HomeMy WebLinkAboutCity of Raleigh - Public Financial ReportCitizens’ Annual Financial Report
Letter from the City Manager PG 4
Letter from the Chief Financial Officer PG 5
The City of Raleigh: Everyone’s Household PG 7
Adopted Budget – Sources of City Funds PG 8
Adopted Budget – Uses of City Funds PG 9
Governmental Activities PG 10
General Fund Results PG 11 Business-type Activities PG 12 Capital Improvement PlanPG 13
Understanding City Debt PG 14
Raleigh Accolades and Demographics PG 15
Spotlight on SustainabilityPG 16 - 19
FISCAL YEAR ENDING JUNE 30, 2021
RALEIGH, NORTH CAROLINA
2
Report Overview
About the Cover and Spotlight Article
GFOA Award
The fiscal year 2021 (FY21) Citizens’ Annual Financial Report provides citizens and other interested parties with a user-friendly overview of the City’s financial results and is produced to increase awareness of the City’s fiscal operations. The report also summarizes long-term planning initiatives, accolades and other City demographics that may be of interest to the reader. The financial information presented within this report is obtained from the audited financial statements of the City’s FY21 Annual Comprehensive Financial Report (ACFR), or formal annual report.
The Citizens’ Annual Financial Report is not required to present the same level of detail as the ACFR and, therefore, may not fully conform to generally accepted accounting principles (GAAP). This report highlights the overall financial position and trends of the City. The FY21 ACFR was audited by Cherry Bekaert LLP and has received an unmodified or “clean” audit opinion. This report may be viewed on the City’s website at https://raleighnc.gov/services/government/annual-comprehensive-financial-report
Pictured on the front cover is the North Carolina State Capital along Fayetteville Street with a view of the downtown Raleigh skyline in the background.
The City of Raleigh’s Office of Sustainability focuses on climate and sustainability measures within Raleigh and the greater community. The Office of Sustainability and their initiative to establish Raleigh’s first Community Climate Action Plan is featured in our Spotlight article starting on page 16 of this report.
The Government Finance
Officers Association (GFOA)
represents public finance
officials throughout the
United States and Canada,
whose shared mission is to
promote excellence in state
and local government financial
management. The City of
Raleigh participates in the
GFOA Award Program for
Outstanding Achievement
in Popular Annual Financial
Reporting. The award shown
is for last year’s report.
Award for Outstanding Achievement in Popular Annual Financial Reporting
Presented to
City of RaleighNorth Carolina
For its AnnualFinancial Reportfor the Fiscal Year EndedJune 30, 2019
GOVERNMENT FINANCE OFFICERS ASSOCIATION
OF THEUNITED STATESANDCANADACORPORATION
Executive Director/CEO
Government Finance Officers Association
June 30, 2020
3
Raleigh City Council 2021
Mary-Ann Baldwin – MAYORPatrick Buffkin – DISTRICT ADavid Cox – DISTRICT BCorey D. Branch – DISTRICT C
Stormie D. Forte – DISTRICT D David Knight – DISTRICT EJonathan Melton – AT LARGENicole Stewart – AT LARGE
Bottom Row: Nicole Stewart, David Cox, Stormie D. Forte, Mary-Ann BaldwinTop Row: Jonathan Melton, Corey D. Branch, Patrick Buffkin, David Knight
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Leadership From the City Manager
Dear Readers:
The City of Raleigh highly values high-quality service, and strategically applies resources to serve the needs
of the City, its residents and visitors. Despite the ongoing global pandemic, Raleigh is financially strong and
continues to attract new people and business development opportunities and investments. This can largely
be attributed to the diverse business environment, nationally ranked universities, outstanding healthcare
facilities, inclusive culture, and first-class quality of life amenities. Raleigh, like many other communities,
is faced with the challenges of post pandemic recovery, but we stand ready to respond through fiscal and
environmental stewardship, operational efficiencies, strategic investments, effective and responsible
management, and an unwavering alignment to our organizational values. This commitment will ensure the
City remains well positioned to maintain its high level of service to the community.
The City’s Office of Sustainability works to create an organizational environment where each City department,
investment, and initiative incorporates the City Council’s commitment to a sustainable city. Sustainability
encourages innovative ways of thinking that positively impact the environment, our local economy, and all
who live, work, play, and learn in Raleigh. On pages 16-19 of this year’s Citizens’ Annual Financial Report, we
highlight the Office of Sustainability and their collaborative efforts with the community to establish Raleigh’s
first Community Action Climate Plan.
I certainly hope that you enjoy and find useful the FY21 Citizens’ Annual Financial Report.
Sincerely | Marchell Adams-Davis | City Manager
“Raleigh is financially
strong and continues
to attract new
people and business
development
opportunities and
investments"
5
From the Chief Financial Officer
To Our Citizens:
Raleigh’s city government includes over 5,000 full and part-time employees operating in many diverse roles
that provide services to citizens and visitors in our growing city. Even as a large municipality; however, the City
shares with every household the need to manage resources with a commitment to proper planning, balanced
budgets and a sustainable financial position. The City’s Finance Department prepares the Citizens’ Annual
Financial Report with a goal of explaining key financial objectives for the City in a similar context to your own
finances.
The City continues its mission of being accountable and transparent and ensuring sound fiscal stewardship
even with the continued global pandemic. Strong internal control systems ensure appropriate checks and
balances. The City continues to be proactive in managing the financial impacts associated with the global
pandemic and was able to meet or exceed financial policies as well as continue the commitment to fund
long-term liabilities. In addition, the City was able to maintain the strongest credit ratings available in the
marketplace. The City’s overall fiscal health continues to remain strong even in uncertain times.
The Citizens’ Annual Financial Report is a communication tool to provide interested parties the City’s financial
story in a user-friendly and understandable manner. The report utilizes the Annual Comprehensive Financial
Report (ACFR), which is available to you on the City’s website, www.raleighnc.gov. The ACFR provides detailed
financial statements, notes, and other schedules that provide valuable information on the City’s finances. The
ACFR is audited annually by an independent certified public accounting firm and is presented to City Council
to ensure transparency.
The City of Raleigh has received numerous awards from the Government Finance Officers Association (GFOA)
for excellence in financial reporting. Thank you for your support as the City seeks to maintain a high standard
of service. The City’s finance team hopes you find the Citizens’ Annual Financial Report helpful and use it as
a tool to understand Raleigh’s financial operations.
Sincerely | Allison E. Bradsher | Chief Financial Officer
“Strong internal
control systems ensure
appropriate checks
and balances”
6
The City of Raleigh and the surrounding Research Triangle Region growth has consistently and
significantly outpaced the nation. Fueled by an impressive mix of education, ingenuity and collaboration,
Raleigh is an internationally recognized leader in life science and technology innovation. It also happens to
be a really great place to live.
The City of Raleigh Everyone’s Household
The City of Raleigh is the level of government that touches the daily lives of citizens the most. The City
provides a full range of governmental services, including public safety, regulating quality of housing and
construction, paving roads, solid waste management, water and sewer services, providing public transit
and parking options, maintaining parks and recreational facilities, and hosting convention and performing
arts events. These services are provided to ensure Raleigh remains one of the top places to live, work
and play. Over the last 30 years, growth in Raleigh and the surrounding Research Triangle Region has
consistently and significantly outpaced the nation, further driving the City to strategically invest in its
financial sustainability well into the future. The City applies the same financial fundamentals to the
management of the City’s finances that apply to individual households. Highlighted below are a few of the
ways the City’s financial management practices continue to ensure a strong financial position.
Budget and planning
The City responsibly plans for its future financial needs in various ways, including relying on key financial
policies and procedures, financial projections, a 10-year capital improvement plan (CIP), long-term rate
studies and financial models. Similar to the average citizen, the City uses a balanced budget to ensure
that it maintains a healthy financial position and uses its resources effectively. North Carolina law requires
local governments to approve a balanced budget each year. The City’s annual budget process includes a
review of current economic conditions to develop a fiscally sound funding plan that ensures revenues are
sufficient to cover budgeted operational needs for each department. The proposed budget is presented
in May to City Council, who approves the final budget document on or prior to the start of the fiscal year
July 1.
The City’s annual Operating and CIP budgets can be found on the City’s website at
https://raleighnc.gov/services/grants-and-funding/current-city-budget.
Financial standards
Comparable to a household’s need to borrow for a house or car, the City has taken on moderate debt levels
to provide necessary infrastructure impacting citizen’s daily lives, such as streets and parks. The City’s credit
rating from the three national credit rating agencies – Moody’s, S&P Global and Fitch - are all AAA/Aaa.
This represents the highest credit ratings available and provides an independent view of the City’s overall
financial well-being. Details summarizing FY21 City debt activities are captured on page 14 of this report.
Saving and investing for the future
Saving for the future is an important aspect of the City’s financial stewardship, similar to your own
household budget planning. The City utilizes various policies and guidelines, models, and fiscal analyses
that enable management to address short-term as well as plan for long-term financial needs. Collectively,
these financial tools allow City Council and City Management to make informed decisions regarding future
investments within our growing community, while also maintaining an adequate level of savings.
7
8
13%grantsFY20: 12%FY19: 12%
5%otherFY20: 8%FY19: 7%
16%userchargesFY20: 17%FY19: 16%
29%water &sewer chargesFY20: 27%FY19: 27%
37%property& sales taxesFY20: 36%FY19: 38%
Sources City Funds
The City has various funding sources that provide for governmental and business-type services. The three-year
trend illustrated below shows City budgeted funding sources remain relatively consistent over time. The City’s
largest revenues are property and sales taxes. These tax collections predominately fund basic government
services, including investments in public safety, public infrastructure, and leisure services. Water and sewer
charges are the second largest category of revenues and reflect City Council approved rates for the regional utility
system consistent with long-term planning models. User charges capture a variety of City services, and fees are
collected specifically from those who directly benefit and utilize these services. Examples include solid waste
services fees, stormwater fees, development activities, parks and recreation fees, convention center activities,
and parking charges. The FY21 budget included an approved rate increase in user charges for solid waste services
to maintain service levels. Enterprise user rates are predominately aligned to long-term business models, ensuring
the City can sustain existing service levels and future capital infrastructure needs. The City also receives federal
and state grants, as well as other funding allocations from external sources that support specific initiatives, such
as road repairs, parks and recreation, housing development projects and community outreach. Other sources
include interest income and miscellaneous revenues.
FISCAL YEAR 2021 (FY21) ADOPTED BUDGET
FY21 City-wide Adopted Operating and Capital budgets total $1,010.6 million. The categories shown highlight
the sources (revenues) and uses (expenses) as a percentage of the total. Budget priorities for FY21 were aligned
to the City’s Strategic Plan. A few of the top initiatives are included to the right:
$55.7
$126.7 $158.2
$294.7
$375.3 in millions
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Uses City Funds
The City provides many comprehensive services to our citizens. The three-year trend illustrated below displays
how the City’s budgeted funding uses remain relatively consistent over time. Water and sewer operations
represent the largest budgeted category for the City with a focus on providing clean drinking water and effective
wastewater management services, which protect the environment and public health. Public services capture
a wide variety of work efforts, including solid waste services, stormwater, development activities, parking and
public transit. Public services budgeted uses increased year over year more than other categories, reflecting the
City’s FY21 strategic investment in capital improvements and infrastructure management. Public safety accounts
for expenditures associated with fire, police and emergency communication operations, which are funded
predominately by general tax revenues. The City’s support of public safety initiatives provides for the continued
safety of our growing service area. Leisure services include parks, recreation and cultural resources, as well as
the Convention Center Complex where citizens and visitors enjoy amenities and cultural programs. Reductions in
this category from the prior year reflect anticipated facility closures and limited hosted events as a result of the
ongoing global pandemic. Additional uses listed as other include internal service organizations, various housing
assistance and other community initiatives.
• Invest in public safety initiatives, including vehicles and stations
• Continue to support a high quality of life for our citizens
• Ensure long-term financial sustainability and financial strength
• Manage growth through investment in various infrastructure initiatives
• Increase community outreach and affordable housing availability
• Initiatives promoting human rights, civil rights, community health, equity and inclusion services
• Foster a diverse local economy through partnerships and innovation
• Maintain our greatest asset, our workforce
29%water & sewer operationsFY20: 27%FY19: 27%
22%public servicesFY20: 27%FY19: 25%
20%public safetyFY20: 19%FY19: 20%
in millions
13%leisure servicesFY20: 14%FY19: 14%
$153.6
16%otherFY20: 13%FY19: 14%
$132.9
$204.5
$224.9
$294.7
FY21 Governmental Activities
The Governmental activities section in the City’s financial statements includes programs predominately
supported by taxes, federal and state grants, and other special funding allocations. In comparison, the City’s
Business-type activities, described on page 12, are primarily funded by user charges. Governmental revenue
sources cover various services, including public safety efforts for fire, police, and emergency communications;
parks, recreation and cultural resources initiatives; infrastructure management; planning and neighborhoods;
and general government administration. Governmental activities also include revenue sources, such as
grant-funded programs as well as capital project activities that support infrastructure across the City.
Balance sheet
A balance sheet provides a snapshot of what the City currently owns (assets) and owes (liabilities), as well as sources (deferred inflows) and uses (deferred outflows)
that will be recognized in future years. Net position represents the City’s investment in the assets it uses in providing services to its citizens. Increases in net position
serve as a useful indicator of the strength of the City’s financial position.
Net position is a snapshot of the overall financial condition of the City and is comprised of capital assets, restricted
funds for needs such as debt commitments, and the remaining component is unrestricted and available to support
ongoing operations. The majority (or 71%) of the City’s $1,171 million governmental net position represents our
investment in capital assets, including land, buildings and other infrastructure which are used to provide services to
citizens. As shown in the table above, the City’s change in net position increased by $65 million. The City’s continued
investment in capital assets, moderate growth in certain revenues, and diligent monitoring of expenditures yielded
positive impacts to results.
Income statement
An income statement provides a summary of amounts received (revenues) and amounts spent (expenses). The difference between revenues and expenses shows the City’s change in
net position. A positive change in net position indicates the City had enough revenues to cover its obligations and the ability to save for the future.
The FY21 revenue increase in the City’s governmental activities was driven primarily by strong sales tax collections
and development user fees activity. The City continues to maintain a focus on expense management to ensure
prioritization of mission-critical services and initiatives. Current year expenses increased moderately and are in-line
with expected operating increases. Transfers out decreased from the prior year as management focused available
funding to support critical business needs.
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Amounts in millions FY21 FY20 Change
Revenues $ 586 $ 562 $ 24
Expenses (464) (459) (5)
Transfers In (Out) (57) (68) 11
Change in Net Position $ 65 $ 35 $ 30
Amounts in millions FY21 FY20 Change
Assets $ 2,166 $ 2,032 $ 134
Deferred Outflows of Resources 105 79 26
Liabilities (1,059)(963)(96)
Deferred Inflows of Resources (41)(42)1
Net Position $ 1,171 $ 1,106 $ 65
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FY21 General Fund Results
The General Fund is the City’s main operating fund supporting key governmental operations, such as public
safety, public infrastructure and leisure services. This page displays FY21 actual results in cents to provide an
easy to understand illustration of General Fund revenue sources and expenditure uses. Property taxes and
sales taxes are the two largest sources of General Fund revenue totaling 78 cents of every dollar received.
Public safety (fire, police, and emergency communications) accounts for the largest area of General Fund
spending at 43 cents, followed by leisure services (parks, recreation and cultural resources) at 17 cents
and public infrastructure (city planning, inspections, and roadways) at 16 cents. The City’s General Fund
revenues and expenditures allocation is similar to the prior year, and results met expectations in FY21 when
compared to budget.
54¢
from property taxes
5¢
from charges
for services
24¢ from
sales taxes 15¢
from grants
and other
taxes
2¢
from other
sources
16¢
for public
infrastructure17¢
for leisure
services
43¢ for public
safety
8¢
for
community
services
7¢
as a
subsidy to
enterprise
funds
9¢
for general
administration
revenues
expenditures
FY21 Business-Type Activities
Business-type activities encompass the City’s enterprise fund operations. The City manages six enterprises:
Raleigh Water, Convention Center Complex, Public Transit, Stormwater, Parking, and Solid Waste Services. These
business-type operations are primarily funded by fees charged to customers who directly benefit from the services
provided.
Balance sheet
A balance sheet provides a snapshot of what the City currently owns (assets) and owes (liabilities), as well as sources (deferred inflows) and uses (deferred outflows) that will be recognized in future years. Net position represents the City’s investment in the assets it uses in providing services to its citizens. Increases in net position serve as a useful indicator of the strength of the City’s financial position.
Net position is a snapshot of the overall financial condition of the City and is comprised of capital assets,
restricted funds for needs such as debt commitments, and the remaining component is unrestricted and
available to support ongoing operations. Net position represents a 72% investment in business-type capital
assets that are used to provide services to our citizens. The largest type of capital assets are water and sewer
treatment plants and the supporting infrastructure pipelines. As shown in the table above, the City’s change in
net position for business-type activities increased by $134 million. The increase in net position generated from
normal operations continues to demonstrate strength in our fiscal stability during an ongoing global pandemic,
as well as continued due diligence on cost measures. Income statement
An income statement provides a summary of amounts received (revenues) and amounts spent (expenses). The difference between revenues and expenses shows the City’s change in net position. A positive change in net position indicates the City had enough revenues to cover its obligations and the ability to save for the future.
The City experienced many positive trends and growth in business-type activities during most of FY21. The year
over year revenue decrease for the City’s business-type activities was driven primarily by the financial impacts
from the global pandemic that led to revenue declines for Convention Center Complex with the closure of facilities
and cancellation of large events in accordance with the Governor’s stay-at-home orders, as well as a reduction to
Parking revenues with less demand for on-street, special events parking. The City’s expenses decreased in FY21
and fell within budget as service levels were maintained in line with the City’s continued growth. City management
will monitor the ongoing global pandemic and its continued impacts on enterprise operations, leveraging financial
projection models for long-term planning of revenue growth compared to projected costs.
Amounts in millions FY21 FY20 Change
Revenues $ 400 $ 411 $ (11)
Expenses (323) (336) 13
Transfers In (Out)57 68 (11)
Change in Net Position $ 134 $ 143 $ (9)
12
Amounts in millions FY21 FY20 Change
Assets $ 2,962 $ 2,791 $ 171
Deferred Outflows of Resources 91 106 (15)
Liabilities (1,302)(1,278)(24)
Deferred Inflows of Resources (15)(17)2
Net Position $ 1,736 $ 1,602 $ 134
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FY21 Capital Improvement Plan
The City utilizes a multi-year Capital Improvement Plan (CIP) as one element in the City’s long-term planning
process. The CIP has a unique and important responsibility to outline what needs to be built now and what the
City will need to build in years to come to meet growth and community needs. Long-term studies as well as
citizen input are important elements in identifying new projects and making informed decisions within the City’s
planning process. The CIP analyzes the City’s major facility, equipment and other infrastructure needs within the
context of establishing priorities, estimating available fiscal resources, and phasing the development of funded
projects over the next 5 years. The entire CIP process is completed in a strategic, thoughtful, and impactful
way to maximize economic development and improve quality of life in alignment with the City Council’s vision.
Capital project initiatives generally include buildings, land, major technology projects, infrastructure and general
improvements that allow the City to develop or expand services. The CIP is approved by City Council annually as
part of the adopted budget.
The five-year CIP plan may be found at:
Budget and Management Services | Raleighnc.gov
During FY21, the City completed numerous projects outlined in the City’s Capital Improvement Plan, including
the following:
Raleigh Water and Stormwater Projects:
• Water & Sewer utility projects including facility improvements and repairs
• Various stormwater improvement projects
Other Infrastructure Projects:
• Enterprise and governmental equipment acquisitions, including purchase of police and fire vehicles for the
continuation of responsive public safety efforts
• Continued transit project initiatives supporting Wake Transit activities in the New Bern Transit Corridor
• Various Convention Center Complex projects supporting security and building upgrades
• Continued street and sidewalk projects to address safety and accommodate the population growth
throughout the City
In addition, the adopted FY21 CIP provided funding for new or continuing capital projects consistent with the
City’s strategic and comprehensive plans ranging from investments in capital maintenance and renovations,
long-term public transit expansions, housing and community outreach, and other general public improvements.
FY21 Understanding City Debt
A priority of the City is to maintain the long-term financial sustainability of our general governmental and business-
type operations. This strong commitment has resulted in the City maintaining Aaa ratings from Moody’s Investors
Service and AAA ratings from S&P Global and Fitch ratings. All three of these top credit rating agencies represent
the highest rating available on both the general and water and sewer debt. Raleigh is one of the few cities in the
nation to have achieved these superior credit ratings, providing benefits such as obtaining the lowest interest rates
for the City’s debt issuances.
The City maintains a healthy balance of debt to support general government activities, such as public safety
facilities, streets, and park improvements, while also supporting capital needs for business-type activities that
provide services to our citizens. Given the capital-intensive nature of the business-type activities (pipes, pumps, and
treatment plants), a majority (52%) of the City’s total debt portfolio is repaid from business-type user charges. The
remaining portion (48%) of the City’s debt financing of governmental activities is paid for by general governmental
revenues.
Governmental activities
General governmental outstanding debt totals $558.4 million, an increase over prior year. The City has the ability to
extend $402.9 million for future debt needs that would support transportation, parks and recreation, housing and
public safety projects.
FY21 New Debt
• The City expanded the existing Public Improvement Bond Anticipation Notes (BANs) program pertaining to capital
improvements for the City’s general governmental needs. The BAN program allows for:
• Up to $163.4 million in BANs associated with voter general obligation bonds to finance capital projects for
streets and parks and also includes:
• Tax-exempt two-thirds bonds to finance capital projects for streets, parks and public safety and taxable
two-thirds bond supporting housing
• The City entered an installment financing agreement of $37.0 million for the purchase of equipment
10.9% - FY21 actual debt payments compared to General Fund budget. City policy allows for a maximum of 15.0%.
Business-type activities
A majority of City debt is associated with our enterprise funds, primarily Raleigh Water, with a much smaller portion
for Convention Center Complex and Parking. Business-type outstanding debt totals $1.0 billion, which is consistent
with prior year.
FY21 New Debt
• The City entered a Revenue BAN program pertaining to water and sewer
capital projects that allows for draws up to $200.0 million supporting the
Raleigh Water enterprise operation
Debt management
The City’s Treasury Division is dedicated to ensuring prudent
debt management for future City planning needs.
More detailed schedules specifically on City debt can be
found in the FY21 ACFR.14
72%
19%
5%
4%
Raleigh Water
Convention Center Complex
Parking
Other Enterprise Operations
FY21 Raleigh Accolades and Demographics
Raleigh continues to be ranked among the best places in the United States to live, work, play and more.
Below are a few accolades the City has received:
• 5th in the nation for the life sciences industry (December 2020, CBRE)
• 3rd Best State Capitals (January 2021 – WalletHub)
• 3rd Happiest Cities in America (January 2021 – Men’s Health)
• 5th best-performing economy in the United States (February 2021, Milken Institute)
• Top 10% of local governments earning the “Leading the Way Award” (April 2021, ETC Institute)
• 11th Best-run City in America (June 2021 – Wallethub.com)
Major Industries & Employers:
As the Capital of the State, the City derives its economic profile from a diverse combination of business and
employment centers, including Federal and State government, higher education, information technology,
scientific research, healthcare and retail trade.
The top ten employers within the City include:
• State of North Carolina
• Wake County Public School System
• Wake Med Health and Hospitals
• North Carolina State University
• UNC Rex Healthcare
If you would like to read more about the City’s accolades, please visit the City’s website at www.raleighnc.gov.
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• Wake County Government
• City of Raleigh
• Conduent Business Services
• Duke Energy Progress
• First Citizens Bank
40th
146 SQ. MILES
4.5%UNEMPLOYMENTRATE
LARGEST CITYIN THE US
LARGEST CITYIN NC
2nd 102,476 PERMITS ISSUED
RALEIGH
RALEIGHPOPULATION483,579
The City of Raleigh Office of Sustainability works collaboratively to prioritize sustainability, climate, equity
and resilience efforts at an individual, city-wide and community-wide level. The Office serves as a catalyst,
convener, consultant and technical expert to work on behavior change, education, resource efficiencies,
and to strengthen innovative partnerships through pilot projects, testing new technology and encouraging
new ways of thinking that positively impact the environment, our economy and all who live, work and play
in Raleigh.
The Office of Sustainability has been working on climate and sustainability measures within the City and
community for many years. Recently, the Office worked collaboratively with all City departments and the
community to establish Raleigh’s first Community Climate Action Plan.
In March 2021, Raleigh’s City Council adopted the Community Climate Action Plan (CCAP) to meet the goal
of an 80% reduction in greenhouse gas (GHG) emissions by the year 2050; as well as to build community
resilience and address climate equity in the Raleigh community. Climate Action will require the collective
action of the entire community and CCAP lays out a set of strategies to reduce GHG emissions from
energy used in buildings, transportation and land use related emissions, and emissions generated from
waste as described further below. These strategies will transform how the Raleigh community grows and
how the City may help prepare for the impacts of climate change.
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FY21 Spotlight on Sustainability
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Reducing Greenhouse Gas Emissions
Energy Use and Renewables
CCAP includes strategies for greening the grid, improving energy efficiency in new and existing buildings,
and promoting renewable energy. These strategies will help reduce the emissions generated from common
uses of energy that impact citizen’s daily such as lighting and the heating/cooling of Raleigh’s homes, offices,
warehouses, stores and factories.
5.49 million MTCO2e
Total Community GHG Emissions (2014)
Raleigh Community Sources of GHG Emissions42%
Transportation& Land Use 2% Waste (Resilience & Cross Cutting category)56%
Buildings& Energy
The top Raleigh GHG emissions are the first two CCAP strategy categories: Buildings & Energy (56%), and Transportation & Land Use (42%). The third CCAP strategy category is Resilience & Cross Cutting: Waste (2%) is in this category.
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Transforming Transportation
Citizens are aware of emerging trends such as the increasing shift to electric vehicles (EV) or alternative
modes of transportation. Most vehicles are still utilizing fossil fuels (i.e., gasoline), including our cars,
buses, and trucks that travel through Raleigh, so the CCAP focuses on strategies to accelerate the
transition to electric vehicles, reduce vehicle miles traveled, increase transit use and address related land
use opportunities such as access to alternative modes of transportation and creating a more walkable
and bikeable community. How citizens and visitors will get around is largely determined by how our city
is designed. A shift towards denser urban areas means we can walk or bike to work, to school or to shop,
rather than rely on vehicles. The implementation of the Wake Transit Plan, Equitable Development Around
Transit, and the recommendations of the Raleigh Transportation Electrification Study all support the
transformation of transportation in Raleigh.
Reducing Waste
Landfills and waste processes produce greenhouse gas emissions. CCAP includes strategies to address
waste, including Raleigh Water’s bioenergy project that will turn wastewater into a biogas, which has
the added co-benefit of also reducing transportation GHG emissions as this biogas will be to fuel a large
portion of the transit bus fleet. Residents and local organizations can also take climate action and reduce
waste related to GHG emissions by reducing waste, and increasing recycling and composting to reduce
overall waste that ends up in our landfills.
27’ - 0”
27
’
-
0
”
One metric ton of carbon dioxide would fill a cube 27 feet tall! Thats about the size of a two-story home, totaling more than 1,400 square feet.
What is a metric ton of carbon?
This figure illustrates the magnitude of greenhouse gas emissions (ie: carbon emissions) that we as a community are working to reduce through our Raleigh Community
Climate Action Plan.
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Building a Resilient Raleigh
Preparedness for weather and climate-related emergencies is also a key part of community resilience.
Raleigh is already feeling the impacts of climate change. We’re experiencing the effects of more frequent
hurricanes, increased rainfall totals and flooding, and hotter, longer summers. CCAP includes strategies
to mitigate climate impacts such as heat and flooding by expanding green stormwater infrastructure and
the conservation of green spaces. Many of the CCAP strategies for energy efficient buildings also help
protect people from hazardous weather.
The Ready Raleigh Emergency Preparedness Guide is a tool for communities to Be Connected, Be Prepared
and Be Informed about potential emergencies and disasters that may impact the Raleigh area. The
guide is focused at the household level and places a strong emphasis on community level preparedness:
connecting with and supporting friends and neighbors during emergency situations. This guide provides
recommended steps for residents to increase their knowledge, preparedness, and reduce risks in case of
emergency.
Climate Equity
Climate change impacts will be felt most strongly by those who contribute least to GHG emissions.
CCAP includes a focus on equity to ensure that we prioritize our community members most vulnerable
to climate change. Climate action is an opportunity to build a more equitable city for all our residents.
Raleigh recently participated with local partners, including Durham County, the North Carolina Climate
Office, the National Weather Service, the North Carolina Museum of Life and Science and Activate Good
in the 2021 NIHHIS-CAPA HeatWatch Campaign to map urban heat islands. Raleigh is also partnering
with a local non-profit, Partners for Environmental Justice on a Raleigh Watershed Learning Network
that provides opportunities for local community members to learn and be empowered to take action on
flooding issues affecting their local neighborhoods and to provide feedback to staff.
Climate Action Awards
Raleigh is proud to recognize individuals and organizations who make a difference in climate action
initiatives. The Environmental Advisory Board’s Climate Action Awards recognize individuals or
organizations making a difference in reducing greenhouse gas emissions, building resilience and/or
addressing climate equity. The Award’s key areas of greenhouse gas impact include: Air Quality, Energy,
Transportation and Land Use, and Waste.
Climate Action Fund
The City has established the Climate Action Fund, which is used to provide financial support for climate
projects administered in support of sustainability and the CCAP. In addition to the Climate Action
Fund, a “call for Climate Action Ideas” has been created to track City projects that might not qualify for
the Climate Action Fund and instead have the potential to be funded through federal and other grant
opportunities as the City leverages funding opportunities to be good fiscal stewards.
CITY OF RALEIGH
OFFICE OF THE CITY MANAGER
919.996.3070
OFFICE OF THE CHIEF FINANCIAL OFFICER 919.996.3215
POST OFFICE BOX 590
RALEIGH, NORTH CAROLINA 27602
raleighnc.gov