6.0 PROTECT RESOURCES - UAF Home€¦ · xIAQ/mold/water infiltration issues exist xRoof replacement or other Facilities Services (Identify candidate buildings and implement improvements)

6.0 Protect Resources

37

6.0 PROTECT RESOURCES

PROTECT RESOURCESGOALS

Reduce campus water use(indoor and outdoor) 7%per year below the 2012baseline to achieve totalreduction of by 70% 2025.

Reduce UAF’s carbonfootprint by 3% per yearbelow the 2012 baseline toachieve total reduction of30% by 2025.

Increase UAF’s renewableenergy generation by 3%per year (absolute, notcompared to a baseline) toachieve total generation of30% by 2025.

Review and adapt campusdesign/constructionstandards to furtherintegrate sustainability by2015.

Increase student, staff andfaculty alternativetransportation use by 25%by 2025 via incentives andchallenges.

Note that water, energy andcarbon goals may also betracked on a building squarefootage basis (e.g., GHGemissions per square feet ofbuilding space).

THE PROTECT RESOURCES FOCUS AREA FOCUSES ON RESOURCE CONSERVATION

THROUGH BOTH INCREASED OPERATIONAL EFFICIENCY AS WELL AS REDUCED

CONSUMPTION OF RESOURCES FOR BUILDINGS, TRANSPORTATION AND THE CAMPUS

AS A WHOLE.

RELATED STARS CATEGORIES:

OPERATIONS:o AIR AND CLIMATE

o BUILDINGSo ENERGYo TRANSPORTATIONo WATER

Sustainability Master Plan

6.1 Strategy: Increase Efficiency of Existing Buildings

DESCRIPTIONThe University has made significant strides in increasing buildingenergy efficiency and identifying conservation opportunitiescampus wide. Previously implemented strategies includeupgrading lighting and heating, ventilation and air conditioning(HVAC) controls as well as installing sub meters on some campusbuildings to identify water and energy use. This strategy outlinesfurther building specific energy savings opportunities.

IMPLEMENTATION STEPS

WHAT WHO WHEN

Conduct Re commissioning and RetroCommissioningRe or retro commissioning may includetesting energy efficiency andthermal/environmental performance of abuilding’s automatic control, heating,cooling and refrigeration systems. It canalso include lighting and daylightingcontrols (e.g., verify sensor calibrations)and building envelope systems.

FacilitiesServices(Conduct orcontractcommissioningservices)

20152020

Implement Lighting ImprovementsRetrofit T8 fluorescent lighting with lightemitting diode (LED) lighting.

FacilitiesServices

20152020

Implement Envelope ImprovementsLeverage past building assessments toidentify candidates for envelopeimprovements or demolition.Improvements can include addingadditional insulation, upgrading to highperformance windows and weatherization.Envelope commissioning could also beconducted if the following criteria areapplicable:

Comfort issues exist near theperimeter of the buildingBuilding pressurization issues existIAQ/mold/water infiltration issuesexistRoof replacement or other

FacilitiesServices(Identifycandidatebuildings andimplementimprovements)

CCHRC (Workwith FacilitiesServices toidentifyimprovements)

20152025

FOCUS AREA:PROTECT RESOURCES

RELATED STARSSCORECARD ITEMS FOR

THIS STRATEGY

OP 8: BuildingEnergy

Consumption

MEASURES OF STRATEGYSUCCESS

Building energyuse intensity

(kBtu/square foot)

Lighting powerdensity

(watts/squarefoot) for individual

buildings andcampus wide

Greenhouse gasemissions(MTCO2e)


39

ESTIMATED COSTS AND BENEFITS ECONOMIC IMPACTS

Cost to implement: $22.3 millionCost savings (Utilities and Operations/Maintenance):$1.56 million/yearPayback: 14.3 years

ENVIRONMENTAL IMPACTS

Reduced electricity: 5,450 megawatt hours (MWh)/yearReduced steam: 30,000 thousand pounds (klb) /yearReduced GHG emissions: 9,000 metrics tons of carbondioxide equivalent (MTCO2e)/year

SOCIAL IMPACTS

Re commissioning and envelope assessments can lead toimproved indoor air quality and thermal comfort forbuilding occupants

HELPFUL RESOURCES Commissioning Existing Buildings:https://www1.eere.energy.gov/femp/pdfs/OM_7.pdfEnergy Star Equipment:www.energystar.gov/index.cfm?c=products.pr_find_es_products

envelope work is planned (e.g.window replacement)

Commissioning could include infraredtesting, envelope pressurization andinsulation inspection.


6.2 Strategy: Beyond Buildings - Reduce Campus Energy Use

DESCRIPTIONThis strategy focuses on campus wide energy use and reachesbeyond building specific energy reductions. The Universityalready has an energy efficient central power plant that is able toprovide electricity, steam and chilled water to the entire campus.With the new coal powered central plant it is important todevelop a strategy that focuses on improving system energyefficiency and reduces emissions in the near term. This strategyalso includes a proposal to transition toward renewable sourcesof energy as a next step to reduce GHG emissions.


WHAT WHO WHEN

Upgrade Exterior LightingA plan to upgrade exteriorlighting is already underway;this strategy builds on thisexisting practice to replaceall exterior lighting with highperformance light emittingdiodes (LEDs).

Facilities Services(Continue lightingupgrades)

2015 2017

Expand Electric and ThermalMetering and UtilityTracking InfrastructureExpand metering throughoutcampus buildings to betterunderstand where energysavings are being achievedand set specific energyreduction goals by buildingtype. This also provides amore transparentconnection between buildingutilities and buildingoccupants.

Facilities Services(Expand meteringand set goals)

Office ofSustainability(Use expandedmetering foroccupantengagement)

2015 2018



THIS STRATEGY

OP 5:Greenhouse Gas

Reductions

OP 8: Clean andRenewable

Energy


Exterior lightingpower allowance

(watts/squarefoot)

Greenhouse gasemissions(MTCO2e)

Percentage ofenergy fromrenewable

energy sources


41


Cost to implement: $7.4 millionCost savings (utilities and O&M): $1.18 million/yearPayback: 4.5 years


Reduced electricity: 4,550 MWH/yearReduced GHG emissions: 6,000 MTCO2e/yearSteam savings: 17,500 klb/year

SOCIAL IMPACTS

Use more detailed metering an a learning opportunity forstudentsBecome a leader in renewable energy implementation inhigher education

WHAT WHO WHENInventory and PrioritizeRenewable Energy ApplicationThis action incorporates theAASHE STARS renewable energycredit with a focus on solarphotovoltaics (PV) but alsopotentially technologies such assolar thermal. The calculations inthis action assume that UAF isable to obtain 30 percent of theirenergy consumption fromrenewable sources by 2025. Itincludes an inventory of buildingsfor best renewable energyapplication, followed byimplementation. Buildingswithout access to the campusCHP plant should be prioritized.UAF may wish to exploremechanisms such as PowerPurchase Agreements (PPAs) toassist with financing.

FacilitiesServices(Conductpotentialstudy)

Office ofSustainability(Explorefinancingoptions)

2015 2025


HELPFUL RESOURCES Exterior Lighting Power Allowance: ASHRAE 90.1 2010Table 9.4.3BSub metering Case Study:http://www.bfrl.nist.gov/buildingtechnology/documents/SubmeteringEnergyWaterUsageOct2011.pdf


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6.3 Strategy: Manage Water Efficiently

DESCRIPTIONThis strategy focuses on the efficient management of waterresources on campus from both a quantity and qualityperspective. This starts with being able to better track potablewater consumption to identify the greatest opportunities forreducing water use. Once consumption patterns are betterunderstood a more specific water reduction plan can bedeveloped.



Cost to implement: $810,000Cost savings (utilities and O&M): $134,000/yearPayback: 6.1 years

WHAT WHO WHEN

Expand Water Use MeteringUtilize new and existing water metersto collect information on existingpractices and develop a baselinecharacterization of campus widewater consumption. Identify how andwhere water is being used acrosscampus.

FacilitiesServices

20152018

Develop Plan for Water ReductionUse this plan to provide a path toupgrading water fixtures, addressingleaks, installing higher efficiencyequipment and encouraging waterconservation through awareness andincentive programs. Look at increasingcost savings on hot water and sewer.

FacilitiesServices

Office ofSustainability

20152018

Incorporate EPA Campus RainworksChallengeHost a school wide challenge fordeveloping a stormwatermanagement plan.

Office ofSustainability

2015

FOCUS AREA:PROTECT

RESOURCES


THIS STRATEGY

OP 26: WaterUse

OP 27:Rainwater

Management

MEASURES OFSTRATEGY SUCCESS

Potable watergallons persquare foot

Potable watergallons per

campusoccupant



Reduced water consumption: 11,000 thousand gallons(kgals)

SOCIAL IMPACTS

Use more detailed metering an a learning opportunity forstudentsLearning opportunities for stewardship of water resources

HELPFUL RESOURCES U.S. Environmental Protection Agency WaterSenseProgram: http://www.epa.gov/watersense/U.S. Environmental Protection Agency RainworksChallenge:http://water.epa.gov/infrastructure/greeninfrastructure/crw_challenge.cfm


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6.4 Strategy: Enhance Transportation Planning with Sustainability

DESCRIPTION This strategy is intended to decrease the number of singleoccupant vehicle trips by employees and students traveling to theUAF campus. It focuses on making alternative transportationmodes (particularly transit use and cycling), carpooling, ridesharingand teleworking more appealing and convenient choices forcommuters.

IMPLEMENTATION STEPS WHAT WHO WHEN

Engage in the 2040 MTPAttend Policy and/or Technical Committee Meetingsand Open Houses for the current 2040 MetropolitanTransportation Plan update (MTP) andTransportation Improvement Plan (TIP). Providecomments on policies, alternatives, projectrecommendations, and strategies to support orenhance campus area circulation, parking, and multimodal transportation opportunities in this Plan.

UAF Office ofSustainability (Attendmeetings, review andrecommend policies,projects andstrategies)

FMATS(Develop 2040 MTP)

Fall 2014Ongoing

Update Campus Master Plan/Circulation andParking PlanIntegrate sustainability into transportation planning,parking and circulation plans (2010 Campus MasterPlan and/or the 2004 Circulation and Parking Plan) toaddress transportation and sustainability relatedissues and topics such as the following:

Carpooling and car sharingElectric vehicle parking and chargingIntegration of the pedestrian, bicycle andshuttle/bus systemsBicycle circulation, safety, and amenities(e.g., parking, repair stations)Pedestrian and skier circulation, safety, andamenities (e.g., sidewalks, ramps, lighting,emergency systems

UAF Master PlanningCommittee(Lead Master Plandevelopment)

Begin asearly as2015 butno laterthan 2017



THIS STRATEGY

OP 21: Supportfor SustainableTransportation

MEASURES OFSTRATEGY SUCCESS

Percentage oftrips to/fromand within

campus usingalternative

modes


WHAT WHO WHENExplore Bicycle Friendly UniversityAssessment/DesignationEstablish an inter departmental team to assessBicycle Friendly University Designation from theLeague of American Cyclists. If UAF is ready, begin todevelop an application to apply for designation.Otherwise, follow the Quick Assessment process topursue designation at a later time:http://bikeleague.org/bfa/quickassessment/university

UAF Transportation Servicesand Facility Services(Supportapplication/assessment)

Spring 2015

Develop Bicycle Accommodation PolicyDevelop and adopt a bicycle accommodation or“complete streets” policy to ensure integration ofsafe and convenient bicycle facilities into campustransportation projects.

UAF Transportation Servicesand Facilities Services(Review and support policyadoption)

Spring 2015

Initiate a Parking Maximization StudyInitiate a parking survey/study to evaluateemployee, student, and visitor parking needs andidentify opportunities to maximize efficiency and/orreduce parking demand.

UAF Transportation Servicesand Facilities Services(Support study developmentas funding is provided)

UAF Bursar’s Office andPolice Department

Spring 2015

Initiate a Circulator Shuttle Maximization StudyInitiate a survey/study to evaluate employee,student, and visitor circulator shuttle use and toidentify opportunities to enhance services, ridership,and collaboration with MACS services.

UAF Transportation Servicesand Facilities Services(Support study developmentas funding is provided)

Spring 2015

Encourage Bicycle and Pedestrian ImprovementsEncourage continued construction of bike,pedestrian, and ski routes, trails, and improvementsidentified in the 2010 Campus Master Plan (e.g.,campus greenway trail extensions, pedestrian spinealong Yukon Drive, and walkway widening).

UAF Master PlanningCommittee (as part ofCirculation and Parking Planupdate)

Ongoing


47

WHAT WHO WHENAdvocate for Bicycle and Pedestrian Improvementsto/from CampusAdvocate for construction of improvementsidentified in FNSB and other regional transportationand corridor plans that enhance pedestrian access tocampus (e.g., sidewalk on the south side of CollegeRoad, and restriping College Road to provide bicyclelanes).

City of Fairbanks PublicWorks Department andFNSB TransportationDepartment(Lead engineering andconstruction)

UAF Transportation Servicesand Facility Services(Coordinate campusconnections)

Ongoing

Advocate for Transit Service ImprovementsAdvocate for construction of improvementsidentified in FNSB and other regional transportationand corridor plans that enhance transit service tocampus (e.g., installation of bus pullouts alongCollege Road, increased evening and Sunday serviceon Blue and Red lines, and adding benches andshelters to key stops).

City of Fairbanks PublicWorks Department andFNSB TransportationDepartment(Lead engineering andconstruction)

UAF Transportation Servicesand Facility Services(Coordinate campusconnections)

Ongoing

Collaborate on Bicycle Sharing ProgramContinue to manage, support the Green BikeSustainability program to provide free or low costrental bicycles to students and explore opportunitiesto collaborate with a bike share service.

UAF Office of Sustainability(Continue campus bicycleprogram)

Ongoing


COSTS AND BENEFITS ECONOMIC IMPACTS

Cost to implement (to UAF): $300,000Cost savings (annual fuel savings for commuters): $72,000Payback (to UAF): 12 years


Reduced GHG emissions: 100 million MTCO2e (total through2030)Air quality benefits

SOCIAL IMPACTS

Personal commuting miles reduced by 342,000 miles annuallyHealth benefits/physical fitness from active transportationmodes (e.g., walking, bicycling, skiing)Enhanced bicycle and pedestrian safety and convenienceMarketing Office of Sustainability and publicity/recognition asa bicycle friendly campus

HELPFUL RESOURCES Fairbanks Metropolitan Area Transportation System2040 Metropolitan Transportation Plan Updatehttp://fmats.us/programs/metropolitan transportation plan/Transportation Improvement Planhttp://fmats.us/programs/tip/College Road Corridor Study http://fmats.us/collegeroad/Fairbanks North Star Borough – http://www.fnsb.orgLong Range Transit Planhttp://www.co.fairbanks.ak.us/Transportation/LongRangeTransitPlan.pdfLeague of American BicyclistsBicycle Friendly University Programhttp://bikeleague.org/content/universitiesUniversity Quick Assessmenthttp://bikeleague.org/bfa/quick assessment/universityUnited States Department of TransportationBicycle and Pedestrian Accommodation Policyhttp://www.fhwa.dot.gov/environment/bicycle_pedestrian/overview/policy_accom.cfm


49

6.5 Strategy: Enhance Commuting Choices in Fairbanks

DESCRIPTION This strategy is intended to decrease the number of singleoccupant vehicle trips by employees and students traveling to theUAF campus. It focuses on making alternative transportationmodes particularly transit use, cycling, carpooling, ridesharing,and teleworking more appealing and convenient choices forcommuters.


WHAT WHO WHEN

Develop Bicycle CommuterGuidebookDevelop a guidebook thatidentifies on campusfacilities and infrastructurefor bicycle commutersincluding shower facilities,lockers, and bicycleparking/storage options.

UAF Office ofSustainability(Lead creation ofguidebook)

UAF TransportationServices and FacilityServices(Support guidebookdevelopment)

Spring 2015

Conduct Teleworking andRidesharing Focus GroupsConduct a series of focusgroups with currentteleworkers and supervisorsof teleworkers to discusscurrent telecommutingpolicies, what is workingwell and areas forimprovement. Conductsimilar focus groups forcarpoolers.

UAF Office ofSustainability(Convene focus groups)

UAF Human Resources(Help identify focus groupparticipants andfacilitate)

Spring 2015

Draft Teleworking PolicyDraft and adopt ateleworking policy forcampus employees.

UAF Human Resourcesand Staff Alliance Group(Review, refine, andadopt policy)

Spring 2015



THIS STRATEGY

OP 19: StudentCommute Modal

Split

OP 20: EmployeeCommute Modal

Split


Total on campusbicycle andpedestrian

improvements(total number or

length ofnew/improved

segments)

Green Bikeprogram

participationlevels

Participation ratesin parking and

circulator shuttlesurveys


WHAT WHO WHENCreate Incentives ProgramDevelop incentives to increase participationin alternative transportation programsincluding but not limited to guaranteed ridehome options, preferred parking options,and/or other discounts/stipends.

UAF Human Resources andTransportation Services(Support incentivedevelopment)

Spring 2015

Establish a Ridesharing Program WebsiteEstablish a Rideshare Service website tomake it user friendly to find a carpoolmatches and to reflect the range ofincentives offered. Integrate otherapps/software (e.g. Carma carpooling,Hitch).

UAF Human Resources andTransportation Services(Create web site)

Fall 2015

Develop a Commuting Choices EmployeeBulletinDevelop and distribute an informationalwebsite/bulletin/guide about differentcommuting options for employees, includingthe bicycle commuter guide, teleworkingpolicy, ridesharing program, and otheropportunities.

UAF Human Resources andTransportation Services(Develop and distributebulletin)

Fall 2015

Conduct a Bike/Ridesharing MarketingCampaignConduct marketing campaign to encouragestudent and employee participation andenrollment in campus Bikesharing andRidesharing programs. Methods mightinclude online and print ads, flyers, a “meetyour match” event, and prizes.

UAF Communications, StaffAlliance and AssociatedStudents(Help create and disseminateinformation)

Fall 2015

Explore Vanpool OptionsConduct workshops to explore options for ashared vehicle/vanpool service inconjunction with other regional partners.

UAF Office of Sustainability(Organize and facilitateworkshop)

UAF Transportation Servicesand Facility Services, City ofFairbanks Public WorksDepartment, FNSBTransportation Department,FMATS and other interestedparties(Participate in workshop)

Fall 2015


51


Cost to implement: $30,000Cost savings (annually to commuters in fuel savings):$57,000Payback: Immediate


Reduced GHG emissions: 100 MTCO2e per yearAir quality benefits

SOCIAL IMPACTS

Reduction of 305,000 personal vehicle miles per yearImproved safety and convenience for bicyclistsHealth benefits/physical fitness from activetransportation modes (e.g., walking, bicycling)Enhanced opportunities for interaction and communitybuildingIncreased flexibility to reduce stress and time associatedwith long commutes

HELPFUL RESOURCES University of Alaska Rideshare Service website:http://alternetrides.com/zz_list_sponsor_dest_N.asp?Sponsor=5132696&GK=98427983&width=1920&height=1169


7.0 SUPPORT THE CAMPUS COMMUNITY

SUPPORT THE CAMPUSCOMMUNITY GOALS

Further integratesustainability intocurriculum and cocurricular programming.

Increase the availability ofsustainability focusedcurriculum by 20% by2018.

Secure a dedicated andsteady stream of fundingfor sustainability by 2020.

Engage 3% annually ofUniversity non studentemployees in asustainability championsprogram to achieve totalengagement of 30% by2025.

Increase the transparencyof and reduce “negativescreens” (e.g. investmentsin weapons, tobacco, etc.)in endowment.

THE SUPPORT THE CAMPUS COMMUNITY FOCUS AREA FOCUSES ON INTEGRATING

SUSTAINABILITY INTO UNIVERSITY CURRICULUM, ENGAGING THE CAMPUS

COMMUNITY AND GENERATING A RELIABLE STREAM OF FUNDING AROUND

DEDICATED SUSTAINABILITY.


ACADEMICS

o CURRICULUMENGAGEMENT

o CAMPUS ENGAGEMENT

PLANNING AND ADMINISTRATION

o COORDINATION, PLANNING & GOVERNANCE

o INVESTMENT

o HEALTH, WELLBEING &WORK

7.0 Support the Campus Community

53

7.1 Strategy: Expand Employee Engagement

DESCRIPTION This strategy focuses on further building staff knowledge,interest and engagement in campus sustainability initiativesthrough use of expanded training, incentives, and otherresources. A “green team” structure serves as the primaryplatform to develop and deliver expanded training to supportemployees, and the offering of incentives will help fueladditional interest and involvement.


WHAT WHO WHEN

Organize staff “green teams”Work with buildingcoordinators and UAFdepartment heads to organizeand convene volunteeremployee “green teams”.Green teams might beestablished around buildingsor campus areas; or aroundspecific topic areas such asenergy use, waste/recyclingand/or multi modaltransportation.

UAF Office ofSustainability(Organize greenteam structure,identify/recruitparticipants, appointteam leaders)

All UAF Staff(Participate on greenteams asdesired/requested)

Spring 2015 (Launchgreen teams)

Conduct EmployeeOrientationUpdate new employee trainingmaterials to provide additionalinformation about UAF’ssustainability goals, programsand options. Incorporatesustainability efforts into theUAF “naturally inspiring”branding efforts such as shortvideos that can be used duringnew employee orientation.

UAF Office ofSustainability(Develop curriculum)

UAF HumanResources (Providenew employeetraining)

Spring 2015 –curriculumdevelopment

Fall 2015 –implement training

FOCUS AREA:SUPPORT THE CAMPUS

COMMUNITY


THIS STRATEGY

EN 6: EmployeeEducatorsProgram

EN 7: EmployeeOrientation

EN 8: StaffProfessional

Development


Number of staffgreen teams and

participatingmembers

Number ofemployeesreceivingvoluntary

sustainabilitytraining

Number ofbuildings

participating inthe sustainability

challenge


WHAT WHO WHENTrain SupervisorsUpdate supervisor training curriculum/suiteto provide information about UAF’ssustainability goals, programs and options tohelp build awareness at the supervisor levelso that information can be passed on toemployees.

UAF Office of Sustainability(Develop curriculum, present asneeded)

UAF Human Resources(Provide new supervisor training)

Spring 2015 –curriculumdevelopment

Ongoing – supervisororientation

Train EmployeesIn coordination with green teams, developexpanded semi annual training and/orprofessional development opportunitiesaround sustainability topics and practices(formal seminars or presentations, orinformal lunch and learn or roundtablediscussions about sustainability initiatives andideas). Include guest speakers. Incorporatetraining into new employee onboarding.

UAF Office of Sustainability(Identify dates, establish schedule oftopics/ presenters)

UAF Human Resources andCommunications(Publicize training opportunities,onboarding)

Semi annual, beginFall 2015

Expand Sustainability Grant OpportunitiesExpand opportunities for staff to submitproposals for projects that enhance campussustainability (pending any new fundingsources, staff do not pay sustainability fee)

UAF Office of Sustainability(Lead program review andrecommend enhancements)

Fall 2015(pending newfunding sources)

Provide Staff AwardsDevelop a new sustainability award torecognize excellence in sustainabilitycontributions to UAF.

UAF Office of Sustainability(Develop proposal for revisedselection criteria for existing staffawards and/or new staffsustainability award)

UAF Chancellors and President’sOffices(Consider award criteria revisions)

Fall 2015

Create Building Sustainability ChallengeLeveraging the Sustainable Villagecompetition in 2013, develop and initiate abroader campus sustainability challenge thatfocuses on reducing water and energy use,and implementing other sustainable practicesin buildings across campus. Work withbuilding coordinators to monitor performanceand offer recognition and/or prizes tooccupants of winning buildings.

UAF Office of Sustainability(Develop challenge parameters andidentify prizes)

Building Coordinators(Assist with outreach andperformance monitoring)

Fall 2015 – Developchallenge details

Spring 2016 initiatechallenge


55


Cost to implement: Additional costs annually for awards,training, meeting and marketing materialsCost savings (utilities and O&M): $79,000Payback: Immediate


Reduced electricity annually: 320,000 kWhReduced water annually: 1,000 kgalsReduced GHG emissions annually: 1,400 MTCO2e

SOCIAL IMPACTS

Stronger knowledge base about campus sustainabilityeffortsIncreased professional development and trainingopportunitiesEnhanced leadership and interest around sustainabilityGreater employee recognition for sustainabilitycontributions

HELPFUL RESOURCES Green Teams Manual – Engaging Employees inSustainability:http://www.neefusa.org/pdf/greenbiz reportsGreenTeams.pdfUniversity of Texas Maverick Office Green Teams:http://www.uta.edu/sustainability/initiatives/administration outreach/green team.phpDuke University Green Team StarterResources:http://sustainability.duke.edu/action/greenworkplace/greenteam.html


7.2 Strategy: Support Students: Curriculum and Co-curricular Initiatives

DESCRIPTION This strategy focuses on further integrating and formalizingsustainability in the curriculum at UAF. It also addressessustainability co curricular activities and programs.

The strategy is built on recommendations by faculty andstudents provided while developing this Plan, best practicesfrom other colleges and universities and as outlined by AASHEin the STARS framework and related training materials.

Higher education has a key role to play in helping society moveto a sustainable future, including the following activities:

Developing curriculum that examines how we shape amore sustainable worldPreparing students for living sustainably bothprofessionally and personallyExplicitly helping students more deeply understand theinteractions, interconnections, and consequences ofactions and decisions.

Furthermore, AASHE indicates the role of higher educationincludes finding new ways to educate students differently –changing the pedagogy by using the campus and community asa living context for sustainability education. Thus, thiscurriculum and co curricular strategy is linked to every otherstrategy in this Plan because the educational experience ofstudents is a function not just of what students are taught andhow they are taught, but also how UAF conducts research,operates, purchases, design facilities, invests, and interactswith local communities.

Engaging the student body will be integral to the successfulimplementation of the SMP. Engagement, however, cannot bea onetime activity it should be con nually nurturedthroughout a student’s time on campus to ensure they areconstantly reminded of UAF’s efforts and given opportunitiesto get involved.

FOCUS AREA:SUPPORT THE CAMPUSCOMMUNITY

RELATED STARSSCORECARD ITEMS FORTHIS STRATEGY

AC1 AC8: Curriculum

EN1 EN5: CampusEngagement


Number ofsustainability focusedcourses: sustainabilityis the main focus ofthe course or a coursethat examines an issuethrough the lens ofsustainability

Number ofsustainability relatedcourses: sustainabilityis incorporated as amodule or unit

Enrollment insustainability focusedor related courses

Student participationin sustainabilityfocused or relatedevents

Student sustainabilityliteracy


57

IMPLEMENTATION STEPS: CURRICULUM

WHAT WHO WHENIdentify Faculty Champions and Convene Curriculum Working GroupThis core working group would regularly convene to develop learningoutcomes, create minor requirements and develop assessmentmethodologies.

Curriculum WorkingGroup

Vice Chancellor,Provost (Support)

Faculty Senate, GERC,CAC, GAC

Spring2015

Develop Learning Outcomes for SustainabilityThis includes specific outcomes in terms of knowledge andprofessional competencies.


Spring2015

Identify Current Courses Suitable for Sustainability MinorRefer to the inventory of UAF courses completed for AASHESTARS/review additional courses suitable for a minor.


Spring2015

Develop an Organized Schedule of Sustainability CoursesThis could be a designator in the current course catalog.

Faculty Senate, GERC Fall 2015

Develop a Sustainability Minor with Cafeteria of CoursesIdentify specific courses and requirements.


Fall 2015

Identify Incentives and Awards for Innovation in TeachingExpanded incentives such as awards, time off, course releases, salaryadjustments, continued grants from the RISE Board, or otherrecognition can encourage faculty participation in sustainabilitycurriculum.


Office of HumanResources

Spring2016

Conduct Campus Public MeetingsMeetings would be convened across campus to educate faculty aboutthis strategy and establish Provost buy in.


Support from ViceChancellor, Provost

Spring2016

Develop Student Guide on Integrating Sustainability Into SkillsDevelopmentThis resource will help students pursuing other degrees understandhow sustainability literacy can enhance career opportunities.

Office of Sustainability Spring2016

Develop an Assessment or Capstone for Sustainability LiteracyDevelop UAF standards and methodologies for testing studentproficiency in sustainability.


Fall 2016

Integrate Coursework with Hands on LearningUse the campus as a “living laboratory”, identifying and expandingopportunities for students to earn course credit for hands onsustainability projects across campus. Continue to coordinate withOffice of Sustainability project funding opportunities.

Office of Sustainability Fall 2016


IMPLEMENTATION STEPS: CO-CURRICULARWHAT WHO WHENIntegrate Sustainability Leadership into LIVE Program LIVE Program Staff Spring 2015

Integrate Sustainability into Student Housing HandbookStudents already receive orientation materials onsustainability this would integrate sustainability into ongoingResidence Life activities.

Department ofResidence Life

Office of Sustainability

Residence LifeCoordinator

Spring 2015

Further Integrate Sustainability in Student OrientationMaterialsInclude information about this SMP and its strategies.

Office of Admissions andthe Registrar

New Student OrientationCoordinator

Fall 2015

Create Sustainability Guidelines for Campus EventsInclude waste, energy and water use, as well ascommunication guidelines.

UAF Events Office Fall 2015


Enhancing UAF’s curriculum would require dedicatedfaculty time to develop guidelines, standards, andassessment methodologies.Diversifying UAF’s curriculum and co curricularprogramming could increase the University’scompetitiveness to attract students.


Students will be better equipped with skills andknowledge to practice environmental sustainability intheir career and personal lives.

SOCIAL IMPACTS

Students will be better equipped with skills andknowledge to practice sustainability in their careers andpersonal lives, to think in systems, and to critically reflecton linkages to and impacts on sustainability.

HELPFUL RESOURCES National Wildlife Federation Campus Ecology Program:http://www.nwf.org/campus ecology.aspx


59

Sustainability Curriculum in Higher education: A call toaction:http://www.aashe.org/files/A_Call_to_Action_final%282%29.pdfSustainable Campuses Multi stakeholder Guide: How toeffectively engage diverse stakeholders on campus in yoursustainability initiatives: http://www.syccjs.org/sites/default/files/Multistakeholder%20guide.pdfEngaging People in Sustainability:https://portals.iucn.org/library/efiles/documents/2004055.pdf

SUSTAINABILITY CURRICULUM AT UNIVERSITY OF ALASKA FAIRBANKS ADDRESSES THE INTEGRATION OF

CULTURAL, ECONOMIC, ENVIRONMENTAL, AND ENERGY COMPONENTS AND SUPPORTS PROJECTS AND PERSPECTIVES THAT HAVE

POSITIVE IMPACTS ON FUTURE RESOURCES, ECOSYSTEM HEALTH, AND

HUMAN WELLBEING.


7.3 Strategy: Integrate Sustainability into Planning and Design

DESCRIPTION This strategy addresses the integration of sustainability intomajor campus plans, as well as into building design andconstruction guidelines. It includes developing andimplementing a comprehensive set of sustainable designguidelines for both existing buildings and newconstruction/renovation that reflect UAF’s culture andcommitment to academic excellence and social responsibility,and address energy use while reducing significant costs foroperation and maintenance over the lifetime of the building.This strategy would include updating UAF’s current DesignStandards for opportunities to increase energy performancethresholds, as well as look beyond their current focus onenergy conservation.

In new construction, there is often no significant difference inthe construction cost to build a new facility designed to highersustainable design standards than to conventional methods.For projects that do have cost impacts, the typical range is lessthan 5 percent of total cost. This is especially true if anintegrated design process is used throughout the process.However, sustainably designed and constructed facilities canuse 25 to 30 percent less energy. Evidence also exists thatsuggests these methods increase building value 10 to 15percent.

The University’s 2010 Campus Master Plan (CMP) alreadyaddresses sustainability in Chapter 2. It is anticipated that thisSustainability Master Plan will be integrated into the overallupdate to the CMP. There are also opportunities to furtherintegrate sustainability into the Strategic Plan 2012 2019.

FOCUS AREA:SUPPORT THE CAMPUSCOMMUNITY


OP 4: Building Designand Construction

PA 2: SustainabilityCoordination


Energy (kBtu) andwater use (kgal) persquare foot of newconstruction andmajor renovation

Number of third partycertified buildings(e.g., LEED)

Percentage ofsustainable materialsused by total projectcost


61


Create a Sustainable Design Guideline Development TeamThis team would develop a proposed mission and goals forsustainability performance of new buildings and majorrenovations.

Facilities Services

CCHRC(Participate on GuidelineDevelopment Team)

Spring 2015

Review Existing Building Design and Construction BestManagement PracticesIn addition to reviewing current guidelines, also reviewdesign and construction practices that may not bedocumented.

Facilities Services

CCHRC(Assist with BuildingDesign Review)

Spring 2015

Review Third party Certification Standards as PerformanceThresholdsThis may include recommending formal certification to astandard (e.g., LEED), or simply integrating elements ofperformance without requiring certification.

Facilities Services Spring 2015

Develop and Adopt Sustainable Design GuidelinesAmend current guidelines to incorporate sustainability intodesign and construction practices. Include renewable energyand amend specific energy performance targets.

Facilities Services Spring 2016

Integrate Sustainability into CMP UpdateIt is anticipated this Plan will become part of the updatedCMP.

CMP Steering Committee As CMP isupdated

Integrate Sustainability into Strategic Plan 2012 2019UpdateThis includes opportunities to align this Plan’s vision, mission,and goals with those of the Strategic Plan.

Office of the Provost As Strategic Planis updated



Cost to implement: $100,000Cost savings (Utilities and Operations/Maintenance):$153,000Annual Operations/Maintenance: $80,500Payback: 2.3 years


Reduced electricity: 50,000 kWhReduced steam: 10,000 klbReduced water: 100 kgalReduced GHG emissions: 1,500 MTCO2e

SOCIAL IMPACTS

High performance buildings can lead to improved indoorair quality, thermal comfort and associated occupantproductivity.

HELPFUL RESOURCES US Green Building Council: www.usgbc.orgUniversity of Minnesota Sustainable Design Guide:www.sustainabledesignguide.umn.edu/University of Connecticut Sustainable Design Guide:www.masterplan.uconn.edu/images/SDG.pdfOregon State University Sustainability in ConstructionStandards: http://oregonstate.edu/sustainability/greenbuildingHarvard Green Building Standards and Checklist Tool:http://www.energyandfacilities.harvard.edu/greenbuilding resource/green building toolsresources/harvard green building standardsPenn State University Strategic Plan (referencesenvironmental sustainability):http://strategicplan.psu.edu/StrategicPlancomplete.pdfGreen Building at University of Manitoba:http://umanitoba.ca/campus/physical_plant/sustainability/operations/422.html


63

7.4 Strategy: Increase Transparency in Investment

DESCRIPTION This strategy focuses on increasing the transparency of theUniversity of Alaska system endowments. These endowmentsare currently managed and invested by the University of AlaskaFoundation, a private non profit corporation operated as apublic foundation. The Foundation Board of Trustees setsinvestment policy for the UA system’s ConsolidatedEndowment Fund.

The University’s Land Grant Endowments consist of theEndowment Trust Fund, which is codified in Alaska Statute14.40.400, and its companion Inflation Proofing Fund. Thesource of the funding consists of income from the sale or leaseof land granted to the university by an Act of Congressapproved January 21, 1929, other gifts, bequests and fundsdedicated to the purposes of the Endowment Trust Fund bythe Board of Regents. The Foundation Pooled EndowmentFund includes endowment and similar funds contributed to thefoundation that do not have specific investment restrictions.Earnings from the Pooled Endowment Fund are primarily forthe support of the UA system, subject to donor imposedrestrictions.

The University of Alaska Foundation makes a list of all holdingsavailable to trustees and senior administrators on a passwordprotected website. A list of asset allocation and externalmanagers is available to the public and is sent upon request.


COMMUNITY

RELATED STARSSCORECARD ITEMS TO

THIS STRATEGY

PA 13: Committeeon Investor

Responsibility

PA 14:SustainableInvestment

PA 15: InvestmentDisclosure


Percentage ofendowment with

negativeinvestment

screens (e.g.,weapons,

tobacco, etc.)

Percentage ofendowment thatis transparentlyshared with the

campuscommunity



HELPFUL RESOURCES Sustainable Endowments Institute:http://www.endowmentinstitute.org/Principles for Responsible Investment:http://www.unpri.org/University of Wisconsin Trust and InvestmentPolicies: http://www.uwsa.edu/bor/policies/rpd/rpd3113.htmStanford University Statement on InvestmentResponsibility:http://apir.stanford.edu/stanford_statement

WHAT WHO WHEN

Create a UA system wide CoalitionIdentify and bring together stakeholdersfrom UAS, UAA and UAF to identifyinstitutional goals for sustainableinvestments.


Development Office

Fall 2014

Establish Committee on InvestorResponsibilityFoster dialogue on investment decisions.Include faculty, staff, students, alumni,trustees, other parties.


Development Office

UA Foundation Office

Fall 2015

Develop Sustainable InvestmentRecommendations

Increased transparency in fundholdings (e.g., campus web site)Investments in sustainable industriesSustainability performance of fundsInvestment manager considerationof sustainability factorsGuidelines for donors who want toinvest in sustainability relatedoptionsShareholder resolutions and proxyvoting



Spring 2016

Present Recommendations to FoundationTrusteesInclude recommendations and draft policystatement.



Winter 2016


65

Endowment Ethics: http://www.endowmentethics.org/


7.5 Strategy: Develop Sustained Funding for Sustainability

DESCRIPTION With the pending future expiration of the sustainability fee,UAF has many options available to fund its sustainabilityinitiatives – in addition to renewing this fee. Some of thesesources can be used as one time alternative sources forfunding projects (such as federal grants), while others could beused to seed a revolving loan fund – a mechanism for providingsustained funding for campus sustainability projects. Some ofthese major funding tools are summarized below and rangefrom government grants and revolving funds to loans, leasesand tax credits.

A helpful resource for funding campus sustainability is theNational Association of College and University BusinessOfficers (NACUBO’s) Financing Sustainability on Campus7, thefirst comprehensive report for business officers who areseeking a clear explanation of a wide variety of financial toolsand programs that can be used to promote sustainability oncampus.

Revolving Loan Funds: These funds have become frequentlyused tools for funding campus sustainability projects. Theyoffer flexibility and the benefit of supporting studentengagement in sustainability. Essentially, these funds are selfreplenishing pools that use interest and principal payments ofoutstanding loans to issue new loans. Some issues to addressinclude how the fund will be seeded, how the fund and loanrecipient will split returns, composition of the administeringauthority, rules governing administration, and the fund’s legalstatus.

At colleges and universities with such funds, sources of fundinghave included:

General operatingbudgetAlumni donations

Student green feesUtility budgetsUtility rebates

7

http://www.nacubo.org/Products/Publications/Sustainability/Financing_Sustainability_on_Campus.html


COMMUNITY


THIS STRATEGY

N/A


Dollars ofsustained annual

funding


67

Efficiency/conservationsavingsCash reservesCapital budgetEndowment investmentsStudent governmentfunding

Donation from anoutsidefoundation/organizationFunding from acampusenvironmentalcommitteeAs an award fromstate energyefficiency program

Endowments: College and University endowment funds can beused to fund sustainability on campus and can be repaid throughproject income or savings. UAF may be able to explore optionsfor setting aside a portion of annual endowment spendingspecifically for sustainability to provide a stable and predictablebudget for carrying out sustainability projects.

Energy Performance Contracting: Energy performancecontracting is a valuable financing tool for campuses whereby theenergy services company performing the on campus energyassessments and identifying efficiency and conservationopportunities is compensated through shared cost savings fromidentified projects.

Gifts: Alumni, corporate, and/or student gifts can be earmarkedfor specific sustainability projects on campus.

Federal Grants, Loans, Cooperative Agreements, and PartnershipPrograms: While federal funding opportunities change from yearto year and between administrations, there are typically severalopportunities for funding higher education sustainabilityinitiatives. The U.S. Department of Energy and EnvironmentalProtection Agency both offer several funding opportunities in theform of grants, loans, cooperative agreements, and partnershipprograms that address energy efficiency, renewable energy,pollution prevention, and other topics. The U.S. Department ofAgriculture provides grants to colleges and universities pursuingresearch or education programs focused on agricultural projectsrelated to sustainability. Both the Higher Education OpportunityAct and the Energy Independence and Security Act providefunding support for higher education institutions, althoughfunding has varied based on congressional appropriation actions.The web site www.grants.gov is a helpful tool in researchingfederal grant funding opportunities from year to year.


National Science Foundation (NSF): The NSF's Science,Engineering, and Education for Sustainability (SEES) initiativesupports interdisciplinary research and education related tosustainability. With a wide range of grants and assistanceprograms, SEES aims to: 1) support interdisciplinary research andeducation that can facilitate the move toward globalsustainability, 2) build linkages among existing projects andpartners and add new participants in the sustainability researchenterprise, and 3) develop a workforce trained in theinterdisciplinary scholarship needed to understand and addressthe complex issues of sustainability. Sustainability ResearchNetworks, one of the programs under SEES, engages and exploresfundamental theoretical issues and empirical questions insustainability science, engineering, and education that willincrease understanding of maintaining and improving the qualityof life for the nation within a healthy earth system. The goal of theSustainability Research Networks competition is to link scientists,engineers, and educators at existing institutions, centers, andnetworks and also develop new research efforts andcollaborations. Finally, Sustainable Energy Pathways calls forinnovative, interdisciplinary basic research in science, engineering,and education by teams of researchers for developing systemsapproaches to sustainable energy pathways based on acomprehensive understanding of the scientific, technical,environmental, economic, and societal issues.

Power Purchase and Lease Agreements: A PPA is an agreementbetween the owner of a power generating facility (“powerprovider”) and a power consumer (“power purchaser”) wherebythe power purchaser agrees to purchase energy and/or capacityat a specified price for a specified term. PPAs are a common andimportant component of renewable energy projects on collegeand university campuses that generate power to be consumed byend users other than the project’s owner. In Alaska, theRegulatory Commission of Alaska must approve PPAs.

Lease arrangements are similar to PPA arrangements in that theowner and operator of the system is not the end user of theelectricity. The difference between leases and PPAs is that thelease contract involves the actual equipment and not the sale ofelectricity. The same advantages exist (i.e., eliminating theupfront cost barrier and attracting companies to the state withsignificant buying power).


69

Private Foundations: The Foundation Center(http://foundationcenter.org) provides an online research tool toidentify private foundation funding sources suitable for campussustainability initiatives. Some of the larger foundations includeGordon and Betty Moore, David and Lucile Packard, William andFlora Hewlett, Ford, and the Energy Foundation. TheEnvironmental Grantmakers association (http://ega.org/) isanother helpful resource for researching potential grants.

STATE OF ALASKA FUNDING OPPORTUNITIES

Renewable Energy Fund Grant: In May 2008, Alaska’s governorenacted legislation authorizing the creation of a renewable energygrant fund. The legislation recommended that the program beadministered by the Alaska Energy Authority (AEA). The grantprogram is intended to provide assistance to utilities,independent power producers, local governments, and tribalgovernments for feasibility studies, reconnaissance studies,energy resource monitoring, and work related to the design andconstruction of eligible facilities. In order to be eligible for a grant,a project must be located within Alaska. The list of eligibletechnologies includes solar, wind, geothermal, hydrothermal,certain types of biomass, biogas, wave, tidal, waste heatutilization, river in stream power, and hydropower. Also eligibleare fuel cells that use hydrogen generated from an eligiblerenewable resource or natural gas; certain natural gas projectslocated in small communities; and, electricity or natural gastransmission and distribution infrastructure projects that link aneligible project to related infrastructure.

Energy Efficiency Revolving Loan Program: In June 2010, theAlaska governor enacted SB 220, an omnibus energy bill, whichcreated several renewable energy and energy efficiencyprograms, including the Alaska Energy Efficiency Revolving LoanFund Program. This program is administered by the AlaskaHousing Finance Corporation (AHFC) and offers loans to schools,the University of Alaska, state government, and municipalgovernments for energy efficiency improvements.

In order to participate in this program, the entity requesting theloan must assess existing energy use by participating in theRetrofit Energy Assessment for Loan (REAL) process. This ensuresthat energy efficiency measures funded by the loan will providesavings greater than the loan payments. An investment gradeaudit is also required and the energy efficiency measures eligiblefor a loan will be determined by this audit. There is a maximum


term length of 15 years and no maximum loan amount. However,loans in excess of $1.5 million require special approval.

Tax Incentives: As a tax exempt entity, UAF cannot benefitdirectly from tax incentives. But they can benefit from themindirectly by attracting investors willing to contribute equity inreturn for tax benefits. One example is the Business EnergyInvestment Tax Credit, providing incentives for taxpaying entitiesto invest in certain renewable energy technologies. This includesa 30 percent credit for solar, fuel cells and small wind; and 10percent for geothermal, micro turbines and combined heat andpower (CHP).


HELPFUL RESOURCES Financing Sustainability on Campus:http://www.nacubo.org/Products/Publications/Sustainability/Financing_Sustainability_on_Campus.htmlGreen Revolving Funds: An introductory guide toimplementation and management:http://www.aashe.org/files/documents/resources/grf_intro_guide.pdf

WHAT WHO WHEN

Assess Current PortfolioAssemble a team to conduct a review of andasses the current portfolio for sustainability

Office of Sustainability Spring 2015

Convene Working GroupEvaluate opportunities to establish arevolving loan fund or other sustainedfunding source (continued/modified fees,alumni donations, operating budget).


Create Feasibility StudyRecommend options for sustaining up to $1million in annual sustainability programfunding.

Office of Sustainability Spring 2016 –Fall 2017

Apply for/Establish Funding SourceActions could include seeding revolving loanfund by applying for grants, putting thesustainability fee up for renewal orrequesting funding from the generaloperating fund.

Office of Sustainability 2019 (to bein placewhenStudentSustainabilityFee expires)


71

Greening the Bottom Line – Green Revolving Funds:http://www.aashe.org/files/documents/resources/greening the bottom line 2012.pdfSustainable Endowments Institute:http://www.endowmentinstitute.org


8.0 CLOSE LOOPS AND CONSERVE MATERIALS

CLOSE LOOPS ANDCONSERVE MATERIALSGOALS

Source annually 3% of food(by dollars) locally for atotal achievement of 30%by 2025.

Reduce packaging fordelivered goods by 15%annually to achieve 90%packaging diversion by2022 (including packagingtake back, otherstrategies).

Become a net zero waste(90% diversion) campus by2035.

THE CLOSE LOOPS AND CONSERVEMATERIALS FOCUS AREA FOCUSES ON MANAGING

THE UNIVERSITY’S WASTE STREAM AND FOOD SUSTAINABILITY THROUGH

RESPONSIBLE PURCHASING AND SOURCING, SOURCE REDUCTION AND DECREASING

THE OVERALL VOLUME OF MATERIALS IT SENDS TO THE LANDFILL.


OPERATIONS :o DINING SERVICESo PURCHASINGo WASTE

8.0 Close Loops And Conserve Materi

73

8.1 Strategy: Reduce Materials and Purchase Responsibly - Packaging, Promotion, Purchasing

DESCRIPTION This strategy addresses materials introduced into UAF’s wastestream and contributes to the larger goal of increasing diversionrates to 90% by 2035. Specific actions UAF can take to integrateinto procurement decisions are outlined including theconsideration of recycled content and waste minimization in thepurchasing decision making process – along with total life cycleimpacts, cost and durability.


Conduct Procurement andPackaging InventoryDevelop tracking system to recordand analyze incoming materialswith an eye towards pinpointingunnecessary materials/packaging.Analyze procurement records toidentify long term purchasingtrends at UAF.

Office of Sustainability(Develop draft tracking tool andmobilize Procurement and CentralReceiving.)

Procurement and Central Receiving(Track and record incoming materials.Identify long term trends andopportunities.)

Spring2015(ongoing)

Develop DetailedEnvironmentally PreferablePurchasing (EPP) Guidelines andToolsExpand EPP procurementguidelines beyond Section 7 of theUA Purchasing Policy andintegrate EPP guidelines intodepartment specific purchasing.Develop a decision making toolincluding guidelines and criteriafor selecting green products.Incorporate guidelines into theprocurement process and connectthe developed decision makingtool with an associatedtracking/accountability methodfor determining progress.

Office of Sustainability(Lead development of guidelines andtools)

Procurement(Support development and enforceimplementation)

Auxiliary, Recharge and ContractOperations(Provide input and support fordeveloping guidelines)

Materials Management Working Group(Provide input and support for EPPguidelines and tools development.Coordinate across departments duringimplementation)

Spring2015

FOCUS AREA:CLOSE LOOPS AND

CONSERVE MATERIALS


THIS STRATEGY

OP 17: WasteReduction

OP 18: WasteDiversion


Percent by cost ofall purchases for

goods thatinclude

sustainabilityfeatures (e.g.

made from postconsumercontent,

recyclable, etc.)

Metrics forspecific products(e.g., percent ofpaper consumedwith 100 percentrecycled content,

percent ofelectronicsequipment

certified to acertain EPEAT

level, etc.)

Decreased totalvolume ofpurchasedmaterials


WHAT WHO WHENIdentify and Train Building levelProcurement ChampionsWork with building coordinators anddepartment heads to identify volunteer,building level procurement champions.Champions will be responsible forbuilding level implementation,education and tracking progress.

Office of Sustainability(Lead procurement champion program)

Facilities Services(Provide input and coordinate with membersof their building captain program)

Key Departments and Building Coordinators(Attend meetings, implement projects, reportto Office of Sustainability)

Spring 2015

Develop UAF EnvironmentallyPreferable Policy and LabelingDevelop standards for environmentallypreferable products and design areusable label to be used in campusdining & retail that communicates toconsumers which products are moreenvironmentally friendly than theirequivalents.

Office of Sustainability(Lead development of product guidelines anddesign the label)

Procurement(Lead development of product guidelines)

Dining Contractor(Provide input for product guidelines)

Campus Retail Contractor(Provide input for product guidelines)

Fall 2015

Integrate Responsible MaterialManagement Practices Across Campusand into Promotional Materials andCampaignsDevelop University wide materialsmanagement guidelines. This includesmaterial reduction initiatives for allcampus promotional materials, shiftingfrom print media to electroniccampaigns, and leveraging UAF’s Officeof Sustainability website and socialmedia outlets for promotional purposes.Swap out printed content for digital filesdistributed on flash drives that students,faculty, employees and visitors canreuse.

Office of Sustainability(Lead development of University widematerials management guidelines)

Marketing and Communications(Assist with development and dissemination ofmaterials management guidelines)

Materials Management Working Group(Provide input, support and suggestions formaterials management guidelines)

Key Departments/Building Coordinators(Attend meetings, building wide educationand guidelines implementation, reportprogress to Office of Sustainability)

Ongoing


75


Upfront investment costs $13,000Annual cost savings due to waste minimization (not basedon purchased recyclable materials) $13,000Payback: 1.3 years


Annual reduction of 100 MTCO2eWaste reduction of 100 tons

SOCIAL IMPACTS

Enhanced leadership, engagement and interest in wastereduction

Helpful ResourcesU.S. Environmental Protection Agency Waste ReductionResources: http://www.epa.gov/epaoswer/nonhw/muncpl/reduce.htmNational Waste Prevention Council:dnr.metrokc.gov/swd/nwpc/index.htmLandscape Waste Reduction Outreach Partnership:wastediversion.org/landscaper/index.htmlPacific Northwest Pollution Prevention Resource Center’s(PPRC) Product Stewardship for Manufacturers Tool:http://www.pprc.org/pubs/epr/takeback.cfmResponsible Purchasing Network:http://www.responsiblepurchasing.orgENERGY STAR: http://www.energystar.govElectronics Purchasing Environmental Assessment Tool:http://www.epeat.netWasteSpec:http://www.tjcog.dst.nc.us/regplan/wastspec.shtmlConservatree: http://www.conservatree.com


8.2 Strategy: Increase Diversion Rate

DESCRIPTION With the SMP goal of 90% waste diversion by 2035, this strategybuilds on the University’s existing recycling, reuse and compostingpractices, and feedback from the SMP Steering Committee duringgoal setting exercises. It creates a comprehensive wastemanagement plan that integrates responsible disposal practicesinto the University’s daily operations.


WHAT WHO WHENConvene a WasteReduction CommitteeThe committee shouldbe comprised ofadministrators, staff andstudents working acrosscampus to build andimprove UAF’s diversionrate. The committee willcreate goals andobjectives, prioritizeactions and monitorprogress.

Office of Sustainability(Lead outreach andorganization ofcommittee meetings)

Building Coordinators(Participate as membersof the Waste ReductionCommittee)

Facilities Services(Support Office ofSustainability inorganization andimplementation)

Design andConstruction(Participate on WasteReduction Committee)

Marketing andCommunications(Assist withdisseminatinginformation about thegoals, objectives andactions identified)

Fall 2014/Spring2015

FOCUS AREA:CLOSE LOOPS ANDCONSERVE MATERIALS


OP 17: Waste Reduction

OP 18: Waste Diversion

OP 20: Electronic WasteRecycling Program


Annual solid wastegeneration (tons) andcost

Annual diversion torecycling (tons) andcost

Annual diversion tocompost (tons) andcost


77

WHAT WHO WHENCreate Waste/Recycling/Compost Tracking Tools andContinue to Monitor ProgressBuild on current RecycleMania efforts, and track allmaterials (waste, recycling, and compost) that are disposedof in order to gain a solid understanding of waste flow andto benchmark progress as the University implementsprojects to increase diversion rates.

Office of Sustainability(Lead tool development)

Facilities Services(Support development andlead tracking and analysis)

Building Coordinators(Building level tracking)

Fall 2014/Spring 2015

Consolidate Waste and Recycling Collection Services andCollection PointsWhen ABM’s contract expires in 2016, seek a serviceprovider (ABM or other) that will collect all materials (waste,paper and recycling) on a building level. Restructure wasteand recycling collection points in buildings to centralizedlocations with bins for waste and all recyclable materialsthat are clearly labeled with contents that can and cannot beplaced in respective bins.

Office of Sustainability(Lead implementation)

Facilities Services(Assist with coordinatingand implementation)

Vice Chancellor of AdminServices

Building Coordinators(Support Office ofSustainability inimplementation)

Fall 2014

Expand Composting PracticesExpand composting in phases. Initial composting expansionshould include post consumer food in dining facilities.Leveraging knowledge from the Murie building zero wastepilot, expand program to include composting bins inacademic and administrative buildings. Integratecompostable materials such as bioplastics into purchasingguidelines.

Office of Sustainability(Lead implementation)

Dining Services(Assist with developing andimplementing expansion)

Department of Facilities(Build Department capacityto handle increasedcompost)

Fall 2014


WHAT WHO WHENEducate Campus Community about Increased DiversionInitiatives and PracticesIncrease awareness of both the importance of increaseddiversion rate and proper disposal practices. Reinforce themessage with clear signage at points of disposal and includeresponsible purchasing reminders at on campus points ofsale.

Office of Sustainability(Work with Marketing todevelop campaigns)

Marketing andCommunications(Assist with development ofmaterials and disseminatinginformation)

Building Coordinators(Promote educationalmaterials and media)

Ongoing

Create University CompetitionsBuild off of diversion rate tracking system to create buildingor department level diversion rate competitions. Offerfinancial incentives based on tipping fee cost savings.

Office of Sustainability(Develop competitions)

Student Activites Office(Assist with promoting andimplementing competitions)

ASUAF(Assist with promoting andimplementing competitions)

Residence Life(Assist with promoting andimplementing competitions)

Building coordinators(Engage building occupantsin participation)

Spring 2015(Ongoing)


79


Upfront investment in collection point consolidation,educational signage, and expanded composting $76,000Annual cost savings $1,700Extended payback


Annual reduction in GHG emission by 10 MT CO2eAnnual solid waste reduction 20 tons

SOCIAL IMPACTS

Enhanced leadership, engagement and interest in wastereduction

HELPFUL RESOURCES Standardized waste and recycling bin labeling:http://www.recycleacrossamerica.org/ASHEE waste resources:http://www.aashe.org/resources/resources wasteminimization and recycling campus/U.S. Environmental Protection Agency waste related bestmanagement practices:http://www.epa.gov/region1/assistance/univ/bmpcatalog.html#WasteManagement


8.3 Strategy: Integrate Sustainability into Food Services

DESCRIPTION This strategy will build off of UAF’s existing efforts to purchaselocally and grow food on campus, and to help move UAF toward amore sustainable food system with local, organically grown andresponsibly sourced ingredients. Working toward moresustainable food services involves addressing product liabilityrelated to local producers, establishing a commitment towardsustainable food systems and developing cooperativerelationships with other institutions (local farms, etc.) to spur thesupply and dependability of local foods and encourage surplusprocessing in local economies.


WHAT WHO WHENConvene Dining ServicesCommitteeThis committee will spearheadefforts to seek localpartnerships (beyond coffee, icecream, etc.) and avenues forincreasing the use ofresponsibly produced, organic,low carbon and regional foods.It will also foster conditions toincrease the use and availabilityof such foods.

Office ofSustainability(Lead committeeorganization andmeetings)

RISE Board(Participate inmeetings)

Chancellor’sStudent FoodCommittee(Participate inmeetings)

Dining Services(Support researchand identificationof opportunities)

Fall2014/Spring2015

FOCUS AREA:CLOSE LOOPS AND

CONSERVE MATERIALS


THIS STRATEGY

OP 6: FoodPurchasing


Percentage offood purchased

regionally

Pounds of foodproduced on UAF

land holdings

Percentage oforganic foodpurchased

Percentage ofDining Service

locations offeringdiscounts for

reusablecontainers

Food donationprogram

developed

Percentage ofZero Waste

catering events


81

WHAT WHO WHEN

WHAT WHO WHEN Inventory Ingredients Used in Dining ServicesExplore local, organic, low carbon and/or sustainablyproduced ingredients that could replace current ingredientsused by UAF that are not sustainably produced (e.g. dairy,meat, fish, seasonal produce).

Dining Services Committee(Lead exploration andrecommendation efforts)

Office of Sustainability(Provide assistance to theDining Services Committeewith coordination andimplementation)

Dining Services Contractor(Discuss findings andimplementation avenueswith parent company)

Cooperative Extension(Provide assistance withdeveloping relationships withlocal producers)

Spring2015

Develop Local Supply Network and Purchasing CooperativeIdentify and collaborate with other local institutions to leveragelarger purchasing influence on suppliers and producers. Invitelocal growers and processors to submit product information.

Office of Sustainability(Coordinate with localpartners and Dining Services)

DiningServices Committee(Review applications andselect feasible partners)

Spring2015

Create a Zero Waste Catering OptionWork to make catering zero waste at UAF. Use sustainablecleaning products, washable table lines, reusable cutlery andensure that all packaging is made from materials that can berecycled in Fairbanks. Offer composting and recycling of allitems that are not able to be reused. Publicize the zero wastecatering option to individuals and departments looking to haveevents catered.

Dining Services


Dining Services Contractor

Spring2015


WHAT WHO WHEN

Create Sustainable Food OptionsUse sustainability raised and harvested seafoodIncrease UAF garden usageEncourage on site options for food preparation and fromscratch cookingInvestigate organic options for cost effective replacementsInclude organic options at grab and go locations

Dining Services


Cooperative Extension

Fall 2015

Increase Visibility in DiningIncrease signage (environmental preferable labeling) forsustainable or low carbon food options.Sustainability efforts in Dining Services are advertised atdining locations, on the Dining Services website and oncampus.

Dining Services



Procurement

Fall 2014

Integrate Sustainability RequirementsInclude sustainability requirements in contract negotiationswith dining services company.

Dining Services Fall 2015

Reduce Waste in Dining OperationsReduce packaging and avoid the use of items not recyclablein FairbanksSwitch to recyclable beverage containers such as aluminumOffer discounts for using reusable containersSwitch to recyclable/compostable containers at grab and golocationsIncrease composting at all dining locations and compost atUAF EcodumpGive food produced in excess to the Food Bank or localsoup kitchenUse waste oil for heating or to make biodieselImplement post consumer recycling of food items andpaper products contaminated with food/greaseInvestigate and possibly acquire funding for an ORCA(http://www.swrl.com/images/orca_green_machine/ORCASales Presentation.pdf)Include composting and recycling options at catering events

Dining Services



Summer2015 Fall2015


83


Increase support for local and sustainable food economy


Reduced GHG emissions associated with food miles(decreased fossil fuel consumption, air pollution)Preserved genetic diversity and protection of food supply

SOCIAL IMPACTS

Sourcing food locally raises awareness about where foodcomes from and how it is producedStudies have indicated that organic, local foods retaingreater portions of nutrientsFostering relationships with local producers gives astronger sense of place, relationships, trust, and pridewithin communities

HELPFUL RESOURCES Eat Local Alaska: http://akfood.weebly.com/findalaska foods.htmlAlaska Division of Agriculture resources for school foodservices professionals:http://dnr.alaska.gov/ag/ag_SchoolFood.htm


9.0 SHAPE ALASKA’S FUTURE

9

THE SHAPE ALASKA’S FUTURE FOCUS AREA FOCUSES ON LAYING THE GROUNDWORK

FOR UAF TO MOVE INTO A SUSTAINABLE FUTURE WITH STRONG TIES TO ITS BROADER

COMMUNITY.


PLANNING ADMINISTRATION & ENGAGEMENT:o RESEARCHo PUBLIC ENGAGEMENT

SHAPE ALASKA’SFUTURE GOALS

Establishinstitutionalpolicies/incentivesfor sustainability by2018.

9

85

9.1 Continuing Research

The University already scores well in AASHE STARS for itsresearch dedicated to sustainability. Sustainability research atUAF addresses the integration of cultural, economic,environmental and energy components and supports projectsand perspectives that have positive impacts on futureresources, ecosystem health and human wellbeing. Researchprojects focus on climate change and adaptation; enablingcommunities to exist in environmentally stable ways;ecosystem management; energy efficiency and renewableenergy; water quality; and food security and agriculturalsystems. By continuing such research, UAF is well positionedto help shape Alaska’s future.

9.2 Supporting Community Partnerships

Universities with thriving sustainability programs are alsoactively engaging in partnerships with the communities inwhich they reside. UAF, for example, already has partneredwith K 12 schools and with the Fairbanks Borth Star Borough(FNSB) on various projects. As shown throughout this SMP,there are even more significant opportunities to collaboratewith community partners, from working with federal militarybases on waste reduction to coordinating on regionaltransportation solutions. Partnerships can be informal andshort term in nature, or they may be formalized, multi yearcollaborations with the aim of catalyzing local and regionalsustainability.

9.3 Shaping Policy

As a prominent institution in Alaska, a thought leader and alarge organization with “purchasing power”, UAF is in a strongposition to shape public policy with respect to sustainability.From policy that supports wise and efficient use of energy andresources to actions that help prepare the state for a changingfuture, UAF can continue to offer ideas and innovations toshape such future policy and legislation.

FOCUS AREA:SHAPE ALASKA’S

FUTURE

RELATED STARSSCORECARD ITEMS

AC 9 11:Research, Support

and Access

EN 9: CommunityPartnerships

EN 14:Participation in

Public Policy


The Office ofSustainability

website will have apage highlighting

formal partnershipsand public policy

developmentprograms that

advancesustainability withinthe community and

shape Alaska’sfuture.


WHAT WHO WHEN Identify and formally adopt policies and repository programs.This will ensure open access to all new peer reviewed researchproduced by UAF faculties in a designated repository.


Rasmusson Library

Center for Research Services

Fall 2015

Develop a campus wide survey. This survey will be used toidentify formal partnerships and public policy development UAFis engaged in that advance sustainability.


In 2012 UAF installed its first student solar project, a 13kW solar photovoltaic system,

on the Student Recreation Center.

8787

10.0 CROSS-CUTTING THEMES 10.1 Power Plant

As noted in the GHG inventory in Chapter 2, UAF’s power plant is themost significant source of emissions attributed to UAF. Power plantspresent great opportunities to address emissions reductions, but alsogreat challenges. As the time of development of this SMP, plans hadalready been initiated to upgrade UAF’s power plant with continueduse of coal. As a result, there were limited opportunities to addressstrategies directly associated with power plant emissions. This shouldbe a topic of continued dialogue at UAF, while simultaneouslyaddressing topics such as improved energy efficiency and deploymentof renewable energy where feasible.

10.2 Communications Plan for Sustainability

Communications is a critical cross cutting theme for sustainability atUAF. As shown in the campus survey, even with the significant effortsof the Office of Sustainability many people on campus were unawareof UAF’s sustainability practices. This is not an issue specific to UAF;campuses are complex systems with faculty, staff and students allhaving different drivers, perspectives and motivations.

Nonetheless, effective communication is key to the success of thisSMP and its strategies. This will depend on developing a sustainabilitycommunications plan with multi stakeholder focuses and channels. Itshould include key messages, map out stakeholders to understandtheir needs and perspectives and include measures of success.

CHANNELS FORSUSTAINABILITYCOMMUNICATION

Electronic newslettersand digital signage

Web sites and email

Videos and radio

Events

Posters and flyers

Tours

Student leadership

Social media

Peer to peer networksand discussion groups

Press releases

Campaigns

Conferences

Trainings andorientations

Annual reports


HELPFUL RESOURCES The University of California’s Talking Louder About Sustainability is agood example of a broad and holistic communications plan andcampaign for sustainability:

http://tgif.berkeley.edu/index.php/about/program history/60talkinglouder

WHAT WHO WHEN

Develop Best Practice ListDevelop a best practices list for sustainable marketingand disseminate information via web and Cornerstone.


Marketing andCommunications

CTC Marketing

Fall 2014

Integrate Sustainability into Communications PlanningIntegrate sustainability into UAF’s Integrated Marketingand Communication Plan as appropriate.


Spring 2015

Develop Communications PlanWork with Marketing and Communications to develop acommunication plan that identifies target audiences andkey messages. Promote programs once the plan isfinalized.



Spring 2015

Develop Ongoing Annual Review Process and ReportCreate a template for an annual report that highlightssuccesses and identifies gaps and future priorities.

Office of Sustainability Spring 2015

Evaluate ProgressEvaluate marketing and communications annually usingmethods such as surveys.



Spring 2016

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11.0 IMPLEMENTATION AND MEASURING PROGRESS 11.1 Responsible Parties

The University is fortunate to have the Office of Sustainability, a department dedicatedto keeping the SMP on track from year to year. The Office of Sustainability will play avital role in the implementation of the SMP and how roles and responsibilities forimplementation are carried out as outlined in the strategies. This includes a charting ofwho is responsible for doing what parts of the Plan, who needs to be consulted orinformed and ultimately who will be held accountable.

With interdepartmental support, the Office of Sustainability can be responsible for theyearly measuring of progress to goals and coordination of the implementation of theSMP. Ideally, the UAF SMP Steering Committee convened to support the initialdevelopment of this SMP could continue in some form to meet to supportimplementation and to guide the continued evolution of the SMP. As well, the UAFcommunity is rich with sustainability expertise and resources that should be tapped inimplementing the various strategies of this SMP.

11.2 Implementation Timeline

In total, the above sections of the SMP reference several different high level strategies,each with its own set of implementation steps, costs and benefits, resources andpartners and performance metrics. For the strategies to work together as a cohesivesystem, these distributed efforts need to be coordinated and integrated to accomplishthe following:

Ensure parts are not working at odds with each other.Maximize synergies between related strategies.Cross pollinate lessons learned.Measure cumulative impacts relative to stated goals.Determine next meaningful paths based on progress and emerging opportunity.


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11.3 Monitoring Performance and Reporting Progress

Monitoring is essential for evaluating the cumulative effect of the SMP,especially as implementation across the different strategies continues to growand mature in years to come. With the baseline GHG inventory established inthe SMP, a protocol and information management system has been provided toUAF to ensure ongoing measurement of the University’s carbon footprint on anannual basis. The carbon footprint is aggregated from a number of supportingkey metrics such as energy consumption, solid waste generation, recycling ratesand transportation metrics that support short term and long term goals withinthe different focus areas of the SMP. These measurements can then provide thebasis for a quantitative and technically credible annual sustainability report tothe community. The report would share quantitative progress toward goalswhile sharing success stories and communicating intentions for the upcomingyear.

11.4 Future Updates to the SMP

The monitoring and reporting process will not only reveal the University’sprogress toward its goals, it will also help identify opportunities for updates tothe SMP itself. These updates may include new goals, strategies, potentialpartners and resources and additional areas of focus beyond the SMP’s currentfocus areas. With the experience of having started to implement strategies andactions, UAF may wish to re evaluate both the short term and long term goalsidentified in the SMP and refine them based on progress and changingperceptions. For example, goals originally viewed as aggressive may be moreachievable than initially thought, prompting staff to revise goals upward asprogress is made.

WHAT WHO WHEN

Recognize the Sustainability Master Plan as an officialUAF guiding document.

Master PlanningCommittee

Chancellor

Fall 2015

Produce an annual report of sustainability activitieshighlighting accomplishments.

Office of Sustainability First report in Fall2015, update yearly

6.0 PROTECT RESOURCES - UAF Home€¦ · xIAQ/mold/water infiltration issues exist xRoof replacement or other Facilities Services (Identify candidate buildings and implement improvements)

Documents