perennials, shrubs, and trees, and created new initiatives to raise awareness about conservation and restoration.

Community Engagement & Education

The Esplanade Association offers a variety of free and inclusive programming, events, and volunteer opportunities to the greater-Boston community to engage people’s minds and bodies on the Esplanade. Every year, the Esplanade Association brings thousands of children, students, families, and park visitors of all ages and abilities to the park for free fitness classes, day camps, and

VISION

A thriving, safe, accessible park where people come together to share, explore, and enjoy nature and community.

recreational, educational, and cultural programs and events. Our Volunteer Program invites conscientious citizens to take part in keeping the Park beautiful and healthy while educating them about the Park’s history and critical role in this urban landscape.

Advocacy

We advocate on behalf of the park to ensure that the land and natural environment is protected today and for generations to come by partnering and working with donors, legislators, and other organizations.

Investment

Through capital projects and campaigns, we restore and revitalize critical structures and landscapes, reactivate underutilized and fragile parts of the park.

Map of the Charles River Esplanade

We Welcome you... to the Esplanade!

The Esplanade sees over 4 million visitors annually!*

*figure based on four pedestrian counters located at footbridges in the park

INTRODUCTION TO EA’S CLIMATE ACTION PLAN

The Esplanade Association (EA) is a nonprofit organization that works to revitalize and enhance the Charles River Esplanade, sustain its natural green space, and build community in the park by providing educational, cultural, and recreational programs for everyone. Working in collaboration with the Massachusetts Department of Conservation and Recreation, the Esplanade Association is dedicated to improving the experiences of the millions of visitors who enjoy Boston’s iconic riverside park.

In today’s changing world, our vision of a thriving, safe, accessible park where people come together to share, explore, and enjoy nature and community has never been more important. Throughout our years in the community, especially exacerbated by the recent Coronavirus pandemic, we’ve seen how shared greenspace is vital for the health of communities, neighbors, families, and the ecosystem that surrounds us. While the Esplanade Association has deeply valued sustainability principles in the work since our inception in 2001, as we approached our 20th anniversary in 2021, we recognized the imperative of formalizing our commitment to stewardship in the face of a changing climate. So, as an organization we charted a new climate resiliency journey.

Our work was preceded by many great climate movements, including the 1994 international Climate Action Network, formed by international scientists out of concern for ongoing climate changes. By 2015, President Obama published a national “Action Plan” toward clean energy and climate resilience for the United States. Now in 2024, it is local actions, community by community, organization by organization, and person by person, that remains most tangible and measurable. The City of Boston has been an early leader, developing its first Climate Action Plan in 2007 with consistent updates in successive administrations. To complement civic policy, Boston’s Green Ribbon Commission was established in 2010 to cultivate coordinated partnerships across sectors: non-profits, commercial, academic, neighborhood groups and more.

By 2021, as Massachusetts releases its Climate Plan, the Esplanade Association also mobilized. In EA’s 20th anniversary year, the team made the commitment. We began the process by joining the first cohort of the Green Ribbon Commission, a Bostonbased organization uniting community entities in the climate action planning process. With the guidance of technical experts from the Green Ribbon Commission, and the

support and engagement of peers in our cohort, we drafted our first Climate Action Statement. The Climate Action Statement provided us with the foundation from which we’ve grounded the Climate Action Plan before you, with three concrete goals, and a comprehensive arsenal of strategies and action items, meticulously crafted with insights from our staff, engaged community members, and valued partner organizations, to help our organization embody the commitment to sustainable practices, and to help prepare the Charles River Esplanade, Boston’s beloved state park, for a changing climate.

Today, we proudly present our Plan, which encapsulates the importance of proactive climate work to preserve greenspace. We’ve examined the local impacts that Boston residents and visitors can anticipate, building upon the expertise state climate experts, to create a document that – we hope -- can benefit all who love the Esplanade, today and for future generations. The dedicated efforts of several staff, partners, and community stakeholders have been poured into this report, a testament to our unwavering commitment to protecting and preparing this vibrant community space. While we consider our plan to be well-mapped, the ever-evolving landscape of science demands continuous updates and the exploration of new ideas. We pledge to keep the Plan iterative and evergreen, evolving as we learn more, and with new science and updated practices.

We are thrilled that you have joined us here to read this report, discover in the insights community engagement, and join us in fostering a resilient and inclusive environment for the Esplanade.

Thank you for being a part of our climate journey!

Together, we can advocate for a vibrant, sustainable, and diverse Esplanade for visitors of today, and generations to come.

EA’S SUSTAINABILITY JOURNEY

EA has been working on sustainability projects since our organization’s inception, including:

ABOUT OUR PARTNERS AT DCR

About DCR*

*Provided from Mass.Gov

The Department of Conservation and Recreation is steward of one of the largest state parks systems in the country. Its 450,000 acres is made up of forests, parks, greenways, historic sites and landscapes, seashores, lakes, ponds, reservoirs, and watersheds.

DCR’s mission, currently led by Commissioner Brian Arrigo, is to protect, promote and enhance our commonwealth of natural, cultural, and recreational resources for the well-being of all.

In meeting today’s responsibilities and planning for tomorrow, DCR’s focus is on:

Improving outdoor recreational opportunities and natural resource conservation

• Restoring and improving our facilities

• Expanding public involvement in carrying out DCR’s mission, and

• Establishing first-rate management systems and practices.

• The health and happiness of people across Massachusetts depend on the accessibility and quality of our green infrastructure - our natural resources, recreational facilities, and great historic landscapes. The DCR continues to improve the vital connection between people and the environment.

DCR: Our Partner in Stewardship

DCR and EA enjoy a successful partnership with shared goals to improve the experiences of the millions of visitors who enjoy Boston’s iconic riverfront park each year and to care for the Esplanade. DCR maintains care, custody, and control over the Esplanade and performs the basic dayto-day services essential to the park’s continued vitality. Because (the agency has limited resources, which must be spread throughout the statewide park system, the Esplanade Association provides additional support for the Esplanade to revitalize, maintain, enhance, and program the park each year and program the park each year CR maintains care, custody, and control over the Esplanade and performs the basic day-to-day services essential to the park’s continued vitality. But the agency has limited resources, which must be spread throughout the statewide park system. This is where its nonprofit partner steps in. EA offers additional support above and beyond DCR’s capacity to care for the Esplanade through a combined effort to revitalize, maintain, enhance, and program the park each year.

DCR Commissioner Brian Arrigo and EA Co-Founder Jeryl Oristalgio

DCR’S 2022 CLIMATE CHANGE ASSESSMENT

In December 2022, DCR released the Massachusetts Climate Change Assessment, a comprehensive evaluation of climate change impacts on the state’s human health, natural resources, and public & private assets. The report highlights three main findings: rising temperatures, changes in precipitation patterns, and sea level rise. Below you will find a list of impacts we gleaned from the DCR report that we find most applicable to our circumstances on the Esplanade and seek to summarize it here.

Key Impacts on the Esplanade from the DCR’s Report

*Based on the Boston Harbor Region Climate Impact Section

Sea Level Rise

As the Esplanade extends alongside the Charles River for a distance of 3.6 miles, it’s particularly vulnerable to rising sea levels. The report specifically projects a 1 – 2-foot rise by 2100, meaning lagoons and low-levels in the park would be rendered useless. Additionally, a rise like that would mean millions of dollars in damaged infrastructure like pathways, bridges, landings and docks.

Erosion Concerns

Higher water levels combined with more frequent and intense storms could erode the Esplanade’s shoreline, threatening trees, vegetation, and historical structures. This could also lead to increased sedimentation in the water, harming the diverse aquatic life in the lagoons and river outlets.

Change in Precipitation

The report suggests more frequent and intense storms are predicted in the coming decades, leading to increased stormwater runoff. The current drainage systems in the park and in Back Bay may not be able to handle the increased volumes, leading to damaged infrastructure and in-park flooding. Additionally, the change in precipitation would also suggest more intense drought periods during the summer months, creating dangerous conditions for park users and a potential habitat loss for wildlife.

Increasing Temperatures and Declining Air Quality

Changes in temperature patterns could hugely affect the park’s diverse tree canopy and plant & animal communities. The loss of biodiversity makes an unstable environment for growth. Increased heat and emissions could lead to poorer air quality, posing a unique risk to park visitors and the wildlife.

Note from EA:

It’s worth mentioning that the ResilientMass Action Team, an inter-agency working group, released its ResilientMass Plan in Fall 2023, that serves to be a Hazard Mitigation and Climate Adaptation Plan for the state. EA will integrate relevant adaptation strategies that are pertinent to the Esplanade to this plan.

Where Does the Esplanade Association Belong in the Conversation?

EA operates as a dedicated friends group focused on revitalizing and managing the Esplanade, it is uniquely positioned to play a pivotal role in climate change preparation. The organization collaborates extensively with the Department of Conservation and Recreation (DCR). Many of the tasks and initiatives explicitly emphasize partnerships with DCR, ensuring alignment with their jurisdiction. Regardless of our position, we still believe we have an important role in address climate change on the Esplanade, specifically by:

Leveraging our social capital to promote climate change awareness and provide education

Suggesting and supporting the implementation of sustainable practices in park management

Introducing and carrying out projects that will help enhance the Esplanade’s resilience to climate impacts

Continue to use our platform to advocate for climate change mitigation and adaptation policies

COMMUNITY ENGAGEMENT

Prioritizing Inclusive Dialogue

Central to our climate action endeavors is the inclusion of a diverse range of voices from partners, neighbors, stakeholders, and community members. Our aim is to ensure that every perspective is valued, allowing us to identify any blind spots or obstacles in our planning process. Throughout the Plan creation we made proactive outreach efforts, engaged with organizations in meaningful conversations focusing on climate equity, inter-organizational collaboration, and more. Most participating organizations agreed to an hour call discussing their work in the climate action field and offering their thoughts on EA’s sustainability plan to date. You will see our biggest takeaways from those conversations on the next page.

Additionally, we sent out a survey to several Boston-area organizations who are affiliated with greenspaces, climate action, or community engagement. The purpose of the survey was to gauge other organization’s current climate-related projects or practices and their thoughts on the sense of urgency for climate action in the Boston Area. Those takeaways are summarized below as well.

Our collaborative efforts are intended to ensure that we are including a range of stakeholder voices in our Plan, and highlight the importance of having a collaborative ethos while embarking on a strategic planning process. We plan on continuing community conversations, revising the report when necessary, and encouraging community organizations to partner with us on their climate action work.

Internal Processes

EA recognizes the unique privilege of being able to dedicate a significant portion of a staff member’s time to lead the development of our Climate Action Plan and would like to acknowledge this. While benefiting from the personal expertise of a dedicated professional guiding the Plan’s construction, we found it crucial to involve our entire staff in this pivotal decision-making process. Within our team, we have a diverse group of individuals with substantial knowledge across various fields, and it was important to tap into their unique insights.

Our collaborative approach involved multiple internal meetings conducted throughout an iterative process. During these sessions, we carefully defined each department’s potential role in the Climate Action Plan. This not only allowed us to leverage department-specific insights but also facilitated the collection of direct suggestions from staff members, who shared valuable information about their ongoing work. We also worked hand in hand with a few of our Board Members, who have institutional knowledge and unique backgrounds that could help further ideas, narratives, and leadership guidance for the Plan.

Recognizing the profound impact of personal investment, we approached our Climate Action Plan with a commitment to ensuring every staff member and intern felt a genuine connection. We understood the importance of cultivating personal buy-in, fostering excitement, and promoting engagement with our future initiatives. This deliberate strategy aimed to create a sense of ownership and enthusiasm across our team, reinforcing everyone’s connection to the Plan’s objectives and anticipated outcomes.

OUR BIGGEST TAKEWAYS

from six climate action conversations with Boston-based organizations in the environmental or climate field

Deeply consider all visitors and create an inclusive space of belonging

Maintaining transparency and accountability for our organization’s commitments

Support existing efforts and organizations engaged in DEIA work

Add contextual understanding to projects and programs when appropriate

Commit to keeping the Plan iterative and being a living document

CLIMATE ACTION SURVEY TAKEAWAYS

*all information collected from 9 partner organizations surveyed by EA in February 2024

WHAT ARE YOUR MOST PRESSING CONCERNS FOR BOSTON GREENSPACES?

Do you have a staff person dedicated to sustainability (fully or part of their position?)

organizations engaged from multiple park groups and community nonprofits

"Boston's beautiful street trees wouldn't be here without incredible advocates!”

THE CLIMATE ACTION CONVERSATION IS ALL

YES NO

collaborate with other park groups?

track sustainability initiatives?

want to do more sustainability work?

*based on organization responses from EA’s Climate Action Survey (February 2024)

Why are you excited about climate action?

"The prospect of a cleaner Boston harbor, with more green spaces and resilient infrastructure, is what excites me about climate action."

© Susan Driscoll

Creating an Emissions

Our Approach

To begin synthesizing the strategies for making the Esplanade more climate-ready, we had to understand the park’s current emissions footprint – a task known as “baselining”, or getting a sense of the current emissions reference points. As shared with us by the Green Ribbon Commission, creating an emissions baseline can help plan projects, target areas of improvement, and track success metrics over time.

Creating this emissions baseline for the Esplanade presented a unique challenge: how could we go about assessing the emissions of an urban park that is state-owned, supported by a friend’s group, and which accommodates dozens of vendors and millions of annual

visitors – while millions of vehicles pass by just feet away on a major roadway?

So, our baselining exploration began by questioning a number of our organization’s practices, like what type of emissions do we produce, and at what scale? What is under our control as a friend’s group? How can we measure the impact of the care that our organization provides to the Esplanade’s 1800+ urban tree canopy? After attempting to answer these questions, we calculated estimated emissions and sequestrations from our organization, and other organizations and partners moving through the park, to offer a clearer picture of the park’s current footprint. This will enable us to gauge our influence on the environment, note our existing achievements, and identify crucial areas of

Defining Greenhouse Gas Emissions

The Environmental Protection Agency has defined three categories of greenhouse gas emissions, known as Scope 1, Scope 2, and Scope 3.

Scope 1 emissions are direct emissions originating from sources owned or controlled by the organization. For EA, this includes emissions from in-park vehicles, lawn equipment, and any other combustion processes that we are directly responsible for generating.

Scope 2 emissions arise from the generation of purchased electricity, steam, heating, and cooling consumed by the organization. While the park’s primary emissions are from Scope 1, we still indirectly contribute to Scope 2 emissions.

Scope 3 emissions cover all other indirect emissions that occur due to an organization’s activities, but from sources not owned or controlled by them. For EA, this encompasses

emissions related to waste disposal, the activities of vendors who come into the park, and even the production of purchased goods or services that support park and office operations. In this baselining exercise, we are also considering emissions generated by park partners for a more holistic view of the park’s impact.

Please note: Our report focuses on quantitative carbon emission metrics for Scope 1 emissions, as this is the realm where we can realistically quantify and gather data for EA. While Scope 3 emissions inherently involve a wide range of activities on the Esplanade, their extent beyond our direct engagement makes a thorough and accurate data collection process unfeasible.

For Scope 2 emissions, we’ve opted not to delve into this categorization primarily because the electricity that powers our office is clean or whatever… (insert note about that here). Consequently, our focus remains dedicated to areas where our influence and data are most significant and actionable.

Emissions Baseline for EA

EA’s Emissions based on Scope 1 & 3

Scope 1 Baseline

The Scope 1 Baseline considers several aspects of EA’s operations, from the EA team and DCR teams, to Community Boating, Inc. and other park partners, and other regular activities in the park. Below is a list of what we considered and how we estimated baseline metrics*. Please note that this list is non-exhaustive, and we commit to returning and updating this section, as well as the entire report, as needed.

Park Equipment: 7-10 metric tons of CO2 annually

o At EA, the Temporary Operations Center is pivotal for the park’s upkeep. Catering to the expansive 64-acre park requires electricity for our staff in the park, and an array of tools and machinery. Some of these tools are gas-powered and some are electric, such as electric leaf blowers. Based on insights from our Director of Park Operations and a detailed inventory review, we were able to gauge the potential carbon emissions.

Maintenance Activities: 3-5 metric tons of CO2 annually

o Differentiating from equipment-related emissions, this category focuses on substances like solvents, paints, and other chemicals essential for the maintenance of our facilities and art murals. Our calculations leverage detailed data from previous maintenance logs, encompassing everything from our public art program to organic care products for our lawns, as far back as 2014.

Park Vehicles: 17-20 metric tons of CO2 annually

o EA’s fleet is comprised of three golf carts, with one being electrically powered, and a gas-powered Ford F-250 truck occasionally used for heavier duty park tasks. Our golf carts are generally used up to five days per week, or occasionally for weekend programs.

Events and Activities: 1-1.5 metric tons of CO2 annually

o Measuring emissions from the diverse range of programs and events hosted by EA posed some challenges. Many activities potentially fall under Scope 3 emissions, especially when external vendors are introduced. For events of a smaller scale hosted by EA, the primary emission sources were found to be our golf carts and essential equipment like battery-powered sound systems, as well as the production of marketing materials.

DCR Hatch Memorial Shell Events: 3-4 metric tons of CO2 annually

o The DCR Memorial Hatch Shell hosts numerous significant annual events under DCR permits, notable examples being the Boston POPS, Landmarks events and Fourth of July concerts. We used similar events EA has conducted to estimate these figures, as at the time of publication detailed data from partner organizations was unavailable.

One of EA’s golf carts during Charles River Cleanup

BASELINE OF THE ESPLANADE

On-site Power Generation: .5 -1 metric tons of CO2 annually

o The Temporary Operations Yard, occasionally necessitates on-site power generation, like cooling/heating the office trailer and charging the few electric equipment pieces. We turned to historical usage data to arrive at our emission estimates for these utilities.

EA Back Bay Office: 2- 2.5 metric tons of CO2 annually

o Located in Back Bay’s Copley Square, our office is the hub for our 15 person staff. To estimate our office emissions, we analyzed our annual electric consumption. A noteworthy mention: our transition to renewable energy in early 2023 via the Boston Community Choice Electricity Program means the data only captures half-year emissions from the office. Additionally, the staff office is planned to relocate to Charlesbank Landing in 2026, so and update will be made then.

Scope 2 Baseline

We considered many facets of Scope 3 emissions that might influence the Esplanade’s environmental footprint. This approach considered several dimensions of the park—from DCR Operations, in-park partner engagements, to the myriad of daily activities that breathe life into the Esplanade. We will use all the below factors in consideration of emissions to help guide decision making, even though we don’t have quantitative figures.

Department of Conversation and Recreation (DCR):

o Similar to our approach for Hatch Shell events, DCR’s impact is estimated based on analogous institutions due to the complexity of their electrical and maintenance operations. Their responsibilities encompass park safety, lawn mowing, leaf and snow removal, permitting for programs and events, and infrastructure projects.

Community Boating Inc and Union Boat Club

o The operations of these two organizations include various electrical and maintenance undertakings beyond our direct purview. Our approach here mirrored that of the Hatch Shell events: educated estimates anchored by insights from analogous institutions.

Visitor Transportation

o We consider emissions generated from the diverse modes of people-powered transportation visitors utilize to reach and depart from the park. Because of its location and lack of parking, we primarily consider emissions from the MBTA, e-bikes, other motorized vehicles and then cars.

Goods & Services Procurement

o These emissions are footprints tied to the lifecycle of goods and services we purchase –from production and transportation to end-of-life treatment. Examples include park benches, maintenance equipment, in-park signage, and event supplies.

Vendor Operations

o The emissions produced by the range of vendors operating within our boundaries. This encompasses everything from food preparation emissions to those related to rental equipment.

Waste Generation

o Emissions stemming from waste treatment processes, be it decomposition in landfills or

ESPLANADE Continued

incineration, capturing both visitor-contributed waste and operational waste.

Water Usage

o While water usage per se doesn’t result in emissions, the energy employed in water treatment facilities and distribution systems does have a carbon footprint that we would factor into baselining. For in-park usage, we are considering mostly water used to maintain horticulture.

Construction & Capital Goods

o We included this figure for the rare event of construction on the Esplanade – most considerably, the construction of Charlesbank Landing. These emissions originate from park infrastructure developments, accounting for the carbon costs of both construction materials and their logistics.

Employee Commuting

o This considers the emissions footprint of our staff’s daily commutes to and from our Back Bay office and our Temporary Operations Yard

Banking & Financial Services

o Though less tangible, services such as insurance, banking, and financial processes related to park operations have an emissions component we would like to consider.

Tenant Emissions

o Entities that lease spaces or operate within the premises, like boating institutions, contribute to the Scope 3 emissions through their activities.

End-of-Life Treatment

o This captures emissions tied to the disposal or recycling processes of items once they’re no longer usable.

Investments

o If investments are a part of our financial strategy, we recognize the potential emissions stemming from our portfolio, especially if they are tied to high-emission sectors.

I am thrilled with the work EA has done internally! For us, it’s important to ‘walk the sustainability walk’ in order to share our message proudly and transparently - Rachel Surette

Project Operations & Sustainability Coordinator

BASELINE OF THE ESPLANADE

The Esplanade is Great at Sequestering!

The Esplanade serves as a rich ecological pillar in downtown Boston, offsetting emissions and enriching the environment in a variety of ways, such as:

Carbon Sequestration through Diverse Vegetation

o The park is home to a rich collection of mature trees, understory vegetation, and lawns/fields. These green spaces actively absorb carbon dioxide from the atmosphere, serving as natural “carbon sinks”. Over time, this stored carbon accumulates, playing a significant role in mitigating the effects of greenhouse gas emissions.

Oxygen Generation and Improved Air Quality

o Every leaf and blade of grass on the Esplanade contributes to the photosynthetic process, absorbing carbon dioxide and releasing fresh oxygen into the atmosphere. This not only revitalizes the air we breathe but also combats urban pollutants, ensuring healthier air quality for all.

Mitigation of the Urban Heat Island Effect

o The dense infrastructure and paved and reflective surfaces of urban areas tend to trap heat. The park counteracts this by offering cooler microclimates. The evapotranspiration from plants and shaded green spaces contributes to localized cooling in the park.

Rich Soil as a Carbon Reservoir

o Beneath the visible greenery, the soil of the Esplanade plays a quiet but vital role in the carbon cycle. Rich, organic soils act as carbon repositories, locking away carbon that would otherwise be released into the atmosphere, thereby acting as an underground shield against climate change.

Natural Water Management and Filtration

o Lagoons and riverfront areas within the Esplanade serve as natural filtration systems. They filter stormwater runoff, preventing suspended solids from entering the Charles River, which in turn provides for a cleaner Charles and reduces the strain on urban water treatment facilities.

Biodiversity in the Park

o A diverse ecosystem is a resilient one! The habitats on the Esplanade, from its ponds to its gardens, support a plethora of wildlife, especially pollinator species and birds. This biodiversity not only enriches natural experience but also strengthens the ecosystem’s capacity to respond to environmental stressors.

Promotion of Sustainable Practices

o The very design of the Esplanade encourages sustainable thinking. Its network of paths and trails nudges visitors towards eco-friendly transportation modes like walking and cycling. This advocacy for more green transportation plays a part in reducing the overall carbon footprint of park visitors, who can use green transportation to travel or commute all along the Charles River.

Eco-Education and Community Engagement

o The Esplanade serves as a living classroom. Through educational programs, signage, and community engagement, it raises awareness about the importance of sustainable living, inspiring visitors to adopt greener practices in their daily lives.

Thanks to the Green Ribbon Commission’s support as we created this emissions baseline for the Esplanade, we’re now in a stronger position to create a targeted and effective action plan. Moving forward, we’ll use this data to set realistic goals and track our progress. By understanding our starting position, we can make informed decisions and ensure tangible improvements for the Esplanade. As we continue this work, it’s important to remember that every step taken, big or small, contributes to a more sustainable future for the park, and for Boston. And if your organization is looking for a place to begin their sustainability journey, baselining is a great place to start!

THE ACTION

Our Strategies for

ACTION PLAN Climate Resilience

The Action Plan: Strategies for Climate Resilience

In the following section, you will find a roadmap laying out several paths towards climate resilience on the Esplanade. It follows from the goals highlighted in our 2022 Climate Action Statement, which were crafted with the intent of mapping out our future plan:

1. Enhance our stewardship of the Esplanade’s ecosystem to foster resilience, biodiversity, and human health

2. Ensure our outreach and educational, cultural, and recreational programs incorporate environmental justice principles.

3. Achieve carbon neutrality in the park and as an organization by 2030.

Within the three Climate Action Statement goals, we discerned subgoals, which breakdown the goals into areas where we hope to affect change. Delving deeper, we identified strategies and subgoals into tasks, both within the park and in our organization office. Finally, each strategy has several actions embedded within it, giving our organization clear items to work on towards sustainability on the Esplanade. This commitment to specificity ensures that our aspirations are not just ambitions but able to become tangible achievements.

Using T-Shirt Sizes as a Tool for Estimating Effort

A list of potential projects can feel daunting to consider, especially when you’re excited to get started. Before diving in, it can help to think about resources your team will need and then prioritize or delegate accordingly. There are many different ways a team can estimate the

© Anna Thurber Frozen in Life Art Activation on the Esplanade March 2021

effort it will take to complete a project. One method our team uses is called “T-Shirt Sizes”. We considered some of the ways that a project can draw resources – for example: how much could it cost, how much time could it take, how many partners would we need to talk to, how many permits might we need to get – and consider these factors together to give each project a “size” from XS to XL. You’ll see icons next to each Action in this section, which show the level of effort we think it might take for our organization to complete the project. This helps our team choose what project to work on next. For example, if our team has limited resources but still wants to take on a project, we can pick one that’s XS or S and know that we’re still making an impact without taking on more than we can handle. Assigning a size to each project can also help us measure our impact over time.

With this streamlined approach, we’re confident in our ability to take on climate resilience projects effectively. Read on for the specific actions and tasks we’ll be implementing!

Visual Representation of Plan Organization

GOAL 1 (of 3)

Enhance our stewardship of the Esplanade’s ecosystem to foster resiliency, biodiversity, and human health

The GOAL is broken down into topics, called Subgoals: A. Resiliency

Biodiversity

Human Health

Mitigation

Each Subgoal is then broken down further into Strategies:

Flood Management & Water Conservation

Composting

The steps we take towards implementing each Strategy are Actions (listed below).

Subgoal A: Resiliency

Strategy 1: Flood Management & Water Conservation

Action 1 (1.A.1.1)

Develop Flood Management Protocols, Scalable to the Charles River Watershed Leveraging insights from various state and local sources including the DCR’s Climate Change Assessment and Mass Gov mapping tools—this action seeks to compile an authoritative set of resources. This pool will empower the Esplanade Association (EA) with robust strategies to anticipate and counteract the challenges of rising sea levels.

Action 2 (1.A.1.2)

Augment Permeable Surfacing in the Park to Mitigate Flooding Risks

Permeable surfaces, characterized by their unique design with pore gaps, offer an alternative to traditional asphalt or concrete, facilitating effective water filtration either into the ground or the river. The strategy entails both championing the adoption of such surfaces in the park and prioritizing their integration in upcoming projects or renovations.

Action 3 (1.A.1.3)

Advocate for usage of bioswales in the park with intention of designing and building.

Bioswales are landscape features that collect polluted stormwater runoff, soak it into the ground, and filter out pollution. They also have more complicated design features such as layers of engineered soil and gravel, perforated pipe underdrains, and overflow structures to help handle runoff from bigger storm. (Source: MMSD.com)

Action 4 (1.A.1.4)

Integrate Grey Water Utilization Infrastructure within the Park Grey water previously utilized in domestic, commercial, or industrial contexts offers a sustainable resource for the park. Infrastructure adaptations for its use can range from establishing grey water irrigation systems to constructing basins designed for effective stormwater run off management.

Strategy 2: Erosion Control & Shoreline Restoration

Action 1 (1.A.2.1)

Enhance Shoreline Strength with Deep-Rooted Vegetation and ErosionResistant Plants

In light of the intensified vulnerabilities induced by climate change, shorelines are increasingly susceptible to erosion. Integrating vegetation with profound root systems, along with plants inherently resistant to erosion, can bolster the natural seawall defenses and mitigate the risk of the shoreline receding into the river.

Action 2 (1.A.2.2)

Conduct soil assessments in areas close to the Charles River to ensure quality and composition.

Similar to the action above, many situations resulting from climate change affect soil health and resiliency. By regularly testing near the shoreline, we can ensure the Park’s soil health is maintained and we can take calculated measures to ensure its integrity.

Action 3 (1.A.2.3)

Increase usage of vegetated berm for native plant growth

Vegetated berms are compacted or vegetated structures designed to slow, pond, or filter runoff. Berms could be implemented at the shoreline or around new gardens and plantings.

Action 4 (1.A.2.4)

Expand intertidal zone to mitigate potential flood impacts. The intertidal zone is defined by NOAA as anywhere a body of water meets the land. A larger intertidal zone would mean the park can accommodate for larger swells and increasing sea level rise.

Strategy 3: Composting

Action 1 (1.A.3.1)

Continue to implement programs to recycle and reuse plant, tree, and related vegetation materials within the park. This action can include measures such as a turning old trees into mulch, composting dead or decaying plant materials, or synthesizing carbon output.

Action 2 (1.A.3.2)

Encourage all food vendors and partners to offer composting while on the Esplanade.

Composting is an integral part of a closed loop system, where individuals may bring disposables into the park and EA turns it into energy for our usage.

Action 3 (1.A.3.3)

Offer composting bins next to trash and recycling at Charlesbank Landing. This includes upgrading the current trash and recycling systems with newer, more compost friendly access and having a maintenance plan to collect and use compost.

Strategy 4: Soil Health

Action 1 (1.A.4.1)

Create soil health inventory to track quality in park and use data to make health decisions.

More specifically, data gathering on various areas on the Esplanade that serve different purposes, i.e., Fielder Field vs Clarendon Garden vs Elliot Memorial area, to ensure we are maintaining soil health

Action 2 (1.A.4.2)

Reduce soil compaction, especially near new plantings, via signage and education.

Soil compaction occurs when soil particles are pressed together, reducing pore space between them. A compacted soil has a reduced rate of both water infiltration and drainage and increases the likelihood of aerationrelated problems.

Action 3 (1.A.4.3)

Continue to integrate organic matter in soil when applicable and good for soil health.

Good organic amendments for garden soils include wood by-products such as sawdust and bark mulch, manure, grass, and compost. Organic matter significantly improves the soil's capacity to store and supply essential nutrients (such as nitrogen and phosphorus), and to retain toxic element. (Source: oregonstate.edu)

Subgoal B: Biodiversity

Strategy 1: Native Species Management

Action 1 (1.B.1.1)

Conduct analysis of invasive species in the park and their overall impact on the health of the park.

Invasive species can severely degrade an ecosystems capacity for growth and resiliency. By cataloguing and removing species, more native and natural plants can thrive.

Action 2 (1.B.1.2)

Continue to create and sustain pollinator gardens to encourage cross pollination.

Pollinator habitats support the beneficial insects that are predators of crop pests and that can contribute to natural pest control. In addition, pollinator gardens can reduce soil loss and water runoff, and provide other ecological benefits that can translate to economic savings.

Action 3 (1.B.1.3)

Create an inventory of native plant and wildlife species. Creating a catalogue of native plant and wildlife on the Esplanade is beneficially in many ways, including increasing capacity for planning and plantings, more educated project planning, better informed education series, and more.

Action 4 (1.B.1.4)

Increase usage of drought resistance plants

As climate change continues to affect the park’s ability to maintain a healthy ecosystem for growth, drought resistance plants will aid EA’s capacity to use less water and save groundwater.

Action 5 (1.B.1.5)

Continue planting native and near-native species in the park. Climate change is affecting the regular temperature ranges we are used to seeing in New England. As temperatures rise, planting species from nearby Southern regions will be more resilient as they are more used to the hotter temperatures.

Strategy 2: Tree Care Plan

Action 1 (1.B.2.1)

Continue to commit to new soil decompaction, testing and amendment program to better support new and existing tree health. Soil decompaction can improve tree growth and health by breaking up compacted soil, analyzing nutrient content and pH levels, and adding necessary amendments such as compost and organic fertilizers. Committing to these programs can lead to numerous benefits, including improved aesthetics, better root growth and a healthier environment.

Action 2 (1.B.2.2)

Maintain plan to remove dead, dying and diseased trees. EA’s Tree Care and Management plan includes these measures, which result in benefits such as preventing the spread of disease, reducing the risk of falling branches, and creating space for new tree growth.

Action 3 (1.B.2.3)

Establish sustainability and climate resilience endowment to fund needed resiliency work

A small endowment, dedicated solely to sustainability projects, will provide a long-term, reliable funding source to support critical resiliency projects that safeguard our community from the impacts of climate change.

Action 4 (1.B.2.4)

Commit to pruning schedule for full 1,800 tree canopy to preserve health and regularly inventory tree health. As part of our ongoing tree maintenance plan, regularly inventorying tree health can help identify potential issues early on and allow for timely interventions to maintain the health and vitality of the tree canopy.

Action 5 (1.B.2.5)

Continue to further enhance the diversity of tree species in the park via informed decision making and current best practices. Continuing to increase diversity in tree species is important for promoting a healthy and resilient urban canopy. Planting a variety of species can help prevent the spread of disease and pests, improve ecosystem services, and enhance the aesthetics of the park.

Subgoal C: Human Health

Strategy 1: Community Health Initiatives

Action 1 (1.C.1.1)

Support healthy communities by integrating sustainability concepts and green practices with relevant program offerings, to further enhance visitor well-being. By providing opportunities for visitors to connect with nature and learn about sustainable practices, parks and other public spaces can play an important role in promoting healthy and sustainable communities.

Action 2 (1.C.1.2)

Educate local community on the nature and human health connection. Educating the local community on the connection between nature and human health can help promote a greater appreciation for the natural world and encourage people to spend more time outdoors. Research has shown that spending time in nature can have numerous benefits for mental and physical health, making it an important topic for community education and engagement.

Action 3 (1.C.1.3)

Use EA's social and political capital to further important sustainability and social equity projects occurring in local communities. By leveraging our influence, resources, and capital, EA can play a leadership role in driving forward initiatives that have a positive impact on the environment and society.

Strategy 2: Employee Engagement

Action 1 (1.C.2.1)

Develop and implement opportunities for staff to gain greater environmental awareness and understanding of sustainability initiatives and expectations within the agency.

Ideas include providing training and workshops on environmental topics and set sustainability goals with a dedicated rewards system to encourage participation.

Action 2 (1.C.2.2)

Implement employee challenges to engage staff in learning about sustainable practices.

Challenges could include activities such as reducing paper usage, promoting sustainable commuting options like biking or public transit, encouraging waste reduction, and recycling, or increasing energy efficiency through small changes like turning off lights and unplugging electronics when not in use.

Action 3 (1.C.2.3)

Identify and strive to meet criteria to achieve sustainability-related credentials for the agency.

Ideas include the Sustainable Business Awards from The Sustainable Business Network of Massachusetts, Sustainable Design Awards from the Boston Society for Architecture, Greenovate Awards from the City of Boston & others.

Strategy 3: Food Insecurity

Action 1 (1.C.3.1)

Create programming to encourage food security in at-risk neighborhoods. Ideas include on-going programming like Local Lunchbox in the park, and utilizing the resources at Charlesbank Landing, like talks on food insecurity and having a growable greens demonstration garden.

Action 2 (1.C.3.2)

Encourage vendors coming to park to offer affordable, healthy food option in their menu.

This encourages more inclusive options to lower income communities who may travel to visit the Esplanade.

Action 3 (1.C.3.3)

Commit to educating on food insecurity, urban gardens, food deserts, and parkrelated food insecurity issues.

Community gardens are a great way to provide fresh food to food insecure communities and encourage people to get involved in their community. They can also be a place for people to learn about gardening and sustainable living.

Subgoal D: Mitigation

Strategy

1: Recycling

Action 1 (1.D.1.1)

Advocate to Department of Conservation and Recreation to develop infrastructure in park to augment recycling resources. This could include adding more recycling bins, installing recycling compactors, and educating park visitors about recycling.

Action 2 (1.D.1.2)

Include recycling bins and composting bins in the Charlesbank Landing Building design plans.

Action 3 (1.D.1.3)

Conduct a yearly in-park waste audit. The purpose of a yearly waste audit is to evaluate the amount of waste generated in the park. This will aid with identifying areas waste can be reduced. The process includes collecting data on the types of waste generated, the amount of waste generated, and the cost of waste disposal. The data can then be used to develop a waste reduction plan.

Strategy 2: Internal Policies

Action 1 (1.D.2.1)

Conduct yearly supplies and waste audit to ensure proper recycling and sustainable acquisition goals are being met. Similar to the waste audit above, the intention is to know our waste output and evaluate where we as an organization can reduce waste and better inform sustainability initiatives.

Action 2 (1.D.2.2)

Create internal procurement policy for sustainable goods. An internal procurement policy for sustainable goods is a document that outlines the principles and guidelines that EA will follow when purchasing supplies. The policy should include information on the types of sustainable goods that the organization will purchase, the criteria that will be used to select suppliers, and the process for evaluating the sustainability of goods.

Action 3 (1.D.2.3)

Ensure proper recycling and waste of office materials. Proper recycling and waste of office materials reduce the amount of waste that ends up in landfills. The office manager will be tasked with creating a plan to regularly check and enforce sustainability recycling plan.

Action 4 (1.D.2.4)

Reuse office materials as possible

This includes properly communicating materials and supplies managed by each department, so re-purchasing items doesn’t occur. Also encouraging creative solutions of staff to reuse materials.

Action 5 (1.D.2.5)

Utilize sustainable office management techniques, including efficient lowenergy lighting solutions.

This includes going paperless when applicable, using energy-efficient equipment, reducing water use, encouraging employees to use public transport during their commute, etc.

Strategy 3: Sustainable Construction

Action 1 (1.D.3.1)

Collaborate with architect to ensure Charlesbank Landing is being created in most sustainable manner.

This includes metrics like The National Green Building Standard (NGBS) certification, Energy Star Certification, passive design, mitigating ecosystem impact)

Action 2 (1.D.3.2)

Assess how far building or construction materials will be travelling from and prioritize locally sourced materials.

Action 3 (1.D.3.3)

Determine emissions during construction and use data to inform the project mitigation strategies.

Determine emissions during construction by calculating the carbon footprint of the construction materials and equipment used, the transportation of these materials and equipment, and the energy used to power the construction site.

Action 4 (1.D.3.4)

Install rain barrels in park to collect rainwater and reduce potable water consumption.

GOAL 2 (of 3)

Ensure our outreach and educational, cultural, and recreational programs incorporate environmental justice principles.

The GOAL is broken down into topics, called Subgoals:

A. Outreach

B. Education

1. Social Media

2. Events

C. Environmental Justice

D. Partnerships

Each Subgoal is then broken down further into Strategies:

1. Guided Tours

2. Programming

3. Charlesbank Landing Outreach

1. Climate Justice

2. Integrating DEIA

3. Public Art

1. External Partnerships

The steps we take towards implementing each Strategy are Actions (listed below).

Subgoal A: Outreach

Strategy 1: Social Media

Action 1 (2.A.1.1)

Commit to biannually sustainable action campaign to advocate and educate about climate resiliency to our established audience

Ideas include amplifying EA’s green transportation projects, supporting athome composting, benefits of parks and humans health, etc.

Strategy 2: Events

Action 1 (2.A.2.1)

Ensure events are marketed to a diverse group and invites are in multiple languages.

This is important to equity and inclusion, ensuring everyone feels not only welcome on the Esplanade, but included in our offerings.

Action 2 (2.A.2.2)

Create more sustainable education opportunities, like lectures, workshops, and open table discussions.

Action 3 (2.A.2.3)

Continue to source materials for events locally and reuse items. This can be done by using materials that are produced locally, by reusing materials that have already been used, and by recycling materials that are no longer needed.

Subgoal B: Education

Strategy 1: Guided Tours

Action 1 (2.B.1.1)

Create sustainability tour programs, especially to targeted audiences, such as children, senior groups, and underrepresented communities.

Action 2 (2.B.1.2)

Partner with organizations to have tour series of sustainable aspects of the park. Ideas include partnering with local Native American groups, college organizations, other park non-profits, etc.

Strategy

2: Programming

Action 1 (2.B.2.1)

Continue to partner with local, diverse program partners to ensure diversity and inclusion in our program offerings.

Action 2 (2.B.2.2)

Incorporate more sustainable programming for the Esplanade based on Climate Action Plan Initiatives

This includes having aspects of most current sustainability projects integrated into programming. An example is the pathways painting project included into a walking tour.

Action 3 (2.B.2.3)

Set up educational displays in the park to inform park visitors on the inherent sustainable environment of the Esplanade, as well as our current projects and initiatives.

Action 4 (2.B.2.4)

Create Climate Cheat Sheet for staff and modify for park visitors. This includes sustainable buzzwords individuals may not be familiar with, tips for resiliency practices, local organizations to research and partner with, and specifics about the Esplanade.

Strategy 3: Charlesbank Landing Outreach

Action 1 (2.B.3.1)

Diversify marketing and exposure to Charlesbank Landing in various formats, including language and location.

Action 2 (2.B.3.2)

Commit to hosting underrepresented groups on the Esplanade at Charlesbank Initiatives can include partnering with local organizations that work with underrepresented groups, offering free or discounted access to programming, providing training to staff and volunteers on how to make the park more welcoming and inclusive and tracking progress and adjust as needed. It is important to monitor the effectiveness of these efforts and make changes as needed to ensure that they are meeting the needs of underrepresented groups.

Action 3 (2.B.3.3)

Creating an internal Sustainable Events checklist for programming/events to ensure that the event is conducted in an environmentally responsible and socially conscious manner.

Including venue selection, waste management strategies, sustainable catering options, transportation, and water usage, etc.

Subgoal C: Environmental Justice

Strategy

1: Climate Justice

Action 1 (2.C.1.1)

Make connections between environmental health and human health in educational offerings and programming, while encouraging continuous learning for those involved.

Action 2 (2.C.1.2)

Participate and conduct internal staff environmental justice training to ensure most recent ideologies are included in education and all staff is well informed.

Action 3 (2.C.1.3)

Invite and engage underrepresented groups to the Esplanade for events/programs.

Strategy 2: Integrating DEIA

Action 1 (2.C.2.1)

Regularly revisit Climate Action Plan with new lens to ensure inclusivity, relevancy, and encourage continuous learning.

Action 2 (2.C.2.2)

Compensate underrepresented groups appropriately when engaging in partnerships.

Strategy 3: Public Art

Action 1 (2.C.2.1)

Ensure we are practicing sustainable initiatives with our public art program Ideas include sourcing materials ethically and locally, ensuring the choice of materials and production appropriate to the lifespan, and considering ecosystem impacts.

Action 2 (2.C.2.2)

Commit to public art activation centered around sustainability and the changing climate.

Action 3 (2.C.2.3)

Continue to support BIPOC artists and compensate for artwork fairly.

Action 4 (2.C.2.4)

Include artistic inclusion measures, including ensuring applicable communities are involved in the creative process and the project reflect cultural diversity.

Subgoal D: Partners

Strategy 1: External Partnerships

Action 1 (2.D.1.1)

Provide educational tools/documents for other park groups to use.

Action 2 (2.D.1.2)

Increase external partnerships with sustainability professionals and organizations.

Action 3 (2.D.1.3)

Create Esplanade Sustainability Community Group

A volunteer park sustainability group is a group of people who come together to help maintain and improve the sustainability of a park. The Esplanade wants to offer a sense of inclusion for all those wanting to get involved in the park, both with advocacy measures and dedicated beautification group.

Goal 3(of 3)

Achieve carbon neutrality in the park and as an organization by 2030.

Strategies

A. Carbon Neutrality by 2030

Each Subgoal is then broken down further into Strategies:

1. Planning

2. Emissions Tracking

3. Clean Energy

4. Carbon Sequestration Strategies

The steps we take towards implementing each Strategy are Actions (listed below).

Subgoal A: Carbon Neutrality

Strategy 1: Planning

Action 1 (3.A.1.1)

Research passive design and carbon neutrality in parks

Action 2 (3.A.1.2)

Work with construction companies to ensure implementation of sustainability policy

Action 3 (3.A.1.3)

Advocate for sustainability plans for Charlesbank Landing This includes working with the subcontractors to ensure we are utilizing the most up to date standards and certifications for CBL.

Strategy 2: Emissions Reduction

Action 1 (3.A.2.1)

Create annual log of events and activities in park. Logging events and activities in the park will help us baseline our waste and energy output. This data can help us know the amount of waste being produced, which types, what waste management programs we should utilize and the environmental impact of our programming in the park.

Action 2 (3.A.2.2)

Log workers commute to work to understand emissions. Similar to the action item above, we will use this data to better understand how our staff contributes to emissions and how we can structure policies to encourage sustainable transportation.

Strategy 3: Clean Transportation

Action 1 (3.A.3.1)

Work towards electrify vehicle fleet. Once proper infrastructure is in place, working towards electrification of our inpark vehicles is paramount to reducing our in-park carbon emissions, as four vehicles can put a strain on the environment.

Action 2 (3.A.3.2)

Conduct functional assessments for vehicle selection/purchasing based on work program requirements, accounting for fuel/energy efficiency, safety, and operations.

Like our purchasing orders, only using items that account for fuel and energy efficiency when considering items and resources for our in-park staff also known at the hort team

Action 3 (3.A.3.3)

Advocate and encourage in-park visitors and partners to adhere to Massachusetts’s Anti-Idling Law

We encourage in-park partners and visitors who may park or drive to turn off vehicles to reduce air pollution within the park and surrounding areas

Strategy 4: Carbon Sequestration

Action 1 (3.A.4.1)

Understand park’s carbon sequestration capacity.

We want to understand a park's carbon sequestration capacity because it helps us to assess the park's impact on climate change and make decisions on how to manage the park in a way that maximizes input. Trees and other plants absorb carbon dioxide from the atmosphere, which helps to reduce greenhouse gas emissions.

Action 2 (3.A.4.2)

Plant heavy sequestering plants, including grass, reeds, prairie grass, and bushes.

Focusing more on plants that will store carbon will help the park be a better sequester of carbon and reduce emissions in the air.

Thank you for taking the time to read and engage with our report.

EA’s commitment to environmental stewardship extends far beyond the pages of this plan. As we embark on this journey towards a sustainable future, we recognize the immense potential that lies in collective action.

The Esplanade, a treasured green space for generations, deserves a future free from the detrimental effects of climate change. To achieve this ambitious goal, we actively seek the continued involvement of our cherished community. Your ideas, feedback, and most importantly, your participation, are how we will help build a more resilient Esplanade. We hope that you continue to engage with the report as it evolves and grows with our mission and vision.

We invite you to join us in implementing these strategies, fostering open communication, and collaborating to turn this plan into a vibrant reality. Together, we can create a thriving Esplanade for the next century and beyond, ensuring its continued enjoyment by future generations.

For questions, concerns, comments, or to send a climate gif, please contact Rachel Surette, Project Operations and Sustainability Coordinator at rsurette@ esplanade.org

We encourage you to visit esplanade.org/climate-action for ongoing updates on our sustainability work.

We hope to see you soon in the park!

We would like to express our sincere gratitude to the following partners for their invaluable contributions to this report:

- All our partners at the Department of Conversation and Recreation (DCR), including A.J. Tourigny, Sarah White, David T. Burnes, and Commissioner Brian Arrigo

- EA Staff who contributed countless hours to developing and refining the report: Ali Badrigian, Jen Mergel, and Rachel Surette, as well as previous staff members, including Christine Francois and Michael Nichols

- EA Board members for adding in their institutional knowledge, including EA Co-Founder Jeryl Oristaglio and Tom Lewis, as well as Margo Newman, our enduring climate champion!

- the Green Ribbon Commission (GRC) for including us in the first cohort, especially Dallase Scott and Azanta Shakur

- Museum of Science (MoS) for being a great neighbor, especially Paul Ippolito

- The Boston Harbor Women of Color Coalition (BHWOCC) for their contagious energy and expertise, especially Joye Williams, Maya Smith, and Maria Rodriguez

- Ann-Christine Duhaime, MD from Massachusetts General Hospital (MGH) for her passion for children and the environment

- Our colleagues at Massachusetts Institute of Technology and Harvard University, especially Lindi Von Muitus for educating us all on environmental justice!

The success of this report would not have been possible without the dedication and expertise of our partners. We are sincerely grateful for their contributions!

Glossary

Welcome to the glossary section! Here we are offering clear definitions for terms commonly used in sustainability and climate action. This resource aims to demystify concepts like carbon neutrality, biodiversity, and resilience for novices to sustainability or those looking to learn something new! Whether you’re exploring renewable energy or understanding community health initiatives on the Esplanade, this glossary serves as a quick reference to support your journey towards a more sustainable future.

Terms used throughout the Plan:

- Adaptation: Adjustments made in response to current or anticipated climate change impacts to minimize vulnerabilities and maximize opportunities.

- Baseline: A reference point or starting measurement used to assess changes or progress over time. In this context, it refers to the initial measurement of emissions, waste, or other relevant factors before implementing mitigation or reduction strategies.

- Biodiversity: The variety and variability of living organisms and ecosystems in a given area. Biodiversity is essential for ecosystem functioning, resilience, and providing ecosystem services such as pollination, nutrient cycling, and climate regulation.

- Bioswales: Landscape features that collect polluted stormwater runoff, soak it into the ground, and filter out pollution. They often include engineered soil, gravel, perforated pipe underdrains, and overflow structures to manage runoff from storms.

- Carbon Footprint: The total amount of greenhouse gases, especially carbon dioxide, emitted directly or indirectly by human activities, typically expressed in equivalent tons of carbon dioxide (CO2).

- Carbon Neutrality: Achieving a state where the net carbon emissions of an entity, such as an organization or a park, are balanced out by carbon removal or offsetting activities, resulting in a net-zero carbon footprint.

- Carbon Sequestration: The process of capturing and storing carbon dioxide from the atmosphere, typically by plants through photosynthesis or by geological storage methods, to mitigate climate change by reducing greenhouse gas concentrations.

- Circular Economy: An economic system designed to minimize waste and maximize the efficient use of resources by keeping products and materials in use for as long as possible through recycling, reuse, and remanufacturing.

- Climate Justice: The intersection of social justice and environmental issues, focusing on addressing the disproportionate impacts of climate change on marginalized communities and advocating for equitable solutions.

- Composting: The process of decomposing organic materials into a nutrient-rich soil amendment called compost

- DEIA: Diversity, Equity, Inclusion, and Accessibility. This acronym represents principles and practices aimed at ensuring fair treatment, opportunity, and representation for all people, regardless of race, ethnicity, gender, sexual orientation, ability, or other characteristics.

- Energy Star Certification: A certification awarded to buildings and products that meet strict energy efficiency standards set by the U.S. Environmental Protection Agency (EPA).

- Environmental Justice (EJ): The fair treatment and meaningful involvement of all people, regardless of race, color, national origin, or income, in the development, implementation, and enforcement of environmental laws, regulations, and policies.

- Food Insecurity: Lack of reliable access to a sufficient quantity of affordable, nutritious food.

- Greenhouse Gas (GHG): Gases, such as carbon dioxide (CO2), methane (CH4), and nitrous oxide (N2O), that trap heat in the Earth’s atmosphere and contribute to the greenhouse effect, leading to global warming and climate change.

- Grey Water: Wastewater generated from activities such as dishwashing, laundry, and bathing, which can be reused for purposes such as irrigation and toilet flushing after treatment.

- Invasive Species: Non-native species that can cause harm to ecosystems, typically by outcompeting native species.

- Intertidal Zone: Area where land and water meet, subject to periodic flooding and exposure due to tidal action. Increasing the intertidal zone can help mitigate potential flood impacts in coastal areas.

- Mitigation: Actions or strategies implemented to reduce or prevent the emission of greenhouse gases and minimize the impact of climate change.

- Near-Native Species: Plant species that are not native to the specific location but are from nearby regions and thus adapted to similar environmental conditions.

- Passive Design: Architectural design principles aimed at maximizing energy efficiency and minimizing the need for active heating, cooling, and lighting systems through strategies such as natural ventilation, solar orientation, and insulation.

- Permeable Surfaces: Surfaces designed with pore gaps that allow water to filter through either into the ground or a nearby water body, thus facilitating effective water filtration and reducing runoff.

- Renewable Energy: Energy derived from natural resources that are continuously replenished, such as sunlight (solar energy), wind, water (hydropower), biomass, and geothermal heat. Renewable energy sources produce minimal greenhouse gas emissions and help reduce dependence on fossil fuels.

- Resiliency: The capacity of a system, community, or organization to withstand, adapt to, and recover from shocks and disturbances, including those caused by climate change and other environmental challenges.

- Soil Decompaction: Process of breaking up compacted soil to improve soil structure, root growth, water infiltration, and drainage. Decompaction can involve measures such as aeration, tilling, and adding organic matter.

- Sustainable Procurement: The process of purchasing goods and services that have minimal environmental impact throughout their lifecycle, including sourcing, production, use, and disposal.

- Sustainability: The ability to meet the needs of the present without compromising the ability of future generations to meet their own needs. It encompasses environmental, social, and economic dimensions.

- Weatherization: The process of making buildings more energy-efficient and resilient to weatherrelated stresses, such as extreme temperatures, precipitation, and wind.

References

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Blumstein, Meghan, and Jonathan R. Thompson. (2015). Land-Use Impacts on the Quantity and Configuration of Ecosystem Service Provisioning in Massachusetts, USA. The Journal of Applied Ecology, vol. 52, no. 4, pp. 1009–19. https://doi. org/10.1111/1365-2664.12444

Card, Bethany. (2022). 2022 Massachusetts Climate Change Assessment: December 2022 Volume I Executive Summary. Massachusetts DCR, https://www.mass.gov/doc/2022-massachusetts-climate-change-assessment-december-2022-volume-i-executive-summary/download. Accessed [1/14/24].

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If you have any questions or comments regarding the noted citations, please contact Rachel Surette, Project Operations and Sustainability Coordinator at rsurette@esplanade.org

Montgomery County Department of Environmental Protection. (2022). Montgomery County Climate Action Plan Annual Report: Showcasing Fiscal Year 2022 Accomplishments and Fiscal Year 2023 Work Plan [Montgomery County Government]. https://www.montgomerycountymd.gov/climate/Resources/Files/climate/climate-action-plan-annual-report-fy22.pdf

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Village of Park Forest. (2017, May 1). Park Forest Climate Action and Resilience Plan [Accessed August 14, 2023]. https:// villageofparkforest.com/DocumentCenter/View/3697/Climate-Action-and-Resilience-Plan

Woodwell Climate Research Center. (2021). Current and Future Storm Surge and Stormwater Flood Risk Under Climate Change in Chelsea, Massachusetts. Woodwell Climate Research Center.

Yu, Zhaowu, et al. (2017). How Can Urban Green Spaces Be Planned for Climate Adaptation in Subtropical Cities? Ecological Indicators, vol. 82, pp. 152–62. https://doi.org/10.1016/j.ecolind.2017.07.002

Recommended Resources:

- Green Ribbon Commission

- Great to learn more about how to develop your own organizations climate action program. If you’re a Boston-based organization, look into joining the next GRC Cohort!

- City Parks Alliance

- City Parks Alliance is the only independent, nationwide membership organization solely dedicated to urban parks.

- The National Park Service’s Climate Friendly Parks

- This program provides a framework and tools specifically designed to help parks reduce their environmental impact. They offer a five-step action plan, resources, and case studies

- The Trust for Public Land’s Climate-Smart Cities Webpage

- They have resources and case studies that can be applied to urban parks

- Yale School of the Environment’s Protecting Our Urban Parks from the Impacts of Climate Change

- This initiative offers insights on how to manage urban parks for climate resilience

- The Environmental Protection Agency’s Greening Your Organization

- This webpage offers a wealth of information on how organizations can reduce their environmental footprint, including energy use, transportation, and waste

- ICLEI Local Governments for Sustainability:

- ICLEI is a global organization that works with cities to become more sustainable. They offer a variety of resources and tools, including a guide to developing a climate action plan

- The Climate Action Tracker

- This website tracks government climate action plans and measures them against the globally agreed goals set out in the Paris Agreement. It can be a helpful resource to see what other organizations are doing and set your own goals accordingly

Massachusetts and Boston Local Reports:

- Boston Climate Ready Plan:

- This is the official City of Boston’s roadmap for achieving greenhouse gas reduction goals.

- Boston Climate Progress Report

- This report evaluates Boston’s progress towards its climate goals from the Boston Foundation

- Mass Climate and Energy Plan for 2025 and 2050

- The plan for 2025 and 2030 provides details on the actions the Commonwealth will undertake through the next decade to ensure the 2025 and 2030 emissions limits are met.

- Massachusetts Climate Change Assessment

- This report provides a statewide analysis of potential climate change impacts. Find it on Mass. gov: Massachusetts Climate Change Assessment

- Mass Climate Action Network Report Webpage

- This webpage lists reports on climate action and environmental justice in Massachusetts.

- DCR Office of Climate Resilience:

- This webpage provides an overview of DCR’s efforts to address climate change, including their decarbonization initiatives and a map showcasing projects across the state

- DCR Watershed Forestry, Climate Resiliency, and Carbon

- This webpage explores how DCR’s forest management practices contribute to the state’s climate mitigation strategy by storing carbon and promoting healthy forests

- Massachusetts DCR Climate Forestry Stewardship Planning Training for Foresters:

- This webpage details a training program offered by DCR in collaboration with other organizations to equip foresters with the knowledge to integrate climate change considerations into forest management plans