Strategic Energy Action Plan

The City government cannot deliver the resolution or large aspects of the strategy on its own. It needs to form strong links, with various partners to achieve it.

This requires identifying the key individuals in various companies, organizations, and universities that can help realize this future. Charlotte presents a unique blend of stakeholders and this includes the nation’s largest utility, as well as headquarters for the second and third largest banks in the United States. In addition, there is a bustling energy sector and strong research base grounded at UNCC’s EPIC. This provides excellent opportunities for developing and implementing the SEAP. There is also potential for the cities of North Carolina to come together to help achieve a regional or state level low carbon energy system.

There are various working relationships that are already in place between the City and the organizations within Charlotte, including Duke Energy, Bank of America, Wells Fargo, UNCC, and various non-profit groups. The City will also look to develop relationships beyond Charlotte. Once all relevant relationships are identified, steps should be taken to formalize the relationship with a recognition that the overall goal of the relationship is to accelerate Charlotte’s transition to a low carbon future.

Step 1: Identify, in partnership with selected organizations, key areas of alignment focused on a low carbon future in FY20

These partnerships will require a strategic focus on areas that organizations can work on. The strategic focus area(s) that will be tackled and addressed, along with the timelines for their assessment and viability, need to be established. This will require building on the links to formal research units as well as training facilities, and will include universities and businesses. They can expand into the financial service space, as well. Each partner should appoint a lead person to ensure effective communication throughout the duration of the partnership.

Step 2: Utilize project management tools to map out the overall trajectory of the partnership to ensure SEAP wins for both partners in FY21

The lead person from each partner should work closely together with CREDIT team members to identify areas within the SEAP that align with each partnerships’ key areas of focus - they will need to be defining the necessary strategic focus. As part of the solution-oriented approach, understanding the ever-changing positions of organizations is vital. As an example, Duke Energy’s latest Integrated Resource Plan identifies areas as challenging that align with what this SEAP structure is proposing.