Proposals

From Common Energy UVic

Jump to: navigation, search

Going beyond climate-neutral will require a sustained partnership between the students, staff, faculty, and regional partners working on climate change issues and the administration. The following are the initial proposals that we are making to the administration of the University of Victoria. They will be complimented by actions that Common Energy will undertake to mobilize students, staff, faculty and regional partners.

These proposals have been crafted with consideration for the recently adopted UVic Strategic Plan. And they are intended to build on the strengths of the UVic Sustainability Report, and Campus Plan, much of which is updated on the new UVic sustainability web-portal: UVic Sustainability.

Below are the proposals in their pre-feedback form. To see the newer document with feedback integration, please go to this page: Proposals with Feedback

Case Studies for the Document

Each proposal has a brief introduction, a goal, objectives, and strategies to meet those objectives. Finally, they will all be linked back into the strategic plan. Completing these proposals is one of our major Projects currently.

Contents

[edit] Integrated Projects

[edit] Revolving Climate Fund

One of the most important steps in going beyond climate-neutral is the development of a dedicated fund for carbon emissions reductions. Many American schools have taken on this challenge by developing funding mechanisms to finance sustainability projects. A revolving fund removes financial barriers for institutions to reduce their emissions, and allows for a return on investment to accumulate over time. In the absence of a revolving fund, capital investments are not directly allocated back to sustainability projects. A fund changes a one-time investment into an investment system that maximizes return socially, economically and ecologically. It works to utilize the energy, water or waste savings realized over the long term to fund the infrastructure, installation and maintenance of sustainability projects. A revolving fund is designed to invest in these projects, such that the loan recipient returns their savings to the fund until the initial loan is repaid in full. An interest rate may be charged to account for inflation and to allow the fund to grow over time. The money can then be used again for other projects, allowing the University to move ever closer to climate neutral.

At UVic, the revolving fund model provides an opportunity to develop a highly accountable, marketable and elegant mechanism for funding sustainability and greenhouse gas reduction projects. The fund will automatically direct energy, water and waste savings back into sustainability projects in a highly visible and accountable manner. The governing body will provide structure and direct funds into specific areas that can benefit both the university and the community. The implementation of a revolving climate fund will give UVic a visible competitive advantage in student recruitment and retention as well as in obtaining grants, while bringing the university ever closer to climate-neutral. UVic has the opportunity to lead Canadian universities beyond climate-neutral. A revolving fund is essential to this goal.

[edit] Goal

To become the first university in Canada to develop a revolving climate fund that will help fund sustainability initiatives and emissions reduction projects both at the university and in the greater community.

[edit] Objectives

  1. To develop a funding strategy that will engage the largest body of stakeholders and that will represent the people and organizations who will benefit from funded projects.
  2. To collaborate with the greater community to develop a governance structure that works with the University’s Board of Governors and includes members of the general public either as advisors or members.
  3. To develop policy that will guide the Fund in project selection and decisions regarding interest rates, pay-back times and ethical investment.
  4. To facilitate the implementation of both on and off-campus investment projects through partnerships with community members and local businesses.

[edit] Objective 1: To develop a funding strategy that will engage the largest body of stakeholders and that will represent the people and organizations who will benefit from funded projects.

  1. Accumulate seed money from a variety of sectors including alumni associations, financial institutions, the provincial and federal Governments, and the university itself. This will distribute the burden of cost and responsibility for sustainability projects.
  2. Develop a plan for increasing the fund over time through continued revenue sources or interest payments from off-campus projects. Revenue sources may include donations, grants, or internal carbon fees for university-related flights.
  3. Incorporate experiences from other revolving funds at institutions that are similar in size, mandate and governance structure to guide funding decisions. For example, experiences in targeting student funds for similar projects at UVic and at other institutions may give us insight on whether this is a worthwhile endeavor.

[edit] Objective 2: To collaborate with the greater community to develop a governance structure that works with the University’s Board of Governors and includes members of the general public either as advisors or members.

  1. Strike a governing committee whose mandate is to direct funds to emissions reduction and sustainability projects and to ensure that investment policies are met. The committee will answer to UVic’s Board of Governors, trust investors, and UVic’s student body. It should include representatives from a variety of faculties, UVic administration, facilities and maintenance, and the student body.
  2. Develop an advising committee comprised of business, scientific and community representatives. This committee will advise the governing committee on technical, financial and community issues that can inform investment decisions and strategies.
  3. Hire staff that will help funding applicants through the application procedure, ensure project proposals meet investment criteria, and create a strong investment package that will foster a range of technologies. Interest from investments may help to fund staff positions. At least one student should be included in the staff, possibly as a work-study position.

[edit] Objective 3: To develop policy that will guide the Fund in project selection and decisions regarding interest rates, pay-back times and ethical investment.

1. Develop an investment policy that will:

  • facilitate the development of innovative technologies in the region;
  • provide an overall return on investment to allow for the fund to grow;
  • minimize the work-load required of employees and board members;
  • be transparent and accessible to potential recipients;
  • set strong, clear guidelines for ethical investment;
  • fund a range of projects, and;
  • measure the tangible and intangible impacts of projects implemented
  • provide security in the form of low risk investments.

2. Provide investments based on an annual bundle of projects. This means that in any given year the full “bundle” of projects must achieve specific investment and sustainability goals. For example, every bundle may be required to mitigate a certain amount of Greenhouse gases. Also, the average payback period for a bundle of projects may be pre-determined so that projects with more benefits and long return on investment period can be paired with projects with less benefits and shorter return periods.

[edit] Objective 4: To facilitate the implementation of both on and off-campus investment projects through partnerships with community members and local businesses.

  1. Host a meeting with community members and local businesses to determine potential for collaborative projects.
  2. Develop strategies to allow for temporary formal partnerships between the university and project collaborators. This should account for shared costs, maintenance, taxes, and decision-making structures.
  3. Establish collaborative project criteria that gives priority to projects that will involve students in work-study or co-op positions over projects that do not have an educational and/or training component.


[edit] Climate Solutions Network

Effective climate strategies for our local and global communities require collaboration between citizens, non-profits, businesses, and governments working with experts from many disciplines. Collaborative planning produces climate strategies that are practical, provide multiple benefits, and generate the support they need to become reality.

UVic's education and research strengths, particularly the new Pacific Institute for Climate Solutions, can facilitate this collaborative process in our community. We propose the creation of a Climate Solutions Network ("Network") to connect faculty and students with citizens, organizations, businesses, and governments in our community working on climate solutions.

The complex, profound, and practical challenges presented by climate change are an opportunity for UVic to develop more interdisciplinary, problem-based, and service-learning courses. These courses will enrich education, increase student engagement, and build local capacity. The primary barriers to this work are time and capacity to connect with people in our communities, conduct research projects, and design classes.

This Network will have many benefits. Citizens are empowered and encouraged to utilize the research capacity of their local university to help them solve complex problems. Students are engaged with practical and interdisciplinary research. The faculty receive research support and opportunities to participate in on the ground, relevant and critical research. Local communities receive customized climate change solutions based on the most recent research, best practices, and multiple perspectives. UVic goes beyond climate-neutral.

[edit] Goal

Develop connections between students, faculty, and businesses, non-profits, and governments in our region through collaborative research and problem-based learning. (to develop a foundation for resilient climate change planning and action. - need to work on that last part to say the least)

[edit] Objectives

  1. To connect UVic's research and education strengths with regional partners working on climate issues.
  2. To facilitate collaborative planning in our home community.
  3. To create lasting support for local research and problem-based or service-learning courses.(Need to break this up into two)
  4. To connect the Climate Solutions Network to similar projects in many communities.

[edit] Objective 1: To connect UVic's research and education strengths with community partners working on climate issues.

Strategies:

  1. Establish the Network with a full-time staff coordinator, possibly in the Pacific Institute for Climate Solutions, to network faculty with regional partners working on climate and sustainability issues.
  2. Provide the Network with funding for student research assistants and to increase the hours for teaching assistants for the Network’s research projects and problem-based and service-learning courses.
  3. Fund training for faculty, research assistants, and teaching assistants in the use of the B.C. Campus Climate Network’s online collaborative Knowledge Exchange to promote information sharing and collaboration with our community.

[edit] Objective 2: To facilitate and empower collaborative planning in our home community.

Strategies:

  1. Use the Network to provide research and education capacity for a Climate Solutions for the CRD project that facilitates collaborative planning in the CRD.
  2. Invite community partners to become members of the Network to promote knowledge exchange between the university and regional partners, and build capacity to create solutions.
  3. Create interdisciplinary research teams and problem-based service-learning classes to develop solutions with community partners for core challenges facing the CRD in Common Energy focus areas including buildings, business, transportation, food, energy, and governance. (Needs to be developed - how is this actually going to work?)
  4. After the conclusion of the first cycle of the Climate Solutions for the CRD project, develop long-term research, education, and awareness projects from the solutions and relationships developed by the project.

[edit] Objective 3: To support and reward faculty for local research and problem-based or service-learning courses.

Strategies:

  1. Host workshops and seminars on climate change and sustainability curricula development for the Climate Solutions for the CRD project.
  2. Use the Network to facilitate collaboration between university faculties and the administration, and ensure that community-based research and problem-based learning are supported for the long term.
  3. Use the Network as a pilot project to develop evaluation criteria that reward faculty on the basis of the quality and impact of course projects. Reward contributions to local research projects, and in general for doing problem-based and service-learning.
  4. Review current educational requirements and ensure that they support and complement community-based research and problem-based learning.

[edit] Objective 4: To develop educational opportunities in climate change and sustainability and give effective credit to students for taking them.

Strategies:

  1. Support the development of capstone classes in different departments for problem-based and service-learning projects.
  2. Establish distance education programs on climate change planning and action, co-taught by practitioners, to build capacity with our regional partners.
  3. Initiate a Sustainability 101 course for first year students that connects students to civic engagement opportunities. Make this course available for any student that wants to take it.
  4. Develop an intensive training course for co-op students on steps that organizations can take to address climate change and sustainability that they can take before they go on work terms.
  5. Create an interdisciplinary certificate in climate change and sustainability planning and action by by assigning Green Credits to appropriate courses. These Green Credits do not replace normal credits, but if a student earns enough of them they earn a Gree n Certificate that is noted in their transcript.

[edit] Objective 4: To connect the Climate Solutions Network to similar projects in many communities.

Strategies:

  1. Contribute to B.C.'s sustainability education organizations, the B.C. Campus Climate Network and Walking-the-Talk, to share knowledge and build capacity across B.C.'s post-secondary education system.
  2. Support inter-campus conferences on climate change research and education.

[edit] University Challenge

The university challenge is primarily a volunteer driven initiative to change behaviour. We are currently piloting the project and will develop proposals from that pilot.

[edit] Focus Areas

When we began creating the beyond climate-neutral plan one of our first steps was identifying core focus areas to guide our thinking and our questions. We started with six, and they have since evolved into X Areas for the plan.

[edit] Buildings

The built environment is one of the largest substantial direct sources of GHG emissions on campus, and in the region. By achieving Leadership in Environmental and Energy Design (LEED) ratings on several projects UVic has already made commendable progress in reducing greenhouse gas emissions from new buildings. In order to further reduce greenhouse gas emissions and reach climate neutrality, our existing buildings will need to be retrofitted to LEED standards or better.

Our building practices are a key component of the social, ecological, and economic sustainability of our campus. The industry standard for green building practices is rising at the same time as the importance of developing sustainable buildings for averting catastrophic climate change is becoming more clear.

UVic has an opportunity to show leadership in developing a sustainable campus and moving beyond climate-neutral with its building practices. Forward-thinking sustainable building policies and practices at UVic will not only help us address climate change, but will also create beautiful places for learning and work. We are leaders in the development of green building practices in the region, and are in a position to be leaders in the movement to sustainable building.

[edit] Goal

UVic will develop sustainable building practices that will position it as a regional leader in reducing GHG emissions and creating a socially, ecologically, and economically sustainable built environment.

[edit] Objectives
  1. To use green building and renovation practices to progressively lower GHG emissions from both new and existing buildings on campus.
  2. To design buildings so they enhance the well-being and productivity of their users, and account for these benefits in full life-cycle costing and funding.
  3. To collaborate with the local green building community to develop sustainable building practices that will be a model for the region.
[edit] Objective 1: To use green building and renovation practices to progressively lower GHG emissions from both new and existing buildings on campus.

Strategies:

  1. Improve on the provincially mandated baseline standard of LEED Gold for new buildings and renovations by striving for LEED Platinum.
  2. Finance the implementation of this standard in the next cycle of renovations with the Revolving Climate Fund.
  3. Conduct a feasibility assessment for retrofitting a building to meet the Living Building Challenge.
  4. Use the University Challenge to educate occupants on the use of green buildings and provide them with information from energy and water use to foster sustainable behaviour.
[edit] Objective 2: To design buildings so they enhance the well-being and productivity of their users, and account for these benefits in full life-cycle costing and funding.

Strategies:

  1. Use current best practices to develop an understanding of the impacts of building design on the productivity and well-being of their users, in particular the academic performance of university students.
  2. Use this knowledge to ensure new and retrofitted buildings are optimal facilities for learning and working that have a positive impact on well-being of occupants.
  3. Integrate these benefits into full life-cycle costing for new buildings and retrofits and fund them appropriately with provincial government.
[edit] Objective 3: To engage with the community to advance sustainable building in the region.

Strategies:

  1. Engage the local green building community to develop innovative design ideas to adapt the Living Building Challenge to our local economy, society, and environment to create sustainable buildings at UVic that will be models the region.
  2. Use sustainable building projects to create opportunities for experiential learning, teaching, or research. (eg. co-op or work-study positions; “living laboratory” for new building technologies).
  3. Hold a public sustainable building design competition to design the first sustainable building on campus.
  4. Share this knowledge with the regional community through public reports, workshops, building tours, and a conference dedicated to local sustainable building.
[edit] Objective 4: To develop sustainable buildings as part of a long-term strategy to create a Living Campus.

Strategies:

  1. Adopt sustainable building practices for all new building and renovations by 2015.
  2. Create a strategy to develop the campus to meet the criteria of a Living Building, with the exception of electricity production which can be purchased from BC Hydro so long as its sources are renewable and climate-neutral.
  3. Work with the Cascadia Green Building Council to develop a Living Campus Challenge and meet this challenge by 2050.
[edit] Building on Strength: Beyond Climate-Neutral and the UVic Strategic Plan

This building strategy will help us to achieve the following Strategic Plan objectives 32b and 32c: to promote use of LEED or similar (equivalent) green building standards in the construction of new facilities and to (32c) adopt management, planning and grounds management techniques that demonstrate our commitment to environmental sustainability.

The creation of sustainable building practices for the region will also provide research opportunities for students and faculty (Objective 12), in particular it will provide opportunities for experiential education. (Objective 17) Finally, these strategies will help create a "sense of campus community among UVic students, staff, and faculty. (Objective 14)

[edit] Business and the Economy

[edit] Purchasing

Developing a strategic purchasing policy will make UVic an innovative leader in the campaign against climate change. UVic’s purchasing practices are one of the most complex areas for addressing the need to reduce the GHG footprint of the university. There is potential for huge GHG savings, yet there are often competing interests for cost and quality in the products we consume. A triple-bottom line approach to purchasing, balancing social, economic, and ecological costs and benefits, is a guiding principle for achieving sustainable consumption practices. UVic has made strides in providing more environmentally friendly products. For example, the switch to 100% post consumer recycled paper and the proven use of green cleaning products demonstrates that it is possible to make substantial improvements to our practices.

UVic can develop a sustainable purchasing policy whereby all the materials embedded in products can either be re-used, recycled or composted. Our aim is to create a policy that will close material loops to design products to go from cradle-to-cradle. This means that manufacturers or suppliers are responsible for the safe disposal of products after their useful lifetime. Using a product-of-service system for sourcing goods would ensure that waste is minimized. This has been pioneered in Germany, and the results have been greater re-use and recycling of materials.

UVic is not alone on its path towards going carbon neutral. This transition will be made alongside all other public institutions. As such, UVic will be able to partner with these institutions, creating larger economies of scale. This will help reduce the cost associated with the transition towards environmentally preferable goods.

[edit] Goal

Reduce the impacts of UVic's purchasing choices, by changing its practices and engaging the body of faculty, staff and students to raise awareness and change behavior, and in the long-term achieve sustainable consumption on campus by recycling, reusing or composting everything.

[edit] Objectives
  1. To raise consumer awareness relating to the products used and consumed on campus and encourage a positive shift in consumer behaviour.
  2. To work with the campus community to adopt best-practices of green purchasing on a sector-by-sector basis.
  3. To create a purchasing consortium and work with local businesses to develop closed loop product-of-service economies.
  4. To develop a closed-loop, cradle-to-cradle, purchasing system.
[edit] Objective 1: To raise consumer awareness relating to the products used and consumed on campus and encourage a positive shift in consumer behaviour.

Strategies:

  1. Conduct a campaign to engage the campus community as they interact with products, e.g. explain the benefits of 100% recycled paper at printing stations, or explain the difference in energy usage between old and new computers and the potential benefits of various products.
  2. Encourage the campus community to reduce their unsustainable consumption practices; particularly of disposable and non-durable consumer goods, by making options available, providing incentives, and phasing out wasteful practices such as the use of paper or plastic cups.
  3. Work with Zumer.com to publicize and rate the environmental impact of the goods and services that the university purchases. The company is based out of the Uvic campus and provides information to consumers about the environmental and social impacts of many major and local companies.
  4. Using the objective measures provided on the Zumer site institute a triple bottom line framework for their purchasing decisions.
  5. Showcase innovative green technology to educate and familiarize the campus community and encourage its widespread adoption
[edit] Objective 2: To work with the campus community to adopt best-practices of green purchasing on a sector-by-sector basis.

Strategies:

  1. In collaboration with the Climate Solutions Network and Zumer.com, research the ecological and social impacts of current purchasing practices and assess the relative costs of options to reduce these impacts.
  2. Publicize results in a grid that graphically compares the costs and benefits of green purchasing choices to educate the campus and regional community on the opportunities and challenges for achieving sustainable consumption.
  3. Change purchasing decisions in low-cost and high-benefit areas first, while using the campaign to encourage reduced consumption in areas that are high-cost and high-benefit.
  4. Shift to purchasing only products certified by trusted ratings systems such as Energy Star, EPEAT, and Green Seal, using the consumption grid to identify priority areas.
  5. Demand annual reports from Uvic's contract suppliers ensuring high environmental, social and ethical standards within their operations.
[edit] Objective 3: To create a Sustainable Purchasing Group to leverage demand to reduce the costs of green products and spur innovation for sustainable products.

Strategies:

  1. After implementing low-cost and high-benefit purchasing choices, identify and publicize high-cost and high-benefit purchasing areas to solicit solutions to make these purchasing choices economically sustainable.
  2. Plan and develop a Sustainable Purchasing Group with other public sector organizations, all of which are mandated to go carbon neutral by 2010, to provide the scale of demand and negotiating power required to reduce prices in high-cost, high-benefit purchasing areas.
  3. Through the Sustainable Purchasing Group and in collaboration with the BC Sustainability Purchasing Network establish a shared set of Sustainable Purchasing Standards for the purchasing choices of public sector organizations which can then be adopted by other sectors.
  4. Use these Sustainable Purchasing Standards to negotiate with suppliers for improved sustainability performance.
  5. Make suppliers aware of the purchasing consortium's environmental objectives and indicate that preference will be given to suppliers that strive to meet and exceed these objectives.
[edit] Objective 4: To develop a closed-loop, cradle-to-cradle, purchasing system.

Strategies

  1. Promote and encourage the development of campus-based product of service systems with a computer service pilot project. The computers would be owned by the Uvic computer store while the service the computer provides would be leased by the consumer. The computer store would remain responsible for providing the use of that service by maintaining and updating the computers.
  2. Ensure that suppliers are responsible for the safe recycling or reuse of the products they provide to the university. Specify this requirement in purchasing contracts to encourage suppliers to design and provide products that are long lasting and easily recycled into its component parts.
  3. Demand product-of-service contracts from major suppliers to establish cyclical flows of materials and energy in our supply chain.
  4. Work with local businesses to manage waste streams, ensuring that the wastes from one process becomes energy for another.
[edit] Case Study: Interface Carpets

In the fourth objective the goal is to move towards purchasing products based on the product of service model. An example of a corporation that currently provides a product of service is Interface Carpets. The company does not sell carpets to consumers, instead it provides the service of carpeting indefinitely, but retains ownership over the material components. This means that they can reclaim the industrial nutrients embedded in the carpets. This has a twofold advantage; the consumer is not responsible for disposing of the carpet and Interface does not lose the value of the industrial nutrients that would otherwise end up in a land fill.

[edit] Investment

The University of Victoria’s endowment and pension funds have the power to significantly impact the environmental practices of firms in its portfolio. UVic's investment policy is well planned, balanced and sound; however, climate change poses new challenges to current investments. While UVic is not directly responsible for the greenhouse gas (GHG) emissions of the firms that it invests in, it has the opportunity to influence their decisions.

Increased public and political concern with the total cost, including environmental and social costs, reveals a new risk to investment policy that needs to be addressed. The financial sector is increasing pressure on private enterprise to be accountable for climate change. For example, the Canadian Pension Plan Investment Board is supporting the Carbon Disclosure Project. The Project is aimed at facilitating communication between private enterprise and shareholders to address the issue of climate change. This pressure is producing positive results in the reduction GHG emissions of firms.

In fact, in the past several years institutional investors like UVic have repositioned their investments to take these risks into consideration. According to the Social Investment Organization, assets invested according to socially responsible investment (SRI) guidelines in Canada have increased from $65 billion in 2004 to more than $500 billion in 2006, representing nearly 20 per cent of total funds under management. Institutional investors and pension funds have led the way(E Ellmen, personal communication February 19 2008).

[edit] Goals
  1. Reduce the possible erosion of the portfolio’s value due to investment in firms without GHG emissions reduction policies or actions.
  2. Use the influence of the University’s investments to reduce GHG emissions in the private sector.
[edit] Objectives
  1. To evaluate the risk profile of the portfolio from a climate change perspective and adopt well accepted environmental, social, and governance (ESG) principles for investments.
  2. To create an internal committee of students, staff, and faculty to guide a climate change strategy for investments.
  3. To lead a national initiative for a Climate Investment Standard for post-secondary institutions.
[edit] Objective 1: To evaluate the risk profile of the portfolio from a climate change perspective and adopt environmental, social, and governance (ESG) principles for investments.

Strategies

  1. Instruct fund managers to review the risk profile of the portfolio from a climate change and climate regulation perspective.
  2. In the active portfolio, instruct fund managers to consider the climate risk weightings of investments, increasing weightings of companies with low climate risk, and reducing weightings with high climate risk
  3. Instruct fund managers to support initiatives from nationally significant fund managers seeking GHG emissions disclosure in portfolio firms.
  4. Adopt environmental, social, and governance (ESG) principles for portfolio investments.
[edit] Objective 2: To create an internal committee of students, staff, and faculty to guide a climate strategy for investments.

Strategies

  1. Include students, staff, and faculty with relevant and diverse perspectives on a review committee to leverage academic capacity and support civic engagement.
  2. Have the committee initiate and support shareholder initiatives for climate change policies and actions in portfolio firms.
  3. The committee will present to the university community, Board of Governors, and President; an annual report on the management of university investments to effectively reduce GHG emissions in firms within the portfolio.
[edit] Objective 3 : To lead a national initiative for a Climate Investment Standard for post-secondary institutions

Strategies

  1. Demonstrate leadership by initiating a Climate Investment Standard and inviting post-secondary education institutions to join from across Canada.
  2. Combine the knowledge of the member institutions with existing standards and initiatives to develop the Standard.
  3. Maximize the influence of these investments by publicizing the Standard, listing the top-performing firms by sector, and publicly announce requests for investment proposals in climate change effectual areas.
[edit] Building on Strength: Beyond Climate-Neutral and the UVic Strategic Plan

This investment strategy would allow the University of Victoria to exercise the influence of its investments on climate change. In addition, the strategy would give students and faculty (a) the opportunity to have a direct influence on carbon-emission reduction, and (b) provide invaluable education. The current situation is an opportunity for the University of Victoria to take the lead and we believe quick action is necessary.

[edit] Food

No other aspect of our lives is as intimate as food. What goes into our meals quite literally becomes us. Through the production and distribution of this inescapable aspect of our lives, our food, we have a large impact on the climate and our environment. Presently, our region meets very little of its demand with locally and sustainably produced food. UVic purchases a substantial quantity of food and is one of the largest producers of waste in the region. This gives UVic an important and unique opportunity to develop the local and sustainable food supply in the region while decreasing our waste associated with food.

[edit] Goal

UVic will increase the consumption of local food on campus, increase the capacity for local food production in the region, and convert the food system on campus to become waste free.

[edit] Objectives
  1. To shift UVic toward local and sustainable food purchasing.
  2. To increase the amount of food produced on campus.
  3. To increase opportunities for campus and community members to train as sustainable food producers. Provide opportunities for university and high school educators involvement in sustainable agriculture.
  4. To increase the ratio of plants to meat consumed on campus through the education of campus and community members regarding the sustainability of meat vs plant choices.
  5. To increase the amount of food waste/organic waste composted
  6. To eliminate the use of petroleum derived food packaging and single-use packaging
[edit] Objective 1: To shift UVic toward local food purchasing

Shifting our food purchasing to more local sources is a first step in boosting the local food production capacity, improving food security and radically decreasing the greenhouse gases emitted during food delivery.

Strategies:

  1. Direct UVic Housing, Food and Conference Services and UVic Purchasing to promote and increase the number of local food options available in campus food outlets.
    • An initial and highly visible step could be daily Local Specials in all campus outlets.
    • Adopt seasonal menus in campus food outlets that would more appropriately follow in-season foods.
    • Provide local menu options for conferences through conference services.
    • Prioritize food purchasing in the following manner: local-organic, local-conventional, and distant-organic to ensure the most sustainable food supply.
    • Track local food purchases to inform of progress towards a more local and sustainable food supply chain.
  2. Work with distributors to increase the sourcing of local food.
  3. Create and adopt a UVic local food purchasing policy.
    • Work with the UVic Environmental Law Clinic to create a local food purchasing policy.
    • Proactively communicate, and collectively coordinate, this policy with the local farming community so that they can plan their crops accordingly.
[edit] Objective 2: To increase the amount of food produced on campus

Strategies

  1. Increase the land available for community gardens on campus, as the present Campus Community Garden is oversubscribed, and situate new community gardens in more accessible and visible locations.
  2. Offer training for gardeners through Continuing Education programs, ensuring continuous use of cultivated land on campus including land managed for the restoration of edible harvestable native plants. Courses could include link with aboriginal uses of native plants and campus ethnobotanists.
  3. Promote rooftop gardens in areas where this would be beneficial and possible. If a rooftop garden is not appropriate, adopt the creation of green roofs.EDITORS: INTEGRATE THIS WITH SIMILAR BUILDINGS OBJECTIVE
[edit] Objective 3: To increase opportunities for campus and community members to train as sustainable food producers. Provide opportunities for university and high school educators involvment in sustainable agriculture

Strategies:

  1. Support the integration of sustainable agriculture into coursework on and off-campus.
    • Several courses on campus already focus on issues such as food security, climate change, small business practices and nutrition, all of which are relevant to local food production. By growing connections between faculty and local farmers, these courses can be enhanced through experiential learning, guest lecturers and student projects.
  2. Organize an inter-disciplinary, academically-based garden plot run by students and faculty centred about a sustainable agriculture course.
    • Undergraduate students can complement other academic courses revolving around related geographic, environmental, health or business interests through enrolment in this course. It would be an intensive field experience in methods and techniques for growing food sustainably in our region. Growth of this course would eventually lead to strategy 3.
  3. Support the use of a portion of the University Cedar Hill Corner lands for a community sustained agriculture program.
    • This program would provide a space for research and innovation through experiential learning, provide opportunities for local food production, and build campus-community connections. The program will be a tremendous resource for the campus and community through:
      • Training and networking for sustainable food producers; future farmers and continuing education community/campus students
      • Providing a space for community building and outreach to local educators, health professionals and the general public
      • Offering opportunities for work-study and independent student projects tailored to individual interests and career paths
      • Possibilities for graduate research as a case-study for social scientists and others interested in community building, health education and grassroots organizing
      • Increasing local, nutritious food in regional food banks
      • Demonstrating the University's leadership in public outreach and community involvement, innovative and creative learning opportunities and carbon footprint reduction efforts
[edit] Objective 4: To increase the ratio of plants to meat consumed on campus through the education of campus and community members regarding the sustainability of meat vs plant choices

Ungulates are a major global source of greenhouse gases. Deforestation and land clearance for cattle grazing reduces the biospheres ability to absorb the carbon emitted into the atmosphere. Due to the cultural issues surrounding meat and its role in peoples diet, it is important to stress the many environmental justifications of reducing meat consumption where the benefits of replacement vegetable protein is not offset by higher emissions from tranportation and unsustainable, high-emission agricultural practices.

Strategies:

  1. Increase the ratio of plants to meat consumed on campus.
    • Initial steps could include increasing the vegetarian protein options while simultaneously decreasing the meat options (number of menu items with meat, meat portion size, etc.) on campus.
  2. Ensure the meat that is served on campus was produced as locally and sustainably as possible.
  3. Engage local farmers to grow local vegetable proteins
[edit] Objective 5: To increase the amount of food waste/organic waste composted

Organic waste decomposition in the absence of oxygen, a situation common in landfills, leads to the emission of the potent greenhouse gas, methane. Composting of organic wastes eliminates the methane production, provides excellent soil enhancers, and keeps the waste out of rapidly filling landfills. Composting is well established on the UVic campus.

Strategies:

  1. Direct Facilities Management to expand the current composting system, so that it includes more outside drop-off locations and receptacles in buildings.
  2. Lobby the Capital Regional District (CRD) to ban organic wastes from Hartland Landfill, thus extending the life of the landfill and encouraging all local municipalities to initiate composting programs such as that at UVic and the municipality of Oak Bay.
  3. Work with CRD partners to purchase and install a local organic waste digestor for the treatment of compostable materials, a goal already planned for by the CRD.
[edit] Objective 6: To eliminate the use of petroleum derived food packaging and single-use packaging

Petroleum-derived food packaging is a major climate and environmental concern in all aspects of its lifecycle from oil exploration and container manufacturing to transport and disposal. An intelligently designed reusable food container system can eliminate many of the problems inherent in single-use petroleum derived food containers.

Strategies:

  1. Invoke a campus-wide ban on disposable dishware and utensils for all campus food operations including conference services.
    • Initial step: Implement a tariff on disposable food containers to change behaviour and fund the purchase of equipment for reusable food containers (such as energy and water efficient dishwashers, supplies of durable containers, and equipment for a deposit system).
    • Purchase and install required equipment
    • Implement a deposit system whereby those who do not bring their own reusable containers to food outlets, may pay a deposit to borrow a reusable container from campus food outlets, returnable at any food outlet on-campus for the return of deposit.

[edit] Transportation

53% of greenhouse gas emissions from Victoria are transportation related . We make transportation decisions based on the available options and influenced by the way our communities and transportation infrastructure are designed. Sustainable transportation meets mobility needs while preserving and enhancing human and ecosystem health, economic progress, and social justice.

The university itself is a contributor to transportation demand as a major destination and workplace. People at the university contribute directly to transportation emissions through daily commuting, conference and recruiting travel, grounds maintenance and delivery. The university also contributes to sustainable solutions at three levels: local on-the-ground initiatives, as an innovator in the community, and as a contributor to global solutions. The university has had measurable success in promoting and supporting sustainable transportation, but there is now an opportunity to take this to another level.

Emission reduction strategies can have benefits that far exceed their immediate effect. For example, shifting commuter travel from automobile to alternative modes reduces traffic congestion, road and parking costs, accidents, and operating costs. Hence some strategies can be justified in terms of ongoing social and economic benefits and any cost/benefit analysis should take these into account.

[edit] Goal

UVic will lead the region in sustainable transportation through operational emissions reductions, a policy that favours active and public transportation, and by working with the surrounding community to make sustainable transportation a reality.

[edit] Objectives
  1. To achieve a zero-emissions campus fleet with yearly targets for 10% GHG reductions.
  2. To reach carbon neutrality with UVic's long distance (air travel) emissions.
  3. To achieve 5% annual reductions in the carbon footprint of single-occupancy vehicle commuting.
  4. To partner with local governments and BC transit to create a leading edge sustainable transportation infrastructure.
[edit] Objective 1: To achieve a zero-emissions campus fleet with yearly targets for 10% GHG reductions.

Strategies:

  1. Develop a plan with annual targets for vehicle replacement or retrofit that will achieve by 2012.
  2. Encourage use of smaller vehicles and bicycles (with trailers) for on-campus transportation.
  3. Use fleet vehicle replacement to create the infrastructure for plug-in hybrids and electric vehicles with meters for use by commuters.
  4. Measure and publish campus fleet emissions at least annually.
[edit] Objective 2: To reach carbon neutrality with UVic's long distance (air travel) emissions.

Strategies:

  1. Develop a plan for the long-term reduction of university air travel, with annual percentage reductions.
  2. Create and run a campaign to raise awareness on the impact of air travel including regular publishing of air travel carbon footprint.
  3. Place carbon offsets for all air travel as well as unused travel budget monies in the Revolving Climate Fund as a form of local carbon offsets.
  4. Encourage (and support extra accomodation costs) for combination trips to avoid multiple trips.
  5. Install more tele- and video-conferencing facilities, training staff and students to use these facilities. Include a budget for simple workstation video teleconferencing using webcams both on campus and at collaborating institutions. Distance educations (discussed below) would also benefit from improved facilities.
  6. Explore alternatives to air travel including hosting local conferences with a video-teleconferencing component or networked conference with other institutions participating through compatible equipment.
[edit] Objective 3: To achieve 5% annual reductions in the carbon footprint of single-occupancy vehicle commuting.

The single largest transportation carbon footprint results from single-occupancy vehicle (SOV) commuting. We need to both reduce the number of people commuting and encourage the use of climate friendly transportation options by those who do. Strategies for this fall into 4 areas: increasing active transportation, decreasing the use and increasing the efficiency of SOVs, increasing the use and efficiency of public transit, and reducing commuting in general.

[edit] Active Transportation Strategies:
  1. Run a sustainable transportation week at the beginning of each semester (and possibly on a smaller scale once a month). Partner with BC Transit, UVic Bicycle Users Committee, and other transportation interest groups. This week would include: rewards such as coffee booths at university entrances, volunteer-run workshops on safe riding (open to the community), bike to work guided tours from population hubs (SPOKES could provide bikes for this), rewards such as maps, bike lights, free locker and secure bike lock-up access, and gym passes for staff and faculty.
  2. Pilot a fleet of campus fleet of bicycles (for short term local use) to be funded and maintained under the SPOKES program. These bikes would be available for an hour, a day, a week, or a month.
  3. Work directly with the CRD and other municipalities to ensure the CRD's 550kms of cycle routes include arteries to UVic from all major university population hubs. This effort should be coordinated with other cycling groups in the region.
  4. Ensure that planning for active transportation (parking, showers, lighting, etc) is a mandatory part of new building construction and retrofits as well as in general campus planning.
[edit] Single Occupancy Reduction Strategies:
  1. Institute higher parking fees for high emission vehicles and provide incentives (e.g., preferred parking) for hybrids, electrics, small cars (e.g., favoured parking).
  2. Institute a regular single-occupancy car-free day on campus coordinated with free public transport, encouragement of car-pooling, and bike/walk to work incentives.
  3. Promote and support the Jack Bell ride share system for campus commuting.
  4. Install flexible charging stations for electric bikes and other vehicles.
[edit] Public Transportation Strategies:
  1. Implement a Campus-wide U-Pass by 2010. Engage the faculty and unions now in anticipation of union contract renewal in 2010.
  2. Sponsor competitions and prizes given out on public transit to encourage uptake.
  3. Ensure that UVic has an active voice and/or representative on regional transportation planning advisory committees. Propose significant representation of Uvic, Camosun College, and Royal Roads University on a regional transportation planning authority.
  4. Actively partner in the implementation of future rapid transit initiatives such as integrated light rail system in greater victoria.
  5. Work with BC Transit to improve the quality of bus stops on campus and beyond. Example projects include adding real-time bus arrival information at bus stops, spacious bus shelter areas that incorporate comfortable seating, coffee kiosks, and improved walking conditions around bus stops. The Engineering department could assist BC Transit create a GPS-based real time transit information system.
  6. Work with BC Transit to improve early morning and late night service based on real need (as determined by a university initiated study). This initiative should also address express connections to ferries and airport.
  7. Create a university-subsidized program of guaranteed rides home for faculty, students and staff in cases of emergency.
  8. Organize and finance vanpools to destinations not conveniently serviced by direct bus routes. Vanpools are very efficient because they do not require a paid driver and they have no empty backhauls, as does conventional bus service.
[edit] Commuting Reduction Strategies:
  1. Create and institute a tele-commuting policy, to increase the feasibility of working from home.
  2. Develop improved capabilities in distance education based on successful programs implemented at universities such as Royal Roads. The Pacific Rim market is huge and a natural one for UVic given its strength in ESL education.
  3. Continue the policy of developing on campus residences to reduce student travel.
[edit] Objective 4: To partner with local governments and BC transit to create a leading edge sustainable transportation infrastructure.

Strategies:

  1. Working with BC Transit and regional partners, pioneer a PassCard system that builds on the success of the U-Pass.
  2. Turn the U-Pass into the PassCard, a card designed to combine the resources of its holders, UVic, local and provincial governments to develop an integrated and sustainable transportation network that would replace most of the services provided by owning a car.
  3. Launch the PassCard by giving holders access to a free-bike system on campus.
  4. Based on cardholder feedback and votes, successively enhance the PassCard with new options, such as access to inexpensive bike rentals, discount car rentals, free park and ride access, membership in car-share coops, and discounted taxi vouchers.
  5. Use cardholder feedback to work with BC Transit to optimize and expand routes.
  6. Work with the Geography Department to map commuter trips and identify targets for transportation service improvements.
  7. Work with the Commerce department to perform market studies to help identify and develop efficient transport services that respond to consumer needs.
  8. Expand the program to include members of the community, unions, government, and other large employers. Once a critical mass of cardholders and services is established, it will be far cheaper, healthier, and just as convenient than using/owning a car.

[edit] Energy

In 2007, the Government of British Columbia mandated that the public sector would become ‘carbon-neutral’ by 2010. Universities are included in this mandate and now face a challenge outside their traditional realm of operation, but one that is not beyond their capability. As we move forward, the challenge will become greater as the need for a zero-emissions future is clear, and the demand for energy is increasing. To address this challenge we must first reduce our energy consumption.

Carbon neutrality is a relatively new concept in its nascent stages of formation. A two-step process must be taken to achieve this goal: a reduction of emissions (through behavioural change, energy efficiency gains, and a reduction in consumption) and the purchasing of offsets for the remaining emissions that cannot be eliminated. As understood by those who have pioneered the concept, a direct purchasing of offsets for the entire amount of emissions, without reductions first, is an undesirable scenario. The first step toward carbon neutrality is a driver of innovation and opportunity - innovation that will be useful for the surrounding region and opportunity for the university to showcase leadership. It is recommended that the University of Victoria adopt this strategy.

UVic has conducted a energy use and greenhouse gas emissions (GHGs) inventory, with full results to be released in spring 2008. What we do know now is that the largest use of fossil fuels comes from natural gas, used to heat the campus. We also know that there are strategic, opportunities to incorporate renewable energy on campus and have made recommendations in the most promising areas. If the objectives below are adopted, the reduction in both consumption and emissions intensity will provide an overall reduction in emissions of 40% [From where is this number coming? I would need to see the calculations]. With this partial picture in mind, the Energy Working Group of Common Energy suggests the following path, with the recognition that it will change as we receive more information in the near future about energy use on campus.

[edit] Goal

To reduce campus emissions from energy use by 40% by 2014, on our way to becoming a zero-emissions campus by 2050.

[edit] Objective 1: To reduce consumption of energy, generated using fossil fuels, by 20% by 2014 through efficiency gains, behaviour change, and policy modification.

The model program for energy-efficiency retrofitting on campuses in Canada is UBC’s ecotrek program. Under this program, UBC invested $30 million dollars to retrofit over 300 old buildings and infrastructure, producing a savings of $2.6 million annually in electricity, steam, and water costs. The program has reduced GHGs by 15%. We suggest that UVic create a plan similar to ecotrek, modified to fit UVic’s campus needs. The savings from this program can be used to fund Common Energy’s proposed Revolving Green Fund and thus be reinvested to see further efficiency gains

UVic has a district heating system [more on that?] that already incorporates efficiency into its design and the switch from heating oil to natural gas has already achieved substantial efficiency gains and GHG reductions. The university is now in a position to look at the next steps in achieving further gains as well as plan for a targeted reduction in consumption.

[edit] Strategies:
  1. Make the GHG inventory an annual report to measure gains made and use as a communications tool to the campus and wider community. The inventory is a key piece of information that can be used to track success and is a tool for engaging the public around UVic’s commitment to energy efficiency.
  2. Create a comprehensive and clearly communicated plan for the target above to generate necessary excitement and engagement regarding the GHG inventory within the campus and wider communities. With strong vision and bold goals, this plan can make the University of Victoria a national leader in sustainable operations.
  3. Identify the campus buildings with the greatest potential savings from retrofits as well as the most inefficient buildings on campus.[needs to be cross referenced with the Buildings proposal]
  4. Implement a campus-wide energy-efficient products purchasing policy for all devices that use electricity on campus. ENERGY STAR qualification to be the basic level of efficiency required. [cross-reference with purchasing re computers, etc?]
  5. Coordinate and centralize classes into a minimum number of buildings in the evenings.
  6. Implement a campus-wide optimal room temperature standard and roll out with a large information and awareness campaign. This will need to be modified in some areas, as the needs of some departments are different from others.
  7. Create a campus-wide policy to significantly reduce building temperature in the evenings and weekends.
  8. Adopt a policy that mandates the installation of motion sensors on all hallway and washroom lights in future buildings as well as provide a plan to retrofit existing buildings with this technology.
[edit] Objective 2: To reduce by 25% by 2014 the emissions intensity of remaining energy consumption by developing zero emissions alternatives to natural gas heating.

With the overwhelming majority of our direct GHG emissions from energy coming from natural gas combustion for heating, and not from our use of B.C.'s grid electricity, strategies that target heating are an immediate priority over electricity use. As renewable energy sources are far less dense in terms of energy per unit than fossil fuels, a basket of solutions will be necessary.

[edit] Strategies:
  1. Retrofit all residence buildings with solar hot water panel installations covering up to 75% [why this number? Again, I would need to see the calculations] of hot water heating needs year round. Once this pilot project is complete, investigate the feasibility of rolling it out across the campus. There is a possibility of partnering with Solar BC’s 100,000 solar roofs campaign on this strategy.
  2. Based on lessons learned in residence solar hot water project, expand solar hot water heating to meet the hot water needs of the campus.
  3. Coordinate with the building retrofit and design initiatives to increase passive solar heating.
  4. Investigate the feasibility of creating a biomass/biowaste gasification plant on campus to generate the majority of the campus heating needs, replacing the natural gas boilers. [cross-reference with food re biowaste]
  5. Investigate the feasibility for groundsource heat pumps for campus buildings, to be used in conjunction with biomass gasification.

[edit] Civic Engagement and Governance

[edit] Civic Engagement

The Civic Engagement Working Group is launching a project to connect people interested in climate change issues, empower them with knowledge of how they can make a difference in our community, and facilitate their work to transform our region. Common Energy asked the UVic community "how can we do more to solve the problems of climate change than we do to cause them?" From that question we have developed the idea of a Climate Solutions Network that would bring together staff, faculty, students, and regional partners to collaboratively develop climate solutions for their organizations and communities.

With the Climate Solutions Network we are now going to ask the Capital Region District "what are the best climate solutions for the CRD?" The Civic Engagement group will connect the Climate Solutions Network to the citizens and decision-makers that will make these solutions a reality.

Our original project question: What role can UVic play to help our campus and regional communities take advantage of current opportunities and go beyond climate-neutral? How in turn can these developments help meet UVic’s goal of becoming more relevant on community issues?

[edit] Goal

To forge pathways of meaningful and effective engagement for the campus community and people in the region to go beyond climate-neutral.

[edit] Objectives
  1. To Empower the campus and regional community with the best information on climate change issues to inform decision-making at all levels in support of climate change planning and action.
  2. To Connect those interested in climate change issues and/or with a particular area of expertise with those in need of assistance or other support.
  3. To Facilitate the connections between UVic and the region so that the university’s people and resources can be of on-going service in the practical challenges of making climate solutions a reality.
[edit] Objective 1: To Empower the campus and regional community with the best information on climate change issues to inform decision-making at all levels in support of climate change planning and action.

Strategies

  1. Support co-hosting all-candidates forums on climate change issues during upcoming federal, municipal and provincial elections.
  2. Support an ongoing public lecture series on climate change related issues of relevance to the community featuring UVic faculty and visiting experts.
  3. Support communications and outreach for the B.C. Campus Climate Network's online Knowledge Exchange so that it becomes the resource for students, citizens, governments, non-profits and businesses, working on climate change and sustainability issues.
[edit] Objective 2: To Connect those interested in climate change issues and/or with a particular area of expertise with those in need of assistance or other support.

Strategies

  1. Partner with the Pacific Institute for Climate Solutions to engage with the public around creating a broad based engagement project in order to implement climate solutions on the ground [ie the What are Climate Solutions for the CRD? project].
  2. Provide bursaries or other funding to students performing climate change research, outreach, civic leadership on campus and in the community or other services to the local NGO community and to local governments.
  3. Work with the Pacific Institute for Climate Solutions to create an interactive display that demonstrates solutions for a climate neutral campus and region. This display will consist of visual elements such as interactive computer models, flash animation, and traditional elements such as handouts.
  4. Provide in-kind support from Communications, Community, and Alumni Relations to engage people in the What are Climate Solutions for the CRD? project.
  5. Establish a Civic Engagement coordinator to connect students with volunteer and service opportunities.
  6. Establish a Service Fund [President's Climate Leaders Fund?] to provide funding for civic engagement projects run by students, staff, and faculty.
[edit] Objective 3: To Facilitate the connections between UVic and the region so that the university’s people and resources can be of on-going service in the practical challenges of making climate solutions a reality.

Strategies

  1. Support planning and facilitation of a series of public workshops and seminars on climate change related issues, offered on campus, downtown and throughout the region.
  2. Support planning and facilitation of a series workshop for local governments (elected officials and senior staff) on best practice of climate change policies and programs for municipal and regional governments.
  3. Create a civic engagement interdisciplinary course that integrates civic literacy, civic engagement, media literacy, activism, and political campaigning and offer it to all undergraduate students for credit. [Cross reference with Integrated Teaching and Learning.]

[edit] Governance

To go beyond climate-neutral we must develop a partnership between the administration and the students, staff, faculty, and regional partners working on climate change issues. The administration has the primary responsibility and operational capacity to reach climate neutrality. The network of students, staff, faculty, and regional partners has the primary opportunity and capacity to go beyond climate-neutral. The complexity of this task, and the tensions between the creativity and discipline that will be needed to achieve it, require innovative governance strategies that allow for communication and coordination without requiring a heavy burden of management.

[edit] Goal

The creation of a Governance Network that will facilitate the collaboration of the network of students, staff, faculty, and regional partners and administration to move UVic beyond climate-neutral.

[edit] Objectives
  1. To provide accessible and transparent information in a way that invites constructive feedback and engagement.
  2. To establish a network to coordinate the implementation and renewal of the beyond climate-neutral plan.
[edit] Objective 1 Strategies: To provide accessible and transparent information in a way that invites constructive feedback and engagement.
  1. Build on the Going Beyond Climate-Neutral Plan as the primary tool for deliberating climate change strategy from year to year, communicating it, and engaging people for their feedback and participation in its implementation.
  2. Post reports on the progress and questions for feedback on UVic Sustainability Portal, Common Energy wiki, and solicit feedback from the broader community for workshops and consultations.
[edit] Objective 2 Strategies: To establish a network to coordinate the implementation and renewal of the plan.
  1. Establish a Governance Network responsible for the implementation and renewal of the plan with members of the administration, students, staff, faculty, and regional partners working on climate change issues.
  2. Implement and renew the plan by hosting meetings and workshops to share information, collaboratively solve problems, and update the plan.
  3. The members of the Governance Network are responsible for establishing and maintaining connections with the networks they represent. Between the Governance Network meetings the members will reach out to these networks to share information and engage them with the challenges the Governance Network is working on.
[edit] Building on Strength: Beyond Climate-Neutral and the UVic Strategic Plan

Objective 27: To enhance the degree of community engagement on campus (p. 35)

27d) encourage and support activities on campus that provide venues for community involvement

Retrieved from "http://uvic.commonenergy.org/wiki/Proposals"
Views
Personal tools
  Navigate
  Home
  About Us
  News
  Events
  Projects
  Focus Areas
  Knowledge Base
  Site Help
  Get Involved
  Teams
  Working Groups