REDUCE REPLACE RENEWABLE
RIDE
SOLEBURY TOWNSHIP
ENERGY IMPLEMENTATION WORKPLAN
WHAT IS THE ENERGY TRANSITION PLAN?
The Solebury Township Energy Transition Plan (ETP), which was formally adopted by the township in 2022, provides a roadmap to achieve 100% clean, renewable electricity by 2035 and 100% clean, renewable energy for heat and transportation by 2050. It offers community benefits like improved public health from reduced air pollution, job creation, and enhanced energy reliability and independence.
About this plan
This workplan details the strategies and action items necessary to achieve the Ready for 100 goals - 100% clean, renewable energy by 2035 for electricity and 2050 for transportation and heat. It will be used by the Township, Energy Transition Committee, and the general public as they work together to achieve these goals. The Energy Implementation Workplan incorporates input and ideas from numerous township residents gathered through three workshops with the Energy Transition Committee and two Community Energy Series events. The project team extends its gratitude to all who provided valuable feedback and inspiration. This workplan has been developed with the support of Solebury Township Sustainability Specialist Kate Robeson-Grubb, Township Manager Christopher Garges, and the Energy Transition Committee. The content builds upon prior research, including the ICLEI Data for 2023, the DVRPC Data for 2019 and 2022, the Township’s 2024 Local Climate Action Plan by Penn State University, and the 2022 Energy Transition Plan Roadmap.
WHAT IS THE PURPOSE OF THIS WORKPLAN?
This workplan serves as an implementation guide to achieve the ETP’s goals for municipal operations and the community.
WHO CAN BE A STEWARD?
The Energy Transition Committee (ETC) and the Township’s Sustainability Specialist, Kate Robeson-Grubb, are the primary stewards of the Energy Implementation Workplan; however, success will require participation from the broader community. Anybody can participate in the implementation of Solebury’s Energy Transition Plan! Please reach out to krobeson-grubb@soleburytwp.org to get involved.
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For further information regarding the Energy Transition initiative, please visit: https://soleburytwp.org/sustainability-subcommittee.
Energy Transition Committee (ETC) Annelise Dahlin Neale Dougherty John Francis Jeanne Litwin Tim Marsh Shannon Pendleton Josh Perlswig Stephen Phillips Scott Radaszkiewicz Kate Robeson-Grubb
Published August 2026
Consultant Team
evolve environment :: architecture (evolveEA) Christine Mondor, Principal Anna Rosenblum, Climate and Sustainability Studio Lead Meghna Roy, Project Manager
CONTENTS 4
EXECUTIVE SUMMARY
7
SOLEBURY TODAY
19
SOLEBURY TOMORROW
39
ACTION PLAN
61
CATALYTIC PROJECTS
65
Appendix
8 10 12 14 15 16 20 24 26 30 34
40 42 46 48 50 52 56 56 62 62 62
CONTEXT COMMUNITY BENEFITS ENERGY SNAPSHOTS RESIDENTIAL ENERGY SNAPSHOT COMMERCIAL ENERGY SNAPSHOT CAPACITY ASSESSMENT RESILIENT DECISIONMAKING SCENARIO NARRATIVES ENERGY TRANSITION FRAMEWORK STRATEGY PRIORITIZATION ROADMAP COMMUNITY AND STAKEHOLDER ENGAGEMENT ACTIVE TRANSPORTATION RESILIENCE AND ENERGY INDEPENDENCE RENEWABLE ENERGY PURCHASE TOWNSHIP BUDGET AND FINANCING GREEN SPACE BUILDING EFFICIENCY ZONING CODES EMBED ACTIVE TRANSPORTATION IN THE COMPREHENSIVE PLAN RESILIENCE HUB SUSTAINABLE LANDSCAPE DESIGN GUIDELINES
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EXECUTIVE SUMMARY Solebury Township’s Energy Implementation Workplan turns our Ready for 100 commitment into a clear, actionable path forward. This Energy Implementation Workplan builds upon the Township’s Energy Transition Plan (ETP), a formally adopted commitment and roadmap in 2022 to achieve our Ready for 100 goals: transitioning to 100% clean, renewable energy for electricity by 2035 and for transportation and heat by 2050. Solebury Township stands at a pivotal moment. Our community is growing and changing as the purchase of Lake Solebury, the development along Route 202, Solebury Green, and updates to our Comprehensive Plan, along with the Green Master Concept Plan, take shape around us. With so much on the horizon, it is a critical time to stay committed to our energy goals, establish a clear action plan to advance them, and demonstrate regional leadership. We engaged in a 16-month process to build community capacity, establish priorities, and develop a clear action plan. An Energy Transition Committee (ETC) composed of residents and Township representatives led this process in collaboration with evolveEA. The process began with an evaluation of the township’s current GHG inventory, tracked by ICLEI USA, along with a capacity and resource assessment. The gaps identified in the capacity and resource assessment helped the ETC identify partners and stakeholders needed to accomplish their goals, which were diagrammed in a network map. A scenario-planning exercise followed that distilled 8 high-priority strategies that are resilient to a variety of potential future conditions. The ETC then further researched these strategies to outline short-, mid-, and long-term action items, challenges within existing township resources, success metrics, future opportunities, and community impacts. The ETC and evolveEA engaged the community through two Energy Series events throughout the process, which were designed to inform and involve Solebury residents in establishing and prioritizing the strategies. We incorporated community feedback into the workplan by identifying internal partners and the residents’ role in the action items. Together with the ETC and informed by community input, we identified priority projects from the short-term action items outlined in the workplan. These are quick, visible actions that demonstrate ongoing commitment and maintain momentum. This workplan reflects the technical knowledge and capacity we’ve built together as a township and community. It incorporates input from many of our residents and gives us, the municipality and the public alike, a clear strategy to move forward as one. This workplan turns our Ready for 100 commitment into something actionable, implementable, and measurable. It is a plan we can track over time, not just aspire to. This is our plan, built by us, for us — and for the Solebury we want to leave behind. 4
Our process APRIL 17 2025
The Energy Transition Committee (ETC) was formed MAY 2025
Township Capacity Assessment Primary driving forces identified JUNE 13 2025
ETC WORKSHOP #1 Scenario planning Framework development Strategy prioritization JULY - AUGUST 2025
Township Energy Assessment SEPTEMBER 18 2025
COMMUNITY ENERGY SERIES #1 Public input to prioritize action items SEPTEMBER 19 2025
ETC WORKSHOP #2 Strategy case studies Research Quantitative roadmap developed Community benefits established NOVEMBER 2025 - MARCH 2026
ETC drafts short-, mid-, and long term action items for each strategy APRIL 23 2026
COMMUNITY ENERGY SERIES #2 Public input to identify immediate steps and partners APRIL 24 2026
ETC WORKSHOP #3 Identify catalytic projects Recognize synergies Establish a timeline
By 2035, Solebury will accelerate community progress toward a shared vision of success.
02
Residents have native pollinator gardens *
* These are identified catalytic projects. Please refer to Page 62 for more information.
01 Route 202 will be a multinodal transport route *
03
Residents have a resilience hub *
The strategies prioritized were developed through a scenario planning exercise to identify the most resilient action items.
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02
03
04
05
06
07
08
Community and Stakeholder Engagement
The Energy Implementation Workplan highlights
8 STRATEGIES 24 ACTIONS
8 IMPACT CATEGORIES 3 CATALYTIC PROJECTS
Resilience and Energy Independence
Building Efficiency
Renewable Energy Purchase
Green Space Maintenance
Active Transportation
Township Administration: Budget and Financing
Building and Zoning Codes 5
01
6 | Energy Implementation Workplan
SOLEBURY TODAY CONTEXT COMMUNITY BENEFITS ENERGY SNAPSHOTS RESIDENTIAL ENERGY SNAPSHOT COMMERCIAL ENERGY SNAPSHOT CAPACITY ASSESSMENT
SOLEBURY TODAY | 7
CONTEXT Solebury Township has demonstrated a consistent commitment to sustainability since the early 1980s. Over the past four decades, we have prioritized land preservation to safeguard groundwater resources, farmland, natural resources, and scenic views. We are recognized by the Pennsylvania Department of Agriculture as a leader in land preservation, with 40% of township land protected from future development. Following the establishment of an Environmental Advisory Council (EAC) in 2004, we have consistently met goals in watershed management, organic farming, habitat protection, and public education and outreach. Sustainability efforts have broadened our focus beyond traditional air, land, and water resources to prioritize reducing fossil fuel use, minimizing utility expenses, and improving climate resilience. This shift is driven by the community’s need for energy independence, self-reliant infrastructure, a social responsibility to lower their carbon footprint, and a concern for community health and welfare. The primary objective of our sustainability efforts is to reduce dependence on fossil fuels and transition to clean, renewable energy sources. To formalize this priority, the Township officially adopted the Ready for 100 (Rf100) goal resolution in 2022, which mandates a transition to 100% clean, renewable energy by 2035 for electricity and by 2050 for transportation and heat. The inaugural step in this transition was taken in 2022, with the creation of the Energy Transition Plan by John Francis and Jim Mansfield, informed by a greenhouse gas emissions assessment using available 2022 data from the Delaware Valley Regional Planning Commission (DVRPC). The assessment determined that 90% of the greenhouse gases generated by the township originated from three sectors: Commercial, Residential, and Transportation. The Energy Transition Plan recommends actions for the municipality, including suggested ordinances, community outreach, and political action across procurement, efficiency, transportation, and renewable energy production to achieve the Ready for 100 goals. Since 2022, Solebury Township has made progress toward its goals by installing electric vehicle (EV) charging stations, installing solar panels on the township building, replacing the police fleet with hybrid and an electric patrol vehicle, formalizing waste ordinances, and hiring a Sustainability Specialist, among other actions. The Township is actively developing community capacity and dedicating financial resources to achieve the Ready for 100 goals. This Energy Implementation Workplan enables us to strategically prioritize and plan effective, actionable items for successful implementation. The workplan also includes capacity recommendations, timelines, roles and responsibilities, funding sources, and specifies methodologies for monitoring and evaluating progress.
8 | Energy Implementation Workplan
“This Energy Transition Plan (ETP) addresses the challenges and opportunities of the coming decades related to public and private investment, job creation, public health concerns, energy reliability and independence, and climate disruption as it applies to our current energy consumption patterns.” - Energy Transition Plan, 2022
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Ready for 100 goals
In October 2022, we pledged to transition to 100% renewable energy by 2050 through the Sierra Club’s “Ready for 100” campaign, a nationwide effort to achieve carbon neutrality and reduce greenhouse gas emissions. The commitment calls for 100% clean, renewable energy by 2035 for electricity and by 2050 for heat and transportation. Achieving this goal will require joint support from the municipality and the community.
“Ready For 100’s goal was to shift the narrative around clean energy from one of insecurity, scarcity, and pessimism to one of optimism, abundance, and possibility. By organizing cities to commit to 100 percent clean energy and prioritizing local leadership, Ready For 100 challenged mayors and neighbors alike to think differently about where their energy comes from and how it impacts their communities.” Image Source: SIerra Club
- Sierra Club
SOLEBURY TODAY | 9
Improved neighborhood air and noise quality Better air quality improves public health, especially for children and seniors, while reduced noise creates quieter, more livable neighborhoods. Cleaner energy solutions, such as electric vehicles, electric landscaping equipment, renewable electricity, and energyefficient buildings, reduce air pollutants, traffic noise, and GHG emissions.
COMMUNITY BENEFITS
We established goals for energy and emissions reduction, and this workplan outlines the actions necessary to achieve them. These actions, however, offer benefits beyond energy and emissions reduction; they are also designed to enhance the quality of life for Solebury residents. Improving quality of life while reducing energy consumption is a central consideration as we develop and prioritize our efforts. This workplan adopts a forward-thinking approach to ensure that initiatives deliver public and environmental advantages, economic and social benefits, and improve energy security. We are evaluating the following advantages as we formulate and prioritize actions within the Energy Implementation Workplan.
Total emissions across all pollutant types 150k
Improved Neighborhood Air and Noise Quality
Upgraded Infrastructure
Energy Independence and Resilience
Job Creation
Community Culture and Township Identity
Cost Savings
Map Source: Urban Footprint, evolveEA
10 | Energy Implementation Workplan
4,538k tonnes
Preservation of Natural Habitat
Unemployment rate 0%
88.2%
Job creation The energy transition requires green jobs across construction, renewable energy, energy efficiency, technology, and related fields. When clean energy projects are combined with training, it creates local jobs that keep economic benefits within the community while building a skilled and relevant workforce.
Upgraded infrastructure Modern infrastructure reduces energy waste, supports EV charging and renewable power, and improves long-term reliability. Upgrading electricity grids, transit infrastructure, buildings, and public spaces strengthens community services while reducing emissions.
Expected building loss rate 0
Energy Burden Percentile 1
Community Resilience Rate of individuals with three or more risk factors 0%
Energy independence and resilience Producing and storing renewable energy locally reduces reliance on fossil fuels and vulnerability to supply chain disruptions. This increases resilience during storms, grid outages, or price spikes, protecting residents and essential services while strengthening long-term energy security.
94.62%
Community culture and township identity Community engagement builds trust and ensures the transition reflects local values. This concerted effort will create a unified town identity that everyone can rally behind and will position Solebury as a leader in collective change, as outlined in this plan.
0
1
Preservation of natural habitat Sustainable planning and cleaner energy reduce pressure on natural areas by decreasing pollution, stormwater runoff, and land degradation. Protecting habitats supports biodiversity, healthy ecosystems, recreation opportunities, and community identity.
Green Infrastructure Planning Zones Lower New England/Northern Piedmont
Average price of natural gas $1.3/therm
$1.7/therm
Cost savings Rising utility costs, exacerbated by data center grid strain, create a greater need for energy efficiency. Improvements deliver significant energy savings, protect against future price hikes, and enable strategic reinvestment in quality-of-life initiatives. SOLEBURY TODAY | 11
ENERGY SNAPSHOTS
The United States is a prodigious energy consumer, using 93.59 quadrillion BTUs in 2023. [1] This level of consumption accounts for 16% of global consumption, despite the U.S. representing only 4% of the global population.[2] The United States uses and produces many types of energy from different sources. Primary energy sources include fossil fuels (petroleum, natural gas, and coal), nuclear energy, and renewable energy sources such as solar, wind, geothermal, and hydroelectric. Electricity is a secondary energy source that is generated (produced) from primary energy sources.[1]
RFCE eGRID SUBREGION EMISSIONS RATE
696.9
lb.CO2e/MWH
For more than a century, the primary energy source fuel mix has been dominated by three major fossil fuels (petroleum, natural gas, and coal), which collectively accounted for 87% of the total energy supply in 2023.[1] However, this mix has been evolving. Renewable energy production is experiencing significant growth, reaching 9% of total U.S. primary energy in 2023.[1] While solar, wind, and hydroelectric infrastructure are expanding, 60% of current renewable energy generation comes from biomass, which includes wood, biofuels, and waste products.[1]
RENEWABLE
Regional electricity grids draw on different mixes of fossil fuels and renewables based on local resources and infrastructure, resulting in significant variations in carbon intensity across the country. Solebury Township is situated within the RFC East eGRID subregion, as defined by the U.S. Environmental Protection Agency (EPA).[3] In this subregion, renewable energy sources represent a minor component of the local fuel mix, accounting for only 4%. Natural gas is the dominant generation source at 54.1%, followed by nuclear power at 36.4%, which is a carbonfree source. As a result, the RFC East eGRID has an emissions rate of 696.9 lb.CO2e/MWh. For comparison, neighboring regions such as Upstate NY operate a grid with an emission rate of 242.1 lb.CO2e/MWh, while Western Pennsylvania’s rate is 911.4 lb.CO2e/MWh. Solebury Township can improve energy reliability and reduce electricity emissions by transitioning to locally produced renewable energy sources rather than relying solely on the RFCE grid.
OF RFCE eGRID SUBREGION FUEL MIX
Solebury Township is situated within the RFCE eGRID subregion
4%
OF RFCE eGRID SUBREGION FUEL MIX
NATURAL GAS
54.1%
Solebury Township, located in the high-emission RFCE eGRID subregion, has a significant opportunity to enhance energy reliability and reduce its carbon footprint by transitioning to locally generated renewable energy. Majority of the grid relies on natural gas and nuclear
Nuclear
Image Source: US EPA
12 | Energy Implementation Workplan
Natural Gas
POPULATION
8,709
Solebury Township, with a population of 8,709 people and 3,747 housing units, exhibits an average monthly electricity expenditure of $254 per household.[4] Each year, residents allocate approximately $3,048 to home electricity costs, which represents 3.9% of the median household income. Given that the average American dedicates 3.0% of their household income to electricity, Solebury residents, on average, allocate a slightly higher share of their annual income to electricity. [5]
HOUSING UNITS
3,747
ANNUAL ELECTRICITY COST
$ 3,048
3.9% OF MEDIAN HOUSEHOLD INCOME
Sources: [1] U.S. Energy Information Administration, Independent Statistics and Analysis, 2023 [2] U.S. Energy Information Administration, Frequently Asked Questions, 2024 [3] U.S. Environmental Protection Agency eGRID 2023 data [4] EnergySage market place, Bucks County, 2025 [5] Consumer Expenditures Survey, Bureau of Labor Statistics, 2025 [6] International Energy Agency (IEA), March 2025
Majority of Solebury’s emissions are attributed to buildings and transportation
Solebury Township consumed 739,805 MMBTUs of energy in 2023. Buildings accounted for the largest share of the township’s energy consumption (55%), followed by transportation (45%), mirroring trends observed in 2020 data. Between 2013 and 2023, the average U.S. community experienced an annual increase in energy consumption of about 1.3%. In 2024, this average increased to 2.2%. [6] driven by population growth, higher standards of living, larger residences, a surge in consumer goods, and lower energy prices. Data from 2023 indicate that the township’s buildings primarily use electricity (36% of total energy consumption), followed by natural gas (19%). Gasoline used for transportation accounted for 44% of the township’s total energy use. Solebury Township emitted 59,703 MTCO2e in 2023. Within the township’s building sector, 82% of emissions are from residential properties and 17% from commercial properties. Minor emissions originated from the waste and agriculture sectors. Nevertheless, the township has documented a 2.7% reduction in total emissions between 2019 and 2020.
Residential buildings in the township are the highest energy users
Gasoline used for transportation is the highest primary source used
Waste
Natural Gas
Electricity Transportation
Buildings
Transportation
Buildings Gasoline
SOLEBURY TODAY | 13
RESIDENTIAL ENERGY SNAPSHOT
6.9
90.7
7.3% LESS THAN THE NATIONAL AVERAGE, 2020
18% MORE THAN THE NATIONAL AVERAGE, 2020
MTCO2e AVERAGE EMISSIONS PER HOUSEHOLD
OPPORTUNITY Replace 200 bulbs with LEDs to decrease almost 3.6 MT of carbon emissions
14 | Energy Implementation Workplan
MMBTU AVERAGE ENERGY USE PER HOUSEHOLD
OPPORTUNITY Install 50 smart thermostats to decrease almost 20 MT of carbon emissions
COMMERCIAL ENERGY SNAPSHOT
5.5
TMTCO2e TOTAL EMISSIONS FROM ALL COMMERCIAL PROPERTIES EQUIVALENT TO 750 HOUSEHOLDS
69k
MMBTU TOTAL USE FROM ALL COMMERCIAL PROPERTIES
OPPORTUNITY Participation in bulk solar programs reduces carbon emissions by at least 3 MT
OPPORTUNITY Switching to a renewable electricity supplier reduces carbon emissions by at least 4 MT
SOLEBURY TODAY | 15
CAPACITY ASSESSMENT Achieving ambitious sustainability goals such as the Ready for 100 goals requires capacity at many levels - within Township operations, regional partners, and the broader community. No single group can drive this transition alone, and success will depend on robust collaboration. We have a dedicated and highly effective staff who have implemented several sustainability initiatives, including small-scale demonstration projects such as public EV stations; enacting ordinances, including bans on single-use plastics and upgrades to lighting standards, as well as an alternate energy and passive energy ordinance; developing an Energy Transition Plan; and hiring a Sustainability Specialist. Now that we have committed to the Ready for 100 goals and established a workplan to achieve them, it is imperative to develop distributed leadership and elevate community champions to assist with this transition. An Energy Transition Committee (ETC) was established to co-create this strategic roadmap alongside the township. This committee comprises Township staff, members of the Sustainability Subcommittee (SSC) and the Environmental Advisory Council (EAC), and partners such as Bucks County, Solebury School, and the New Hope-Solebury School District. Their involvement is crucial not only to the development of the workplan but also to its implementation and to the identification of new resilient strategies. A stakeholder network analysis was performed to ascertain additional capacity requirements, identify emerging partners, and explore unconventional partnerships needed to implement this workplan. The mapping effort categorizes stakeholders into four groups: (1) Key internal partners within the township whose collaboration is essential for the implementation of the Ready for 100 goals, (2) Key external partners outside the township who currently collaborate or seek to collaborate due to shared values and goals, (3) Impacted groups that will be affected by the township’s development, energy-specific projects, and implementation activities, and (4) Aligned groups that are not directly involved with the township, but whose activities are aligned with the intentions of this workplan.
Internal Collaboration
Township departments already maintain a high degree of collaboration and success. Our Sustainability Specialist will continue to ensure that the Ready for 100 Goals are considered across Township departments and will steward sustainability-specific projects as well.
External Partners
The Township has historically maintained a high level of involvement with the Bucks County Planning Commission, grant writers, and the Sustainability team, and they will continue to cultivate these relationships. Renewed engagement with State and regional agencies, such as the Pennsylvania Department of Environmental Protection (PA DEP), DVRPC, and the Department of Conservation and Natural Resources (DCNR), as well as Penn State University, can provide insights and funding opportunities. Solebury is making a concerted effort to coordinate with neighboring municipalities, especially those that share its sustainability aspirations, including Doylestown, Plumstead Township, Upper Makefield Township, Buckingham Township, and New Hope. Given the importance of the energy grid fuel mix, communication with utility companies will be essential, especially as data centers add strain and uncertainty. As we focus on energy efficiency, opportunities are emerging to partner with realtors, hospitality groups, and workforce development organizations to encourage energy efficiency and promote green jobs.
16 | Energy Implementation Workplan
Last, and perhaps most importantly, the approval and participation of Solebury residents is essential to the success of this effort, which is why community and stakeholder engagement has been elevated to a key strategy within this plan. Intentional, thoughtful engagement that builds trust and robust relationships will increase the community’s capacity to accomplish its goals.
Impacted Groups
Residents are not only partners but are also impacted by the development and implementation of the plan, especially low-income households, the elderly, or disabled residents with a reliance on medical equipment with fixed incomes. Local construction companies, small independent business owners, electrical contractors, HVAC technicians, and insulation vendors will need to scale their initiatives based on the Township’s priorities.
Aligned Groups
We should establish relationships with aligned organizations such as the William Penn Foundation, Green Building United, Electrify America, and the Environmental Protection Agency (EPA) to leverage their clean energy programs and existing resources. Achieving the Township’s Ready for 100 goals will require the work of many hands. We have a good foundation of partners ready to collaborate, and they look forward to expanding this network to achieve their goals.
SOLEBURY TODAY | 17
02
18 | Energy Implementation Workplan
SOLEBURY TOMORROW RESILIENT DECISIONMAKING STRATEGY PRIORITIZATION
SCENARIO NARRATIVES ROADMAP
ENERGY TRANSITION FRAMEWORK
SOLEBURY TOMORROW | 19
RESILIENT DECISIONMAKING
To mitigate the adverse consequences of prolonged fossil fuel consumption and enhance the community’s resilience to climate change, Solebury’s Energy Transition Plan prioritizes efforts across four key areas: • Energy Efficiency & Conservation • Electrification • On-Site Energy Generation • Utility-Scale Renewable Energy This Implementation Workplan draws upon the aforementioned document and proposes approximately 50 potential strategies to aid in the Township’s pursuit of the Rf100 goals. Based on current energy consumption trends, the objective is to transition 77,896 MWh of electricity to renewable sources by 2035, while establishing new infrastructure to support future energy demands. In addition, the plan accounts for a 133,512 MWh energy transition by 2050, for heating and transportation.
55%
45%
739,805 MMBTUs
410,299 + 329,506 MMBTUs
SOLEBURY TOWNSHIP’S TOTAL ENERGY CONSUMPTION
20 | Energy Implementation Workplan
The Energy Transition Committee (ETC) employed an Exploratory Scenario Planning approach to cultivate consensus and bolster capacity for adaptation and sustained resilience amid uncertainty. It empowers the community to prepare for a range of potential futures rather than relying on a single projection, enabling real-time adjustments to shifting factors. These scenarios address two kinds of driving forces: (1) Internal Driving Forces that are largely within the Township’s control, (2) External Driving Forces that are largely outside the Township’s control. Driving forces are things, situations, and events that affect the way the township operates - either in a positive or negative way. A list of driving forces was developed during the first workshop, incorporating a shared understanding of Solebury’s energy context and values, informed by lived experiences. The driving forces were mapped by importance and certainty, and critical uncertainties were evaluated based on their positions on an importance-certainty graph, as shown in the next spread.
Creator: rawpixel.com/ Minnesota Senate DFL
How will changing climate and environmental issues impact Solebury’s work? Partnerships and Community Support How do partners, funders, politicians, and the community perceive climate action? What needs or issues affect Solebury’s constituents, and how can Solebury best meet these needs?
Creator: Ridofranz
Funding and Regulations Is Solebury’s work addressing existing funding priorities? Is there adequate funding available for the township’s missionaligned programs? Creator: rawpixel.com
Are there regulations that are accelerating or inhibiting Solebury’s core mission?
Staff, Volunteer Capacity, and Cost What skills and technical expertise are available? Is there enough staff capacity to perform the work?
EXTERNAL DRIVING FORCES
Given the uncertainty associated with the evolving economic and political landscapes, and the long-term investments being considered as part of this workplan, we must consider which actions will be resilient in the face of this uncertainty. This proactive approach will facilitate agile decisionmaking, thereby building flexibility to respond effectively to future scenarios.
INTERNAL DRIVING FORCES
Macro-level Trends What macro-level market, industry, economic, political, and behavior trends will affect the township’s operating environment?
What are the costs to implement programs compared to the revenue they generate? How does the Township allocate budget for their purpose? Creator: rawpixel.com
Systems and Practice What are the values, interests, and motivations of Solebury Township and internal committees to perform this work?
Creator: Safety Track
How does Solebury Township’s work align with its values and mission? Internal Partnerships and Structure Does the township have the systems it needs, and are the systems strong and flexible? Do the systems support its work or create obstacles?
Creator: B2B Academy
How is the Solebury staff and leadership structured to meet its mission, vision, and programs?
SOLEBURY TOMORROW | 21
CRITICAL UNCERTAINTIES! What is plausible yet unpredictable
Driving Forces Matrix
Exploratory Scenario Planning 22 | Energy Implementation Workplan
• Address future “uncertainty” for long-term decision-making • Empower the Township to be a nimble decision-maker • Build in flexibility to address future scenarios • Identify new resilient strategies
Workshop
ONE
ID 1 Increasing costs due to tarriffs
ID20 County support for rf100 goals
ID 2 Decreasing natural gas cost
ID21 Change in land use zoning codes
ID 3 Increasing electricity cost
ID22 Housing pressures
ID 4
Changing workforce development
ID24 Political perceptions ID25 External partnerships
ID 7
ID26 Increasing partner capacity ID27 Partner willingness to collaborate
ID 8 Development of warehouses, logistic centers
ID 9 Infrastructure demands
professional development
ED2 Need for grant writing ED3 Passive house expertise
ID23 Community buy-in
ID 5 Demographic changes ID 6 Changing definition of sustainability Industrial development pressures
ED1 Education programs and
ED4 Increase revenue streams ED5 Township appetite for
regulations and ordinances
ED6 Need for equity ED7 Retention of rural environment
ID28 Gap between community intent
ED8 Historical preservation
and action
ID 10 Evolving availability of green solutions ID29 Relationship with state ID 11 Development of farming communities ID30 Response to new trends ID 12 Economic affordability
ID31 Need for resiliency during storms
ID 13 Temperature rise
ID32 Stormwater control
ID 14 Increase in flooding
ID33 Federal funding
ID 15 Microburst rainfall events ID16 High precipitation
ID34 State funding
ID17 Aging grid infrastructure ID18 Extreme weather conditions
ID36 Pre-qualification process
ID19 Need for emergency response
ID38 Grant eligibility
ED9 Reduction of waste ED10 Internal community partnerships ED11 Technological transition ED12 Social media influence ED13 Partnership with schools ED14 Challenge of enforcing ordinances ED15 Community outreach
ID35 County funding ID37 Political lobbying
and engagement
ED16 Collaborate with colleges,
Defining Driving Forces Which Driving Forces are the most important? What are we most uncertain of? What scenarios do we imagine?
Develop scenario narratives
Workshop
TWO
universities, and other high schools
Discuss implications of each scenario Identify the most robust actions and strategies Identify gaps
SOLEBURY TOMORROW | 23
SCENARIO NARRATIVES
We need to create a sense of achievement by awarding Neighborhood Champions for participating in the energy transition!
The primary driving forces identified as critically uncertain were prioritized to ensure the township is resilient across multiple scenarios. These critical uncertainties include: We are currently experiencing a significant demographic shift, with a younger population migrating away, resulting in an increasing average age. The potential pursuit of the township by large logistics centers and warehouse complexes, as well as other potential employers, could attract new families but could also contribute to increased vehicle and other energy emissions. Given the evolving political landscape within the federal administration, shifts in grant and funding opportunities are anticipated, potentially jeopardizing the township’s eligibility. Consequently, we must strategically position ourselves and refine our narrative to secure all available opportunities, including those related to capacity building and knowledge base expansion. This will require innovative partnerships with the private sector and the cultivation of opportunities that are resilient to shifts in political dynamics. Our success in achieving the Rf100 goals will require motivated residents and strong community buy-in. Currently engaged volunteers are knowledgeable and passionate; however, additional engagement and volunteer effort are needed to withstand unforeseen challenges. Four key driving forces have been identified from this analysis, each with two extreme potential scenarios - a high and low scenario in each case. Strategies were then developed and prioritized to address these eight scenarios. Specific action items were then refined to support each strategy. I want to see a Solebury where kids return back home to invest their expertise in their hometown! This community needs every resident to contribute to achieve our goals! 24 | Energy Implementation Workplan
SCENARIO ONE
SCENARIO TWO
DETACHED AND ROOTED DRIFTING TOGETHER THE COST OF LOW A TOWNSHIP UNITED BY
STEADY GROWTH CURRENT TRAJECTORY,
Community Buy-in and Engagement
PURPOSE AND PEOPLE
PARTICIPATION AND SUPPORT
Solebury staff support the Rf100 goals and have the knowledge and capacity to drive the work forward. Resident volunteers bring expertise and are engaged and passionate about the cause. The broader community supports and actively works towards the Rf100 goals as well.
A lack of internal capacity, expertise, and support stalls progress. Residents are not supportive or involved in the effort.
Findings. This scenario needs enabling strategies to inform and engage community stakeholders (including residents and businesses) about Solebury’s energy objectives and the actions they can take to help achieve them.
Land Use and Demographic Change
INCLUDING A SLIGHT INCREASE IN FAMILIES
Solebury’s population growth and physical development are stable, with a slight increase in families and few upcoming developments. There is a moderate need for housing options that are more affordable and diverse.
RAPID GROWTH SIGNIFICANT ECONOMIC
AND PHYSICAL GROWTH Solebury experiences a growth in physical development, including warehouses, logistics centers, and/or other economic drivers. The township’s population grows to support this, and there is a need for more affordable and diverse housing options. Community infrastructure is strained, and transportation emissions increase.
Findings. This scenario needs administrative ordinances, zoning requirements, and strategic approaches capable of mitigating emissions from new construction and managing development without inhibiting economic growth.
SCENARIO THREE
SCENARIO FOUR
BROKEN ALLIANCES BRIDGES IN ACTION LOST OPPORTUNITIES AND VISION MEETS STALLED PROGRESS
INVESTMENT
UNLOCKING LEFT BEHIND PROSPECTS THE COST OF MISSED WHEN ACCESS MEETS ACTION
CONNECTIONS
A change in political administrations and/ or priorities causes Solebury to lose existing partnerships with politicians, non-profits, and neighboring communities.
Solebury develops unconventional partnerships (including with the private sector), and strengthens existing partnerships.
There are many aligned grants and funding opportunities available, and the township is positioned to seize them. Very active grant writers or community members help bring investment.
Aligned funding opportunities are not available. Solebury is ineligible for available funding opportunities, is unprepared, and/or lacks staff capacity.
Partnerships
Grants and Funding
Findings. This scenario demonstrates Solebury’s need for strategic partnerships with large energy consumers within its portfolio, such as the New Hope-Solebury School District and Bucks County Water and Sewer Authority. Partnerships with regional businesses, including real estate developers, hospitality providers, and foundations or trusts whose missions align with Solebury’s objectives, will be critical as well.
Findings. The Township has previously encountered obstacles stemming from a lack of preparedness for funding applications or ineligibility. The Township must be flexible and position itself favorably for a range of opportunities.
SOLEBURY TOMORROW | 25
ENERGY TRANSITION FRAMEWORK The Energy Implementation Workplan classifies the strategies into four categories. First, we need to (1) REDUCE energy consumption through efficiency and conservation measures. To decrease dependence on fossil fuels, the next step is to (2) REPLACE all natural gas, propane, oil, and other non-electric systems with electric systems. This would position us to benefit from a cleaner grid and/or on-site renewables in the future. As infrastructure transitions to electric, we need to be ready to plug in (3) RENEWABLE, carbon-free sources of energy generated both on-site and at the utility level. Once we establish a reliable renewable energy source, the push for (4) RIDING electric vehicles (EVs) and transitioning to carbon-free transportation can be offered as a sustainable choice. While we are reducing, replacing, installing renewables, and riding carbonfree, the Township should pursue enabling strategies throughout the process that equip us with the necessary tools, knowledge, and capacity to implement the strategies, such as community and stakeholder engagement, partnerships, and efforts at the Township administration level. These four categories together form the foundation for a comprehensive Energy Implementation Workplan.
REDUCE
REPLACE
ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
PROPANE-POWERED, OIL-POWERED AND NATURAL GASPOWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
26 | Energy Implementation Workplan
RENEWABLE
RIDE
CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND AT THE UTILITY LEVEL
ELECTRIC VEHICLES (EVs) AND TRANSITION TO CARBON FREE TRANSPORTATION
SOLEBURY TOMORROW | 27
low
medium
high
Each decarbonization strategy was evaluated against the four scenarios (on page 25) and categorized into high, medium, and low tiers based on its resilience to the future uncertainties identified during scenario planning. Revise building codes to include energy efficiency and solar-ready requirements Require energy audits as a part of home sales and provide incentives for existing residents to perform energy audits Create and publicize a list of reputable contractors, designers, and others who can help make buildings more efficient Publish a guide to educate residents on energy actions they can take at home and distribute it to new residents Encourage low maintenance landscapes, such as native plantings and no-mow lawns Mandate a 30% reduction in energy use compared to national baseline for new construction Require all commercial, institutional, and industrial buildings to report annual energy consumption to the township Host monthly annual energy use challenges to engage the community Support township staff and resident volunteers to attend conferences, trainings, and networking events Require green leases to improve energy efficiency of rental properties Promote green roofs for new development to reduce heating and cooling loads Revise zoning codes to encourage dense development Develop a campaign to encourage residential purchase of green energy Require use of Energy Star equipment and appliances for new construction and major renovations Establish a revolving loan fund and/or incentives to help fund residential energy retrofits Require new construction and major renovations to include all-electric systems Establish or promote existing green workforce development programs Mandate no/low-carbon standards for new construction Retrofit existing buildings with energy efficient systems, such as heat pumps and electric space and water heating Partner with neighboring communities and organizations for joint grant applications Establish microgrids for localized power distribution and storage Aggregate energy demand from a group of public or private buildings in order to engage a bulk PPA Invest in energy storage to make buildings more resilient Create an internship/fellowship/volunteer based pipeline of student assistance Include a line item for Rf100 goals in the Township budget Improve permitting process and remove barriers to residential renewable energy installation through SolarApp+ Pursue C-PACE to fund energy efficiency improvements and renewable installations Perform a township-wide solar feasibility study, and incentivize installation of rooftop solar on large roofs Create a solar task force to coordinate and pursue all solar projects Advocate for community solar Facilitate renewable energy purchases for commercial, industrial, and institutional stakeholders Collaborate with the academic research community for grants/research Develop solar arrays/farms in large open areas, such as parking lots, canopies and hillsides Connect businesses and organizations to fleet transition plan resources Create an active transportation plan and implement it Establish a neighborhood biking and walking committee Designate sustainability block captains Require new buildings and major renovations to be “EV ready” Establish transportation baselines to track progress to 2050 Establish parking ordinances to favor inclusion of EVs Conduct an alternative fuels study for the public works department Replace school buses with EVs as they retire Survey and select sites for EV charging stations
28 | Energy Implementation Workplan
URY TOWNSHIP YIMPLEMENTATION PLAN
USE OF STAR NT AND CES FOR NEW UCTION AND ENOVATIONS
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
S:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
MANDATE ENERGY DISCLOSURE AT THE TIME OF SALE/LEASE
REPLACE PROPANE-POWERED, OIL-POWERED AND NATURAL GAS-POWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
ADDITIONAL NOTES:
URY TOWNSHIP YIMPLEMENTATION PLAN
T EXISTING GS WITH EFFICIENT S, SUCH AS MPS, C SPACE AND HEATING
REPLACE PROPANE-POWERED, OIL-POWERED AND NATURAL GAS-POWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
S:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
PURSUE C-PACE TO FUND ENERGY EFFICIENCY IMPROVEMENTS AND RENEWABLE INSTALLATIONS
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
AUDIT AND REPLACE ALL STREETLAMPS AND TRAFFIC LIGHTS
REPLACE PROPANE-POWERED, OIL-POWERED AND NATURAL GAS-POWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
ADDITIONAL NOTES:
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
REVISE BUILDING CODES TO INCLUDE SOLAR-READY REQUIREMENTS
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
REVISE ZONING CODES TO ENCOURAGE DENSE DEVELOPMENT
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
ADDITIONAL NOTES:
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
ESTABLISH OR PROMOTE EXISTING GREEN WORKFORCE DEVELOPMENT PROGRAMS
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
PARTNER WITH NEIGHBORING COMMUNITIES AND ORGANIZATIONS FOR JOINT GRANT APPLICATIONS
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ADDITIONAL NOTES:
REPLACE PROPANE-POWERED, OIL-POWERED AND NATURAL GAS-POWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
R
ESTABLISH CREATIVE, NON-TRADITIONAL PARTNERSHIPS
EN THR
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
DEVELOP A CAMPAIGN TO ENCOURAGE RESIDENTIAL PURCHASE OF GREEN ENERGY
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGY IMPLEMENTATION PLAN
ESTABLISH MICRIGRIDS FOR LOCALIZED POWER DISTRIBUTION AND STORAGE
REN
CAR SOURC TH
ADDITIONAL NOTES:
The Pennsylvania Commercial Property Assessed Clean Energy Program, or C-PACE, is an innovative financing program launched in 2018 that provides business property owners access to low-interest, long-term loans for clean energy and clean water projects that are repaid as property tax to benefit the community.
TOWNSHIP LEMENTATION PLAN
WIDE SOLAR STUDY, AND
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ON OF OLAR ON FS
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
RENEWABLE
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
CARBON-FREE ENERGY IMPROVE PERMITTING SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL PROCESS AND REMOVE BARRIERS TO RESIDENTIAL RENEWABLE ENERGY INSTALLATION THROUGH SOLARAPP+
CREATE A SOLAR TASK FORCE TO COORDINATE AND PURSUE ALL BIG AND SMALL PROJECTS
ADDITIONAL NOTES:
ADDITIONAL NOTES:
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
REDUCE
ESTABLISH A ENERGY CONSUMPTION THROUGH EFFICIENCY AND SUSTAINABLE CONSERVATION BUSINESSES AND ORGANIZATIONS GROUP, WHO CAN SHARE KNOWLEDGE AND RESOURCES ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
REQUIRE GREEN LEASES TO IMPROVE ENERGY EFFICIENCY OF RENTAL POPERTIES
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
REQUIRE NEW CONSTRUCTION AND MAJOR RENOVATIONS TO INCLUDE ALL-ELECTRIC SYSTEMS ADDITIONAL NOTES:
SolarAPP+ provides local governments with a standard portal for receiving and processing permit information for residential solar and solar and storage systems.
TOWNSHIP LEMENTATION PLAN
ENERGY OM A
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
IVATE IN ORDER A BULK PPA
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
INVEST IN ENERGY STORAGE TO MAKE BUILDINGS MORE RESILIENT
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
DEVELOP SOLAR ARRAYS/FARMS IN LARGE OPEN AREAS, SUCH AS PARKING LOTS, CANOPIES, HILLSIDES
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
ESTABLISH A REVOLVING LOAN FUND AND/OR INCENTIVES TO HELP FUND RESIDENTIAL ENERGY RETROFITS
REPLACE PROPANE-POWERED, OIL-POWERED AND NATURAL GAS-POWERED ENERGY SYSTEMS TO ALL ELECTRIC SYSTEMS
ADDITIONAL NOTES:
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
PROMOTE GREEN ROOFS FOR NEW DEVELOPMENT TO REDUCE HEATING AND COOLING LOADS
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
MANDATE NO/LOW-CARBON STANDARDS FOR NEW CONSTRUCTION
R
O
ADDITIONAL NOTES:
t (PPA) is an arrangement in which a third-party developer an energy system on a customer's property. The customer then ric output for a predetermined period.
Y TOWNSHIP PLEMENTATION PLAN
BILITY TIONS FOR TRUCTION R ONS
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
MANDATE A 30% REDUCTION IN ENERGY USE COMPARED TO THE NATIONAL BASELINE FOR NEW CONSTRUCTION
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
VE S CARBON
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
HOST MONTHLY ANNUAL ENERGY USE CHALLENGES TO ENGAGE THE COMMUNITY ADDITIONAL NOTES:
REQUIRE ALL COMMERCIAL, INSTITUTIONAL, AND INDUSTRIAL BUILDINGS TO REPORT ANNUAL ENERGY CONSUMPTION TO THE TOWNSHIP
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
ADDITIONAL NOTES: NOTES: ADDITIONAL
ADDITIONAL ADDITIONALNOTES: NOTES:
TOWNSHIP LEMENTATION PLAN
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
REDUCE ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
PUBLISH A GUIDE TO EDUCATE RESIDENTS ON ENERGY ACTIONS THEY CAN TAKE AT HOME AND DISTRIBUTE IT TO NEW RESIDENTS WHEN THEY MOVE IN. ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
ADVOCATE FOR COMMUNITY SOLAR
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ENERGY CONSUMPTION THROUGH EFFICIENCY AND CONSERVATION
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
COLLABORATE WITH THE ACADEMIC RESEARCH COMMUNITY FOR GRANTS/RESEARCH ADDITIONAL NOTES:
CONSIDER OPPORTUNITIES FOR BIOGAS PRODUCTION
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
ADDITIONAL NOTES:
ADDITIONAL NOTES:
REDUCE
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
FACILITATE RENEWABLE ENERGY PURCHASES FOR COMMERCIAL, INDUSTRIAL, AND INSTITUTIONAL STAKEHOLDERS
R
ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
CREATE AN INTERNSHIP/ FELLOWSHIP/ VOLUNTEER BASED PIPELINE OF STUDENT ASSISSTANCE ADDITIONAL NOTES:
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
RENEWABLE CARBON-FREE ENERGY SOURCES, BOTH ON-SITE AND THE UTILITY LEVEL
SOLEBURY TOWNSHIP ENERGYIMPLEMENTATION PLAN
INCLUDE LINE ITEM FOR RF100 GOALS IN TOWNSHIP BUDGET
ADDITIONAL NOTES:
SOLEBURY SOLEBURY TOMORROW TOMORROW || 29
R
STRATEGY PRIORITIZATION 01
02
03
04
05
06
07
08
Community and Stakeholder Engagement
Renewable Energy Purchase
Green Space
Active Transportation
Township Budget and Financing
Resilience and Energy Independence
Building Efficiency
Building and Zoning Codes
The Energy Implementation Workplan prioritizes eight strategies to transition the township to clean energy. Five strategies provide direct reductions in energy, and three are considered enabling infrastructure that aids the implementation of the other five strategies. These strategies were evaluated by the Energy Transition Committee in terms of community benefits and the extent to which they aid in the energy transition, which informed their refinement and prioritization.
30 | Energy Implementation Workplan
The Energy Transition Committee evaluated the strategies based on their ability to reduce carbon emissions, improve air & noise quality, enhance local infrastructure, create jobs, increase energy resilience, support natural habitats, reduce energy costs, and strengthen the community’s identity. The Committee voted on a scale from 1 to 5, and the results were the average of the recorded scores. The strategies with high scores had direct impacts, whereas Community and Stakeholder Engagement, Township Budget & Financing, and Building and Zoning Codes were identified as enabling strategies that create a foundation for the other strategies to succeed. Strategy evaluation based on direct impacts to the community.: High Impact Score Improved Air Quality and Noise Reduction
Medium Impact Score Upgraded Infrastructure
Energy Independence and Resilience
Preservation of Natural Habitat
Low Impact Score Job Creation
Community Culture and Township Identity
Cost Savings
SOLEBURY TOMORROW | 31
01 What if a quarter of Solebury’s residents chose to transition to EV cars?
Source: Solebury Township Police
3232 || Energy Energy Implementation Implementation Workplan Workplan
02 It would reduce community-wide energy consumption by
64,875 MMBTU
What if half of Solebury’s lawns were converted to meadows?
It would reduce community-wide energy consumption by
Source: Solebury Fieldstone Heirloom, Estates of the World
620 MMBTU
03 What if half of Solebury’s houses underwent total electrification?
04 It would reduce community-wide energy consumption by
Source: Bucks County Audubon Society, Bucks County Beacon
35,494 MMBTU
What if we air sealed and insulated all residential houses in Solebury?
Expect estimated annual utility bill savings of
12%
Source: Kate Robeson-Grubb
SOLEBURY TOMORROW | 33
ROADMAP The 2050 Roadmap describes how the eight strategies will reduce the township’s energy consumption, replace systems with all-electric, incorporate renewable energy, and transition how we ride. Five of the eight strategies directly contribute to the Rf100 goals; the remaining three are long-term enabling strategies. The impact of these five strategies was calculated over time to describe how implementing this roadmap will enable Solebury to achieve its goals. Conservative projections were used for Building Efficiency and Active Transportation, recognizing their staged implementation. EV adoption and building electrification will displace gasoline and natural gas, increasing electricity demand. The objective is total electrification by 2035, after which on-site renewables and renewable energy procurement must support the township’s full electricity load.
06 Building Efficiency
Build a culture of responsibility to reduce energy consumption in residential and commercial properties REDUCE
REPLACE
01 Community and Stakeholder Engagement
Create awareness within the community and township administration, educate contractors and builders, and train residents for long-term implementation goals REDUCE
REPLACE
RENEWABLE
RIDE
05 Township Administration: Budget and Financing
Build a relationship with township neighbors and join forces to implement projects REDUCE
REPLACE
RENEWABLE
08 Building and Zoning Codes
RIDE
Reduce the energy consumption of future township development REDUCE
REPLACE
RENEWABLE
34 | Energy Implementation Workplan
07 Green Space
Reduce outdoor water use, energy consumption, and promote diverse ecosystems REDUCE
02 Active Transportation
Encourage development and behavior that prioritizes pedestrian, bicycle, and other lowcarbon transportation options RIDE
03 Resilience and Energy
04 Renewable Energy Purchase
Create energy autonomy and make the township resilient in the face of extreme weather events or high demand situations RENEWABLE
RENEWABLE
Independence
Encourage the purchase of renewable energy technologies and implementation of carbon mitigation projects, and build momentum for offsets in dense commercial areas
SOLEBURY TOMORROW | 35
01
Community and Stakeholder Engagement
02 Active Transportation 03
Resilience and Energy Independence
Energy 04 Renewable Purchase
05
Township Budget and Financing
06 Building Efficiency 07 Green Space 08 36 | Energy Implementation Workplan
Building and Zoning Codes
Before 2028
2028
2031
2035
1A. Introduce high school students to green job opportunities 1B. Create a forum for builders and realtors to discuss training programs and resources 1C. Partner with regional workforce development programs 2A. Integrate active transportation principles into the Comprehensive Plan update 2B. Advance an active transportation plan through outreach and demonstration 2C. Develop multi-modal routes through Solebury and connect to neighboring towns 3A. Preliminary planning and pilot hub design 3B. Pilot implementation for resilience hub with partners 3C. Build a connected, multi-site network 4A. Outreach to eligible institutions, authorities, neighboring municipalities, etc. 4B. Create an engagement network 4C. Advocacy at the state level 5A. Refine the structure, pros, and cons, of a potential nonprofit 5B. Reach out to surrounding municipalities to create a shared 501(c)(3) 5C. Establish a 501(c)(3) 6A. Incentivize green retrofits and new construction 6B. Go Green house tour and home energy auditing program 6C. All electric, resilient buildings 7A. Change in community culture and preparation for alternative township practices 7B. Change in community and township Practices 7C. Expansion outside of parks and private properties 8A. Community interviews to gather data 8B. Builder and realtor forum 8C. Microgrid and community solar projects SOLEBURY TOMORROW | 37
03
38 | Energy Implementation Workplan
ACTION PLAN
COMMUNITY AND STAKEHOLDER ENGAGEMENT ACTIVE TRANSPORTATION RESILIENCE AND ENERGY INDEPENDENCE RENEWABLE ENERGY PURCHASE TOWNSHIP BUDGET AND FINANCING GREEN SPACE BUILDING EFFICIENCY AND ZONING CODES
Refer to the Appendix for more details on the strategies
ACTION PLAN | 39
01 COMMUNITY AND STAKEHOLDER ENGAGEMENT
Create a shared sense of responsibility and achievement within the township. Support residents with resources, actionable goals, and opportunities for workforce development. REDUCE
REPLACE
RENEWABLE
RIDE
To ensure an inclusive and effective energy transition, Solebury Township will engage a wide spectrum of community members—from students to builders, homeowners, and real estate professionals—through education, job training, and dialogue. This strategy builds community awareness, fosters trust in the transition process, and prepares the local workforce for emerging opportunities in clean energy and sustainability. It also reinforces local identity and pride, aligning with Solebury’s values of stewardship, conservation, and collaboration.
Introduce high school students to green job SHORT opportunities TERM 1-3 years Strengthen the local talent pipeline for the energy transition by securing funding through grants and local partnerships, and measure success by student and contractor participation. Early exposure significantly impacts long-term career paths in conservation and clean-tech fields. Implementation Scale Township-wide; coordinated with local schools, businesses, and community groups Type Outreach & Education, Workforce Development Responsible Party Environmental Advisory Council (EAC), New Hope-Solebury School District, local contractors Funding Township operating budget (pilot programs), grants from the PA Department of Education, EPA Environmental Education grants, PA DEP Environmental Education Grant, Green workforce development organizations, and local business sponsorships.
40 | Energy Implementation Workplan
IMPACTS
• Career readiness and skill-building • Stronger intergenerational engagement with sustainability • Support for trades and vocational pathways
SUCCESS METRICS
• Number of participating students • Number of job shadowing or mentorship matches made • Student feedback and satisfaction • Participation by local contractors
OPPORTUNITIES
• Early career exposure for youth in emerging fields • Strengthens local talent pipeline • Builds long-term community capacity for energy transition work
CHALLENGES
• Coordination between the school district, contractors, and employers • Ensuring equity in access to programs for all students • Need for ongoing funding or volunteer support
CASE STUDY
Burlington school district, Vermont In Burlington, Vermont, the school district partnered with local energy companies to offer summer fellowships in clean-tech fields, leading participants to pursue related college majors or certifications. For example, participants in the Student Conservation Association’s programs report that 70% of alumni remain involved in conservation-related careers or community roles, underscoring the value of early exposure to green jobs in shaping long-term educational and career paths. Similar results were seen in a pilot program run by the City of Pittsburgh’s Green Jobs Corps for high schoolers.
Create a forum for builders and realtors to MID discuss training programs and resources TERM 4-8 years Foster collaboration and accelerate the adoption of green building standards despite challenges such as stakeholder scheduling and potential resistance to change. This will result in pilot initiatives and the development of training resources. Implementation Scale Regional; focused on Solebury Township but open to surrounding municipalities Type Stakeholder Engagement, Capacity Building, Policy Alignment Responsible Party Solebury Township Planning Department, Environmental Advisory Council (EAC), local builder/ realtor associations Funding Municipal budget (planning), builder/realtor association contributions, possible support from DOE State Energy Program (SEP)
Partner with regional workforce development LONG programs TERM 8+ years Focuses on offering pathways for Solebury residents into energy careers, strengthening regional collaboration, and driving economic development. Implementation Scale County and state-level coordination (e.g., Bucks County, regional Penn State hubs) Type Workforce Development, Institutional Partnerships Responsible Party Solebury Township, Bucks County Community College, Penn State Clean Energy Hub, local trades unions Funding SOURCE: Student Conservation Association
State and federal workforce development grants (e.g., DOE, PA CareerLink), contributions from regional institutions
ACTION PLAN | 41
02 ACTIVE TRANSPORTATION An Active Transportation Plan positions Solebury Township to align local priorities with regional sustainability and mobility goals. By embedding active transportation into long-range planning, the Township strengthens its capacity to secure funding, foster collaboration, and deliver lasting community benefits. RIDE
To reflect current priorities, it is suggested that an Active Transportation Plan be included in the Comprehensive Plan Update to expand alternative transportation options in Solebury Township. The goals are to reduce car dependency, lower vehicle miles traveled and cut greenhouse gas emissions. This will be achieved through establishing measures such as trail connections, multimodal paths, an electric shuttle route, and ridesharing. This builds on the 2014 Comprehensive Plan, which emphasized expanding trails, improving pedestrian and bicycle infrastructure, and enhancing access to parks and recreation. Current initiatives illustrate how this vision is being advanced: Connecting Trails. The Parks and Recreation Department’s Trail Committee is developing a Trails Master Plan to inventory existing trails and guide new connections between them, positioning the Township to create a more walkable community with an integrated parks system. While the plan focuses largely on park‑to‑park connections, those corridors provide much of the pedestrian infrastructure needed to support township‑wide walkability. An interactive map will support residents and visitors while strengthening Solebury’s eligibility for future grant funding. The Committee has recommended that the Trails Master Plan be incorporated into the Comprehensive Plan Update. Electric Shuttle Service. The Township submitted a grant proposal to the Delaware Valley Regional Planning Commission’s (DVRPC) Travel Options Program (TOP) for a two-year feasibility study of a small electric shuttle bus, positioning the Township to evaluate sustainable transit options. Together, these initiatives will help create a more connected, resilient, and environmentally responsible community, while strengthening Solebury’s eligibility for future grants and regional collaboration.
Integrate active transportation principles into SHORT the comprehensive plan update TERM 1-3 years
Integrating the Active Transportation Principles into the Comprehensive Plan Update aligns Township policy with current mobility priorities and supports upcoming trail, connectivity, and transit projects. Implementation Scale Township-wide policy integration • This action affects the entire township because the Comprehensive Plan Update is the guiding framework for land use, recreation, transportation, and sustainability. 42 | Energy Implementation Workplan
IMPACTS
• Improves public health through walking, biking, and active lifestyles. • Reduces greenhouse gas emissions and supports clean energy goals. • Expands access to parks, schools, and community destinations. • Enhances safety for pedestrians and bicyclists. • Supports local economic health by improving access to businesses and attractions.
SUCCESS METRICS
• Public engagement shows broad support for active transportation elements. • Alignment with county and regional planning frameworks is documented. • The updated Comprehensive Plan strengthens Solebury’s eligibility for transportation and sustainability grants
OPPORTUNITIES
• Aligns Township plans for consistency and streamlines decision-making across committees. • Strengthens eligibility for state, county, and regional grants. • Provides a clear policy foundation for future projects. • Builds community support and trust through unified planning. • Advances sustainability and resilience goals.
Type
CASE STUDY
Bensalem Township Active Transportation Plan Bensalem Township received a $50,000 WalkWorks PA grant to develop an Active Transportation Plan, using the funding to hire a consultant to assess existing sidewalks, identify missing links and unsafe crossings, and address the challenges of its car‑oriented street network. The plan will use this analysis and public input to set priorities for safer, more connected pedestrian routes, including improvements such as enhanced crossings, traffic‑calming measures, and new pedestrian connections where gaps currently exist.
CHALLENGES
• Coordinating across multiple committees (Parks and Recreation Trails Committee, Energy Transition Plan Committee (ETC), Comprehensive Plan Committee, Township Planning Department) to avoid duplication or gaps. • Ensuring all committee contributions are coordinated and submitted to the BoS prior to inclusion in the Comprehensive Plan Update, with the BoS ultimately reviewing and approving the full Update. • Neighboring municipalities may be on different planning timelines, making coordination with the Comprehensive Plan Update difficult. • Managing timing so committee work feeds smoothly into the Comprehensive Plan Update process. • Balancing different committee priorities while maintaining one unified vision in the Update. • Plan inclusion does not ensure implementation, and maintaining active transportation as a priority during future budgeting and project decisions may be challenging.
Plan alignment and update • Draft language for inclusion in the Comprehensive Plan Update. • Cross-reference the 2014 Comprehensive Plan to show continuity. • Coordinate across Township committees and departments, including the Parks and Recreation Department’s Trail Committee, the Energy Transition Committee. • Ensure consistency with other initiatives, including stormwater/resilience planning, New Hope-Solebury School District and Regional partnerships. • Coordinate with neighboring communities to ensure pedestrian infrastructure, trail and mobility projects connect across municipal boundaries Responsible Party • Comprehensive Plan Committee, in coordination with the Township Planning Department – Responsible for the development of the Comprehensive Plan Update and coordinates input from Township committees. • Bucks County Planning Commission - Supplies professional planning support, mapping, and integration with county-level priorities. • Board of Supervisors (BoS) - Reviews and adopts the Comprehensive Plan Update once the committee’s work is complete. • Parks and Recreation Department’s Trail Committee - Develops and refines the draft Trails Master Plan, focusing on township-wide trail connectivity. Supplies maps, proposed alignments, and priority segments to be incorporated into the Comprehensive Plan Update. • Energy Transition Committee - Ensures consistency with sustainability goals, Ready for 100 commitments, and the Township’s Energy Transition Plan. Funding The funding source is the existing planning budget already allocated for the Comprehensive Plan Update
Advance an active transportation plan through MID outreach and demonstration TERM 4-8 years Building on short-term successes, Solebury should consider advancing active transportation through demonstration and education initiatives. If the DVRPC electric shuttle feasibility study grant is secured, and with a completed Trails Master Plan providing clear priorities, the Township would be well-positioned to pursue these initiatives. As part of this next phase, Solebury should also begin developing a full‑scale Active Transportation Plan to establish long‑range priorities, integrate multimodal needs, and guide future infrastructure investments. It is recommended that Solebury explore pop-up demonstration projects, such as a protected bike lane along a short road segment. These temporary installations could showcase design options, test public response, and provide real-world data on safety and usage. In parallel, the Township should develop a community outreach and education plan to engage residents, businesses, and schools in the benefits of active transportation. This plan could include public workshops, on-site demonstrations, and digital communications to build awareness and support. Establishing a data collection and evaluation framework is also recommended to measure outcomes such as public perception, potential users, and environmental impacts. Findings would inform long-term infrastructure decisions and strengthen the Township’s position for future funding opportunities. Implementation Scale • Pilot scale - limited duration and scope (e.g., shuttle feasibility pilot). ACTION PLAN | 43
• Community demonstration - visible, hands-on projects designed to engage residents, businesses, and schools.Website: Expo: Experimental Pop-ups | DVRPC • Educational reach - outreach campaigns, workshops, and pop-up events across multiple audiences. • Data-driven evaluation - collection of usage, perception, and environmental metrics to inform township-wide decisions. • Regional positioning - aligns Solebury with DVRPC and county planning frameworks, strengthening readiness for larger investments. • Township‑wide planning effort, led by a consultant, as part of the Active Transportation Plan to identify where multimodal improvements are needed and to outline a clear plan for making those improvements over time. Type • Feasibility & Pilot Testing - advancing initiatives identified in the Trails Master Plan and DVRPC electric shuttle study through small-scale pilots. • Temporary Infrastructure Demonstration - pop-up projects (e.g., a protected bike lane segment) to test design concepts under real-world conditions. • Community Education & Engagement - structured outreach including workshops, on-site demonstrations, and digital campaigns to build awareness and support. • Evaluation & Data Framework - establishing metrics and collection methods to measure usage, safety, perception, and environmental impacts. • Consultant‑led development of the Full‑Scale Active Transportation Plan, including analysis of walking and biking conditions and recommendations for future improvements.
CASE STUDY
Buckingham Township Master Trail and Bicycle Plan (2019) The Buckingham Township Master Trail and Bicycle Plan (2019) serves as a comprehensive framework that outlines trail types, design standards, and priority connections, developed through extensive public participation and alignment with county and municipal planning goals. The plan was formally adopted to guide future trail and bicycle facility development and continues to serve as a policy and planning tool in land development reviews and long-range township planning.
Responsible Party • Board of Supervisors – Provides oversight, approves projects, and authorizes outreach. • Parks and Recreation Department (with Trails Committee) – Leads implementation of the Trails Master Plan implementation and coordinates pop-up bike lane demonstrations with the Energy Transition Committee. • Energy Transition Committee - Coordinates with the electric shuttle feasibility study and ensures alignment with sustainability goals. • Planning Commission - Advises on ordinance changes or subdivision/land development reviews that may incorporate demonstration projects. • Township Staff / Consultants – Responsible for technical design of demonstration projects, data collection framework, and evaluation metrics. • Community Partners (schools, businesses, civic groups) - Participate in outreach, education, and feedback loops to build awareness and support. • DVRPC (Delaware Valley Regional Planning Commission) – Administers grants, provides technical support, and facilitates regional collaboration. • The Township Administration and the Planning Commission will lead the effort to hire a consultant. Once hired, the consultant will prepare the plan with input from the Parks & Recreation Department’s Trail Committee and the Energy Transition Committee. The Board of Supervisors will authorize the project and adopt the final plan. Funding • DVRPC TOP Grant - assuming award, this will be the primary funding source for the electric shuttle feasibility. It covers planning, technical analysis, and outreach costs. • Township Budget Allocations - modest local funds to support pop-up demonstration projects (e.g., materials for temporary bike lanes, signage, outreach events). • Partnership Contributions - in-kind or financial support from schools, businesses, and civic groups for outreach activities, workshops, and community engagement. • Risk - If the DVRPC TOP grant is not awarded, the electric shuttle feasibility study will not proceed in the mid-term. The shuttle pilot may be revisited in the long term through 44 | Energy Implementation Workplan
SOURCE: Buckingham Township
CASE STUDY
Doylestown Dart
The Doylestown Dart is a low-cost, affordable community shuttle service that connects cultural, commercial, and residential areas to popular destinations such as downtown shops, hospitals, the university, and the train station, making it easier for residents and visitors to choose public transit over single-occupancy vehicles. Operated by Bucks County Transport and guided by the DART Committee, this service reflects a regional commitment to sustainable mobility and has expanded through partnerships with neighboring municipalities. This initiative gets people where they need to go, while easing traffic and cutting emissions in the area.
alternative funding sources such as business partnerships, institutional sponsors, or other regional/state grants. • Modeled on the Doylestown DART, the EV Shuttle can be funded through state, federal, and county transportation programs, supplemented by rider fares. • Development of a Full‑Scale Active Transportation Plan could be funded by planning grants such as a WalkWorks grant, Safe Streets and Roads for All (SS4A) planning grant, and DVRPC TCDI funding. Grant Opportunities | Department of Health | Commonwealth of Pennsylvania, FY27 PA TCDI Grant Program to Open in January 2026 | DVRPC
LONG TERM
Develop multi-modal routes through Solebury and connect to neighboring towns 8+ years
Planning and implementing multimodal routes through Solebury, with connections to nearby towns, will guide future investments in pedestrian infrastructure, trails, transit access, and safe travel corridors. Implementation Scale
Funding • State and Federal Grants - major capital funding sources (e.g., PennDOT, Federal Transit Administration, EPA sustainability programs) to support permanent trail construction, shuttle facilities, and energy infrastructure. • Township Capital Improvement Program - dedicated local funding streams for long-term infrastructure investments, embedded into annual budgets and planning cycles. • DVRPC Support - continued technical assistance and potential grant administration for large-scale regional projects. • Public-Private Partnerships contributions from businesses, institutions, and developers to co-fund shuttle facilities and trail connections. • Regional Cost-Sharing - neighboring municipalities collaborate on shared shuttle routes, cross-boundary trail segments, and joint outreach campaigns.
• Township-wide Infrastructure -construction of pedestrian walkways, trails, and bike lanes across Solebury. • Shuttle Facilities - permanent shuttle stops, shelters, and mobility hubs with signage, seating, and charging infrastructure. • Regional Connectivity - coordinated projects with neighboring municipalities to create seamless cross-boundary trail networks and potential shared shuttle routes. • System Integration - embed active transportation and shuttle facilities into Township planning processes, capital improvement programs, and budgeting to ensure long-term sustainability. • Permanent Programs - sustained education, outreach, and monitoring programs rather than one-time demonstrations. • Expanded Funding & Partnerships - leveraging state, federal, and private funding sources to scale successful pilots into full infrastructure investments Type Implementation and capital investment: Building permanent infrastructure (pedestrian walkways, trails, bike lanes, shuttle facilities), expanding regional connectivity, and embedding systems into Township planning and capital programs. Responsible Party • Board of Supervisors - Provide overall oversight, approve capital investments, and authorize long-term funding commitments. • Township Staff / Consultants – Responsible for leading the technical design, construction management, and integration of shuttle facilities, pedestrian walkways, trails, and bike lanes into Township systems. • Parks and Recreation Department - Provides guidance for permanent trail and bike lane implementation, ensuring consistency with the Trails Master Plan. • Energy Transition Committee - Ensures active transportation alignment with sustainability and energy goals. • Township Planning Commission – Responsible for integrating active transportation projects into Township planning frameworks and capital improvement programs. • Neighboring Municipalities – Coordinate on trail connections, shuttle planning, and shared outreach efforts to ensure regional consistency. • Community Partners (schools, businesses, civic groups) - Sustain education, outreach, and feedback programs to maintain long-term community engagement. ACTION PLAN | 45
03 RESILIENCE AND ENERGY INDEPENDENCE Establish several small resiliency hubs within Solebury Township that provide energy security, resources, and shelter to our vulnerable populations in the event of a natural disaster or under hazardous conditions RENEWABLE Bucks County is currently in the process of updating its Hazard Mitigation Plan, which provides an opportunity for Solebury Township to incorporate this strategy into its own. The designated resiliency hubs would be structures (newly built or existing) that would supply electricity, resources, and shelter in the event of a natural disaster or under hazardous conditions. Ideally, these structures would be off-grid (or part of a microgrid) and powered by a solar system so that they may function as a source of available electricity during periods of outage. Incorporating this strategy into Solebury’s hazard mitigation planning would potentially open opportunities for funding via federal and state-level grant programs.
SHORT Preliminary planning & pilot hub design TERM 1-3 years Design a pilot hub (utilize an existing structure, retrofit an existing structure, or construct a new one) to gauge feasibility and efficacy. Strategize for microgrid or off-grid systems to maintain operations during a widespread outage (Solar PV + battery backup)—including potable water (well), heating/cooling, in-ground septic, Wi-Fi, radio, and supply storage. Implementation Scale Internal to Township Administration, advisory committee(s), planning affiliates, and prospective partners Type Research, networking, preliminary design Responsible Party Township staff, ETC, Safety Committee Funding Township budget, federal/state grants (FEMA BRIC/PEMA), philanthropy, partner contributions
IMPACTS
• Regional resilience and capacity building • Greater policy and practice alignment • Networking and coalition building • Forwarding sustainability through infrastructure and policy • Emergency preparedness and hazard mitigation • Community engagement and action
46 | Energy Implementation Workplan
OPPORTUNITIES
• Connect with local fire companies, EMS, the New Hope-Solebury School District, local organizations, churches, and historic building-owners to build a resiliency network (possibly also a Community Emergency Response Team (CERT)). • Identify potential sites considering flood mapping and obstructions to transportation networks. • Partner with organizations such as the American Red Cross, Bucks County Emergency Management, and regional groups like Delaware River Basin Commission for resources and strategy. • Pursue funding opportunities, such as FEMA BRIC/PEMA grants, by including resiliency hubs as one of Solebury’s Hazard Mitigation Strategies. • Partner with university or high school students to accomplish preliminary research, write grant applications, and assist in strategy-building efforts. • Receive cost estimates for engineering and construction and/or retrofitting of buildings. • Draft additional mutual-aid agreements with municipal neighbors for shared response and resources.
CHALLENGES
Limited municipal staff and budget, and Solebury’s lower population density make the efficacy of one centralized hub difficult. Establishing multiple smaller hubs will improve our rural community’s access to resources/services during natural disasters and emergencies.
SUCCESS METRICS
• Favorable feasibility • Availability of funding • Public support • Prospective partner support
Pilot implementation for resilience hub with MID partners TERM 4-8 years
CASE STUDY
Easton, PA The Christ United Methodist Church in Easton, PA, is a 24-hour shelter where the American Red Cross provides aid and support to those affected by disasters or emergencies. Services offered are meals, snacks, water, a place to sleep, laundry, and health services such as first aid, refilling lost prescriptions, replacing lost eyeglasses, and emotional support/ mental health services. They also offer charging stations for cell phones/medical devices, emergency supplies to help clean up after a disaster, access to multiagency disaster-related resources in the community, and access to caseworkers who can assist with disaster recovery planning (and financial assistance for those who qualify). Anyone with a disaster-related need can access these and other available services.
Retrofit selected site(s). Install backup energy systems, upgrade kitchen/storage for supplies, stock essential resources (water, nonperishable food, medical basics). Evaluate hub performance over a designated time period and during weather events that cause flooding/ outages, and then determine improvement opportunities. Build network capacity. Develop activation protocols for flooding that cut off roads and/ or extended outages. Identify training opportunities for volunteer fire companies/EMS/PD, Community Emergency Response Teams (CERT), other community/regional groups, and the general public. Implementation Scale Community Type Pilot testing Responsible Party Township Administration, Partners, Advisory Committees, planning affiliates Funding FEMA BRIC, PEMA, other grant opportunities, Township budget, philanthropy, partner contributions
LONG Build a connected, multi-site network TERM 8+ years Establish a distributed network of 3-4 strategic hubs and formalize mutual aid agreements with neighboring municipalities to enhance regional coordination. Integrate with county emergency systems, develop transportation plans such as volunteer ride networks, and technology for shared communications and backup internet redundancy. Improve resource distribution, communication, and overall emergency preparedness. Implementation Scale Community and regional Type Full Integration Responsible Party Township Administration, Partners, Advisory Committees, planning affiliates, State and County agencies (as applicable) Funding
SOURCE: American Red Cross
FEMA BRIC, PEMA, other grant opportunities, Township budget, philanthropy, partner contributions ACTION PLAN | 47
04 RENEWABLE ENERGY PURCHASE Connect with homeowners, municipal governments, non-profit organizations, and the commercial sector to provide education and resources on available options for procuring electricity from renewable sources. The Solebury Township Municipal Government has purchased a solar array to offset 99% of the electricity used by its municipal complex; therefore, this strategy will focus on engaging and educating residents, organizations, communities, and other entities both within and outside Solebury Township. RENEWABLE Due to the steadily decreasing cost of electricity generated from renewables, it is now comparable to that produced from fossil fuels. This trend will continue as renewable technologies become more efficient and less costly; therefore, many organizations will have the opportunity to save on energy costs and reduce their greenhouse gas emissions simultaneously by either selecting a renewable energy provider or entering into partnerships with other entities for bulk purchasing of renewable electricity.
Outreach to eligible institutions, authorities, SHORT neighboring municipalities, etc. TERM 1-3 years Connect with homeowners, local agencies, non-profit organizations, and the commercial sector to provide education and resources on available options for procuring electricity from renewable sources. Continuously engage PA Congress in regard to legislation for Community Solar. Implementation Scale Local Type Outreach Responsible Party Board of Supervisors, Sustainability Specialist, EAC, SSC/ETC Funding Little-to-no funding required 48 | Energy Implementation Workplan
IMPACTS
Expanding regional connections and networking potential
SUCCESS METRICS
Track of how many organizations and homeowners within the Township borders have switched to a renewable electricity provider via voluntary reporting
OPPORTUNITIES
Connect with Bucks County and the Center County Region of Governments to discuss their strategies and experiences with promoting their SEP.
CHALLENGES
Given that this is primarily an outreach strategy, the Township does not control whether an organization will transition to procuring energy from renewables.
MID Create an engagement network TERM 4-8 years
CASE STUDY
Sustainable Energy Partnership (SEP) Counties of Bucks, Montgomery, Chester, and Delaware entered into a Sustainable Energy Partnership (SEP) and contracted a PPA with Enel X to procure renewable electricity. The program has expanded to offer enrollment opportunities to qualifying public entities, including West Chester University of Pennsylvania. Due to their bulk purchase of electricity, the SEP was able to negotiate lower per-kWh rates for 2026 than those currently seen in the PA market for both residential and commercial electricity. The Center Region Council of Governments has also been working to establish its own SEP through a contract with Prospect14. However, the contract for their PPA will likely be terminated due to recent policies enacted by the current Administration that have increased development costs for solar projects.
Connect with municipal governments, non-profit organizations, and the commercial sector in Bucks County and SEPA to provide education and resources on available options for procuring electricity from renewable sources. Continuously engage the PA Congress regarding legislation for Community Solar. Implementation Scale County-wide/regional Type Outreach Responsible Party Board of Supervisors, Sustainability Specialist, EAC, SSC/ETC Funding Little-to-no funding required
LONG Advocacy at the state level TERM 8+ years Engage with municipalities and entities across Pennsylvania to provide education and resources on renewable energy purchase options and their associated benefits. Investigate the potential to build a coalition or similar partnership to give this campaign more weight. Continuously engage PA Congress in regard to legislation for Community Solar. Implementation Scale State-wide Type Outreach & Collaboration Responsible Party Board of Supervisors, Sustainability Specialist, EAC, SSC/ETC, partners Funding
SOURCE: PA Solar Center
Little-to-no funding required—Township budget may be used for expenses associated with staff travel, legal counsel, and events. ACTION PLAN | 49
05 TOWNSHIP BUDGET AND FINANCING Solebury Township will work to encourage the establishment of a 501(c)(3) to serve as an external funding source for sustainability projects within the community. The 501(c)(3) will be a separate entity from the Solebury Township Municipal Government. REDUCE
REPLACE
RENEWABLE
RIDE
Solebury Township would engage its volunteer committees, such as the EAC and the Planning Commission, and gauge interest in forming such an organization. If favorable, individuals on these committees would work externally, but with the support of Township Administration, and begin the process of establishing the 501(c)(3). Once established, this 501(c)(3) would function similarly to Sustainable Princeton by partnering with the Township Administration to implement sustainability projects.
Refine the structure, pros, and cons, of a SHORT potential nonprofit TERM 1-3 years Research is to be conducted by Township staff, such as the Sustainability Specialist, and committee volunteers to investigate models of structure and compliance, their advantages and disadvantages, feasibility, and short-, medium-, and long-term impacts. Investigate the need and options for legal counsel. Collaborate with Municipal neighbors to gauge public interest and develop a list of implementation projects that benefit all partner communities. Engage consultants as needed. Implementation Scale Internal implementation Type Research, strategy, outreach Responsible Party Township Staff, committee volunteers Funding Existing funding for staff salaries and consulting fees 50 | Energy Implementation Workplan
IMPACTS
Cross-municipal collaboration, network building, capacity-building at the regional level, projects, and goals will envelop all four EIP goals (Reduce, Replace, Renewable, Ride).
SUCCESS METRICS
Define success metrics, such as tracking donations, annual budget, funds allocation, project and long-term goal completion/ progress, project real vs. intended impact, and efficacy.
OPPORTUNITIES
Community engagement, external capacity building and mobilization, fund acquisition, project implementation/progress toward Rf100 Goals, and community-led impact.
CHALLENGES
Navigating the process of establishing a 501(c)(3) while remaining in compliance with Federal and PA state law, coordinating with stakeholders and volunteer committees to gauge interest/ commitment/facilitate the process.
Reach out to surrounding municipalities to create MID a shared 501(c)(3) TERM 4-8 years CASE STUDY
Sustainable Princeton Sustainable Princeton began as a volunteer initiative in 2012 and became a nonprofit in 2013. The organization was formed after the Municipality of Princeton developed a sustainability action plan with help from Sustainable Jersey. The Municipality later established a 501(c)(3) nonprofit after realizing that its part-time Sustainability Coordinator position, which reported to the Planning Director, did not provide sufficient capacity to drive meaningful progress. The organization transitioned to nonprofit status, enabling it to fundraise and secure grants while maintaining close relationships with the Municipality and the Princeton Public School District. Sustainable Princeton has grown from two part-time employees to six full-time staff members, with funding increasing from $15,000 to $109,000 annually, including contributions from the Municipality and School District via service contracts.
Seek commitment, as applicable, from potential municipal partners and organizations, secure commitment from high-level donors, define contract terms and structure, and build out an implementation plan. Engage potential Board members. Implementation Scale Regional collaboration Type Outreach, strategy development, logistics Responsible Party Township Staff, Committee Liaisons, municipal partners Funding Staff salaries, consulting fees, letters of commitment
LONG Establish a 501(c)(3) TERM 8+ years The 501(c)(3) would have its headquarters in Solebury Township, but the scale of activity and the area served would be multi-municipal (i.e., Solebury Township, Buckingham Township, New Hope Borough). Municipal administration will assist Board members within their authorized capacity in establishing the 501(c)(3). Following establishment, the Board will be responsible for appointing staff and executing contracts with legal counsel and third-party consultants. Implementation Scale Regional implementation Type Logistics, organization, establishment Responsible Party Municipal authorities, all liaisons, and 501(c)(3) Board members/staff Funding
SOURCE: Smith + Manning
Fundraising and contributions from private donors, municipal clients, New Hope-Solebury School District, and grants (as applicable) ACTION PLAN | 51
07 GREEN SPACE IMPACTS Solebury Township should work to change the community culture around green space maintenance and practices, both actively and passively, through education, outreach, workshops, and successful implementation examples. Solebury should not only support residents with educational resources but also provide funding opportunities and resources to enable them to carry out long-term green space maintenance projects on their own, while demonstrating these efforts in their own practices. REDUCE The Township will build community knowledge and support through passive and active education focused on no- or low-mow practices, native plantings, invasive species management, rain gardens, and sustainable maintenance techniques, delivered in partnership with local schools, organizations, and institutions, including Penn State Extension. In parallel, the Township will identify and prepare municipal properties for reduced mowing and rewilding, integrating these changes into future maintenance contracts and long-term management plans. As practices shift from education to implementation, the Township will actively convert selected parks, roadsides, and stormwater facilities into native, low-maintenance landscapes, supported by community planting events, a shared tool library, and volunteer-led programs such as Tree Tenders. Over the long term, these efforts will expand beyond parks to include roadways and HOA-managed stormwater infrastructure, improving groundwater recharge, increasing tree canopy and habitat, reducing invasive pressure, and significantly lowering fossil-fuel-powered mowing, noise pollution, and maintenance costs.
Change in community culture & preparation for SHORT alternative township practices TERM 1-3 years The Township should provide both passive and active community education on sustainable green-space practices and maintenance. Passive education includes gathering, posting, and advertising educational materials on sustainable practices such as no- or low-mow lawn alternatives, invasive species management, and rain gardens. With permission, the Township should publicly highlight the private properties that have already done so and celebrate their efforts. The Township should develop in collaboration with Penn State and local organizations like Bowman’s Hill, planting guides for various conditions. Active education includes hosting workshops and educational events to teach residents practical skills needed to carry out projects and maintenance on their own properties. Additionally, Parks & Recreation and our Sustainability Specialist should use this time to identify Township-owned properties where mowing can be reduced in preparation for the new 2029 mowing contract. Begin developing plans to rewild these spaces and organize community events to do so. Implementation Scale Township-wide; coordinated with local schools, community groups, and organizations. Type Outreach & Education 52 | Energy Implementation Workplan
• Increased community knowledge and connection • Stronger relationships between people and the land, and the people and the Township • Decreased invasive pressure in parks & private property • Less expense for mowing, increased budget for other programs
SUCCESS METRICS
• Number of volunteers, per event, and on a consistent basis • Acres decreased in mowing (Township and private properties) • Participation from local contractors, organizations, and groups • Resident feedback on resources and events
OPPORTUNITIES
• Collaborate with local organizations like Bowman’s Hill Preserve and the NHS Environmental Club - establish long-term community relationships • Internship opportunity for local high school students to help organize resources & events – early career exposure • Begin building a volunteer base for green space maintenance • Increased community knowledge and expansion of sustainable practices on private lots
CHALLENGES
• Ongoing volunteer support – attracting and maintaining a volunteer base • Coordination (Township, Penn State, Bowman’s, volunteers, local organizations, PR & EAC, etc.)
CASE STUDY
Springfield Township
Springfield Township in Pennsylvania started a ‘No Mow May’ program backed by their EAC. The program runs through the entire month and allows early-season pollinator habitats to develop without community pressure to maintain a short lawn. The program has expanded from 25 to 150 lawns from 2023 to 2025. Participating households pick up a sign at the beginning of the month and place it in their yard to educate neighbors about why their lawn remains uncut throughout the month. Participants receive education on the benefits of no- or low-mow lawns and are encouraged to share this information with neighbors and friends. The program aims to reduce mowing, air and noise pollution, and water usage while increasing plant diversity, pollinator habitats, and community education. Alternative programs have been started around the country, like Franklin Township’s (NJ) ‘Save Mow Till Earth Day’ program, where residents don’t mow their lawn in the Spring until Earth Day. A similar program could be extremely beneficial to Solebury. A program here could be structured as both a month-long (No Mow May) for residents who may not want to commit fully to a no-mow lawn and a permanent program for residents who want to convert their lawn long term. ‘ Scenic Solebury No Mow Lawn’ signs could be provided for long and short-term no-mow properties, associating the idea that the most scenic properties are those that do not traditionally mow grass.
Responsible Party Solebury Township, Parks & Recreation, EAC, NHSSD, and Environmental Club Funding Township operating budget, grants from Bowman’s Hill Preserve and the state, EPA Environmental Education grants, and local business sponsorships
MID Change in community and township practices TERM 4-8 years After passive/active education and efforts to change how our community responds to sustainable alternatives, the Township should focus on actually changing those practices. This is a two-front effort from both the Township and private residents. After identifying properties to reduce mowing, the Township should organize community workshops to actively transform these properties prior to the start of the new mowing contract in 2029. As planting projects are completed, the Park & Recreation department should work on plant inventory, mapping, and future maintenance plans. The Township should build a community tool library (most likely at the Bond House in Aquetong Spring Park) for residents, so they can perform similar work on their own properties without incurring the cost of specialized tools. Working from the recommended planting lists, Solebury should continue to develop in-depth resources to help residents implement these practices on their own properties. Working with the growing volunteer base, local organizations, PHS, and the NHS Environmental Club, establish a community Tree Tenders program to plant and maintain trees and other plantings throughout the Township. This will help rebuild the tree cover that is being lost quickly and continue expanding community education. Implementation Scale Township-wide; coordinated with local schools, community groups, and organizations Type Outreach & Education, Planning & Development Responsible Party Solebury Township, Parks & Recreation, EAC, NHSSD, and Environmental Club, local contractors Funding
SOURCE: Springfield Township
Local business sponsorships, community donations, local and state grants, Solebury Township operating budget, PHS grants, and funding/training support As many of our trees are being removed by PECO and Asplundh Tree Company with approval from PennDOT, and the Asplundh’s are a local family in Solebury, we should request funding and/or tree donations from them to replace those that have been removed with ones planted in better locations and help support the efforts to do so. ACTION PLAN | 53
LONG Expansion outside of parks and private properties TERM 8+ years The Township should develop a roadside program for roadside native plants and stormwater management, and use resources developed for rain gardens to work with local HOAs to transform stormwater retention basins and infrastructure. Minnesota has developed, in partnership with its Department of Transportation, a Community Roadside Landscape Partnership program that helps professionals, communities, and residents select, purchase, and plant native roadside plants to improve stormwater management, reduce invasive species pressure, and increase beauty. PennDOT currently offers some resources for roadside beautification, but they are not as in-depth as those in MN. Chester County offers grants, funding, and education for HOAs to reduce mowing and rewild community spaces. This is a program Solebury would greatly benefit from and can include support for replanting retention basins. Implementation Scale Township-wide focusing on roadsides and stormwater retention basins on both Township and HOA property Type Community Education & Outreach, Planning & Development Responsible Party Solebury Township, Parks & Recreation, and EAC, local HOAs Funding Local business sponsorships, local and state grants, Solebury Township operating budget, PennDOT & PECO 54 | Energy Implementation Workplan
ACTION PLAN | 55
06 BUILDING EFFICIENCY
08 ZONING CODES
Support building efficiency through building energy usage disclosure, green building ordinances and community engagement REDUCE
REPLACE
RENEWABLE
Mandate local low- or no-carbon standards for new construction and advocate at the County and State levels. Explore how any of these standards can be applied to existing buildings in order to reduce the impact of increasing energy consumption and carbon emissions during future township development. Work toward longer-term lobbying of the county and state to adopt green policies for building and retrofitting. Aim to adopt green building codes by debating ordinance changes and establishing standards that mandate requirements or, at the very least, encourage through incentives. Incentivize the phasing out of fossil fuels by the adoption of electric power sources.
Expand green building incentives for retrofits and SHORT new construction TERM 1-3 years To accelerate the adoption of sustainable building practices, a comprehensive strategy combines community engagement, education, financial incentives, and robust codes. This begins with interviewing residents, developers, contractors, and realtors to better understand which incentives most effectively encourage green building and to inform home buyers about existing energy audit opportunities. Education and outreach efforts provide guides and workshops for builders, architects, and residents focused on low-carbon construction, while public forums highlight the benefits of energy efficiency, electrification, and the long-term cost savings these measures provide. Financial incentives such as local permit fee reductions, expedited reviews, and property tax rebates for green buildings, alongside promotion of state and federal programs like Inflation Reduction Act incentives, help make green choices more accessible and attractive. Data collection and benchmarking—tracking and reporting building performance and emissions— along with potential requirements for energy benchmarking and disclosure for large buildings or new construction, foster transparency and accountability. Direct policy measures are also essential. Initiatives such as a Greenpoints pilot program—a draft ordinance that employs a point-based system for improvements—lay the groundwork for broader adoption. Adopting or adapting a recognized sustainable building code, such as the International Green Construction Code (IgCC) or Passive House standards, and applying these requirements to all new residential, commercial, and municipal construction, establishes a clear regulatory baseline. Incentivizing or requiring third-party certifications like LEED, ENERGY STAR, or Zero Energy Ready Homes further raises the bar for sustainable building. Additional energy-efficiency requirements, including minimum Home Energy Rating System (HERS) 56 | Energy Implementation Workplan
IMPACTS
• Meet Township 2030 + 2050 Goals • Reduce Private and Public energy usage and costs • Involve commercial operations in township targets and goals. • Resource sharing within a network of knowledgeable community members • Workforce Development
SUCCESS METRICS
• Standardized valuation of green home improvements • Uniform appraisal dataset (UAD) • Searchable database of buildings by type • Measures of community enthusiasm and acceptance • Agreement on incentives for residents to adopt
OPPORTUNITIES
• Benchmark and track energy use across existing Township building stock • Database for home energy improvements to the envelope and systems • Community Culture of Energy Efficiency and High Performance Building
CHALLENGES
• Pennsylvania restricts the above code local building codes i.e., step codes • Community Engagement
scores, advanced insulation and windows, building envelope commissioning for commercial projects, and encouraging or requiring heat pump technologies for HVAC and water heating, all help reduce operational emissions. Finally, mandating electric-ready infrastructure—such as wiring for EV chargers, heat pumps, and induction stoves—ensures that new buildings are prepared for a low-carbon future. Implementation Scale Local: Residential, Commercial, Business, Institutional Type Outreach, Education, Data Gathering, Policy Documents CASE STUDY
Ann Arbor The Ann Arbor Home Energy Rating Disclosure (HERD) ordinance requires sellers to obtain a Home Energy Score (HES) before listing a home for public sale. The ordinance was passed to advance the city’s A2ZERO carbon-neutrality goals, this mandate ensures residential consumer protection by exposing the true costs of homeownership upfront. The HES Assessment requires a certified professional to evaluate the property to generate the score, looking at insulation, air leakage, HVAC, and appliance performance. The assessment provides actionable energy-saving recommendations to improve the home’s efficiency. Completed assessment reports are stored in STREAM, the city’s searchable public database, and must be included in real estate marketing.
Responsible Party EAC, Township Staff + Volunteers Funding Township, Sponsors, Grants
Advancing sustainable homes through Go Green house MID tour, the Home Energy Auditing program, and the TERM Builder + Realtor Forum 4-8 years
At the county level, collaboration with the Bucks County Planning Commission is central to harmonizing building codes across municipalities, promoting regional energy planning, and modernizing the grid to support increased electrification. State-level advocacy is equally critical. By supporting stronger Pennsylvania statewide energy codes based on the latest IECC, pushing for state incentives for net-zero and electrified building practices, and seeking legal backing for local electrification mandates. is necessary. Participation in regional planning coalitions, such as the Delaware Valley Regional Planning Commission, amplifies the county’s voice and facilitates coordinated planning with utilities like PECO to implement necessary grid upgrades. Finally, exploring changes to zoning density enables clustering of new development and denser building footprints, ensuring that growth aligns with sustainability and climate goals Implementation Scale Local and Regional coverage for existing building stock, stakeholders from neighboring municipalities. Type Outreach, Education, Facilitation, Data Gathering, and Lobbying of the County and State legislature Responsible Party EAC, Township Staff + Sponsors/Volunteers Funding
SOURCE: A2gov.org
Township, Sponsors ACTION PLAN | 57
CASE STUDY
Doylestown Green Points Program
The Green Points initiative is a voluntary program intended to offer financial incentives in the form of reduced building permit fees for new commercial and residential construction, additions and interior remodeling. Each “Green Point” is equivalent to a one percent (1%) reduction in the applicable permit fee. All nonresidential projects are required to comply with the US Green Building Council requirements for a Certified LEED project, for necessary points. Residential buildings have a comprehensive list of strategies to choose from including Land Use and Water Conservation, Construction & Demotion Waste Management, Energy Code Measures, Solar etc. Solebury Township can consider alternative incentives like time or density bonus, tax or permit breaks, benefits to landowners in collaboration with other Township goals.
LONG Prepare for all-electric, resilient buildings with TERM microgrid and community solar 8+ years
Local mandates for new construction can require or incentivize the development of all-electric buildings, phasing out gas hookups through bans or disincentives. Integrating renewable energy is key: policies may require solar-ready roofs on all new residential and commercial buildings, and incentivize or mandate the installation of on-site solar photovoltaic or solar thermal systems in suitable developments. Where on-site solar is not feasible, participation in community solar projects can serve as a compliant alternative, broadening access to clean energy. Sustainable site development further enhances these efforts by requiring tree preservation, native landscaping, and low-impact stormwater management strategies. Encouraging higherdensity infill development near existing services helps reduce transportation emissions, while mandates for green infrastructure—such as permeable pavements and green roofs—contribute to stormwater control and urban resilience. Implementation Scale Township Wide, County Wide, State Wide Type Resilience Planning, Energy Utilities Coordination Responsible Party Township Funding
SOURCE: The Borough of Doylestown
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Local, State, National, Public and Private Grants, Sponsors
ACTION PLAN | 59
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CATALYTIC PROJECTS EMBED ACTIVE TRANSPORTATION IN THE COMPREHENSIVE PLAN LANDSCAPE DESIGN GUIDELINES
RESILIENCE HUB
SUSTAINABLE
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CATALYTIC PROJECTS The Energy Implementation Workplan has identified three catalytic projects to present to the Board of Supervisors, which are expected to address multiple quality-of-life areas and significantly accelerate community involvement and improvement. The ETC has already begun mapping out these three projects and has identified immediate next steps that are underway.
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Embed Active Transportation in the Comprehensive Plan
Part of the big idea for Solebury related to mobility is to create a network of routes designed specifically for pedestrians and bicyclists to help them safely and enjoyably navigate between destinations in Solebury, neighboring communities, and regional destinations. This route could be supplemented with wayfinding signage, mile markers, and bike share docks. Active transportation principles can inform the development of a proposed pedestrian/bicycle route network. Route 202 is currently in progress (an initiative of the Township Comprehensive Plan) and is intended to incentivize multimodal transportation. As part of the effort to align with the Comprehensive Plan, the Energy Implementation Workplan aims to develop trail linkages with adjacent municipalities and county-wide systems, explore an electric shuttle or microtransit system, and develop performance monitoring and benchmarking systems to track annual progress, including greenhouse gas data from ICLEI. A current draft is available in the appendix.
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Resilience Hub
A resilience hub is a trusted, community-serving facility that enhances day-to-day quality of life, builds long-term capacity to respond to hazards, and supports residents during emergencies. In routine operations, resilience hubs provide resources such as cooling during heatwaves, healthcare and mental health services, food and resource distribution, and educational programs. Before, during, and after disasters, they expand their roles—offering physical refuge and access to power, clean water, communications, and emergency supplies. The Energy Implementation Workplan helps the Township get started on identifying and evaluating a few sites, assessing vulnerabilities, and outlining protocols for communication, operations, and training. A checklist, along with other resources, is available in the appendix.
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Sustainable Landscape Design Guidelines
Sustainable Landscape Design Guidelines would provide residents, business owners, and municipal property managers with best practices that enhance ecological functionality while maintaining aesthetic quality. By guiding approaches to planting design, maintenance, and stormwater management, the Township can reinforce its leadership in sustainability, promote awareness, encourage a culture shift towards more sustainable landscape practices, and contribute to energy transition goals, climate resilience, and community wellbeing. Some key actions identified included creating a dedicated Township webpage with recommended native plant lists and relevant resources, developing standardized Township Landscape Guidelines, and implementing roadside management programs with native meadow or now-mow systems, among others. A checklist, along with other resources, is available in the appendix.
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03 Sustainable Landscape Design Guidelines
Provide residents, business owners, and municipal property managers with best practices that enhance ecological functionality while maintaining aesthetic quality.
01 Embed Active Transportation in the Comprehensive Plan
Create a network of routes designed specifically for pedestrians and bicyclists to help them safely and enjoyably navigate between destinations in Solebury, neighboring communities, and regional destinations.
02 Resilience Hub
Identify and evaluate a few sites, assess vulnerabilities, and outline protocols for communication, operations, and training.
ONGOING Municipal Solar
The Township municipal building will offset its energy use by installing a 270 kW solar array with an ROI of 8 years and annual savings of $33,000. This ensures fiscal responsibility of taxpayer dollars, protection from utility price increases, and demonstrates community leadership along with educational opportunities. CATALYTIC PROJECTS | 63
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Appendix
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