ENVIRONMENTAL SUSTAINABILITY: A ROADMAP FOR CALVIN … · ENVIRONMENTAL SUSTAINABILITY: A ROADMAP FOR CALVIN COLLEGE December 2016 Taskforce Members Brian Paige and Jamie Skillen,

ENVIRONMENTALSUSTAINABILITY:AROADMAPFORCALVINCOLLEGE

December2016

TaskforceMembersBrianPaigeandJamieSkillen,Co-Chairs

BeckyHaney,LeeHardy,JackPhillips,BeckiSimpson,DaveWarners

2

EXECUTIVESUMMARY

TheSustainabilityCharterTaskforce(taskforce)workedforninemonthsreviewingCalvinCollege’ssustainabilitygoalsanddevelopingrecommendationsthatwillensuretheirtimelyachievement.ItdividedtheworkamongfivegroupsfocusedontheSecondNatureCarbonCommitment,organizationandgovernance,curriculum,lifestylechoices,andmessaging.Basedonthiswork,thetaskforcemakesthefollowingrecommendations.

Recommendation1:Definesustainability:ThetaskforcerecommendsthatinSpring2017,theEnvironmentalandEnergyStewardshipCommitteereviewandrecommendforcampus-wideadoptionthetaskforce-recommendedformaldefinitionofsustainability.Aconcretedefinitionwillbringclarityandfocustothebroadrangeofsustainabilityactivitiesgoingforward.

Recommendation2:SigntheSecondNatureCarbonCommitment(formerlytheACUPCC)andbegintrackingCalvin'scarbonreductionandfinancialsavings:ThetaskforcerecommendsthatPresidentLeRoysigntheSecondNatureCarbonCommitmentbyFebruary1,2017,pledgingCalvinCollegetoactonthetask-force-recommendedimplementationplantoachievenetcarbonneutralitywithin40years.Bypledgingtoeliminatethecollege’sdirectcarboncontributionstoclimatechange,PresidentLeRoywillaffirmanddeepenthecollege’scommitmenttocreationcareandsocialjustice,aswellassetinmotionactionsthatwillleadtolong-termfinancialsavings.

Recommendation3:AppointaDirectorofSustainability:ThetaskforcerecommendsthatthecollegeappointaDirectorofSustainabilitytobegininbudgetyear2018(July1,2017).Adirectorwillbeabletoadviseandcoordinatetheworknecessarytoachievethecollege’sstatedsustainabilitygoals,andinsodoing,assurethatmaximumcostsavings,efficiencygains,andbenefitsareachieved.ThetaskforcealsorecommendsthattheCommitteeonGovernancerevisethemandateoftheEnvironmentalandEnergySustainabilityCommitteetogiveittheresponsibilityofadvisingtheDirectorofSustainability.

Recommendation4:CommittoachievingsustainabilityliteracyforallgraduatesandbeginassessingsustainabilityliteracySLOsaspartofthecorecurriculuminAY2018-2019:Thetaskforcerecommends,pursuanttoStrategicPlanI.1.d,thattheCCCandEPCreviewandadoptthetaskforce-recommendedSLOsandcurriculumplanthatwillcollectivelyguidesustainabilityliteracyforallgraduates,withimplementationbeginninginAY2018-2019.

Recommendation5:Expandincentivesandawareness-buildinginitiativesforlifestylechoicesthatalignwiththecollege’ssustainabilitygoals:ThetaskforcecommendstheStudentLifeDivisionforitsrobustsupportofstudent-ledinitiativesthatpromotesustainablelifestylechoices.ThetaskforcerecommendsthatStudentLifeexpandandformalizesustainablelivingaspartoftheco-curricularexperienceandincludesustainablelifestylechoicesaspartoforientationprogrammingbeginninginSummer2017.ThecommitteerecommendsthecollegebuildonthesuccessoftheseinitiativesbyexpandingHealthyHabitstoincludesustainablelifestyleincentivesandawarenessprogrammingforfacultyandstaffbeginningSpring2017,withfurtherinitiativestobedevelopedandcarriedforwardbyaDirectorofSustainability.

Recommendation6:Aligncampusmessagingwithacohesivesustainabilitynarrative:ThetaskforcerecommendsthatinSummer2017,theBrandStewardbegintoreorganizeandupdatethemultiple,disparatevenuesforsustainabilityinformationonthecollegewebpagesandprintedliteraturetoconveyacoherentandconsistentmessage.ThetaskforcefurtherrecommendsthattheBrandStewardworkwithaDirectorofSustainabilityinAY2017-2018todevelopamessagingstrategytoleveragethecollege'ssustainabilityeffortsandachievementsinsupportofeffortstoincreaseenrollmentandexpandadvancement

3

INTRODUCTION

InJanuary2016,CalvinCollegePresidentMichaelLeRoyindicatedaninterestinthefeasibilityofsigningtheSecondNatureCarbonCommitment.Consequently,VicePresidentsToddHubersandSallyVanderploegcommissionedachartertaskforce1)toadvisePresidentLeRoyonthefeasibilityandcostsofachievingnetcarbonneutrality,2)torecommendtoolsforachievingthesustainabilitygoalsoutlinedintheStrategicPlan,“Calvin2019,”and3)torecommendorganizationalchangesnecessarytofurtherinstitutionalizesustainabilityasacorecollegevalueacrossoperatingunits.

Thetaskforceworkedforninemonthstofulfillitscharteredgoals.Giventhetaskforce’sbroadmandate,itdividedworkintofiveworkinggroupstoaddressmorespecifictopicareas:SecondNatureCarbonCommitment,organizationandgovernance,curriculum,lifestylechoices,andmessaging.

A. GuidingDocuments

Thetaskforce’sbroadworkwasguidedbyseveralauthoritativecollegedocuments,anditsrecommendationswereshapedfurtherbyanexternalevaluationconductedbySecondNature.Thefirstsourceofguidancewasthe“StatementonSustainability,”whichtheboardoftrusteesapprovedin2007.KeyelementsofthatstatementaresummarizedbelowinTable1.1.

Table1.1:“StatementonSustainability”(2007)

OurpurposeistoinfuseCalvin’svigorousliberalartseducationwiththoughtful,BiblicallybasedprinciplesthatlayafoundationforlivinginawaythathonorstheCreatorandhisbelovedcreation.TheReformedtraditionrecognizestheimportantroleofcreationasGod’sgeneralrevelationofgoodnessandgrace.Wealsorecognizeourresponsibilitytointerpret,wiselyuse,andcompassionatelycareforGod'screation.Indoingso,wetakeseriouslytheBiblicalmandatetobestewardsofGod’sgoodearth.

Sustainablelivingisthedailyworkingoutofthestewardshipmandate.WeseektoliveaspartofthenaturalworldinwaysthatmirrorthecareandloveGodhasforthecreation.Toliveinasustainablefashionmeansourdailyactivitieswillbeconductedinsuchamannerthattheydonotseriouslyjeopardize,butinsteadpromote,thewellbeingofotherpeople,otherspecies,andtheabilityoffuturegenerationsofallcreaturestoflourish.Thisstatementisintendedtochallengeourselvestoleadlivesofincreasedmeaningandpurpose,livesthatpromotehealingandreconciliationwithincreation.Weconsiderthisresponsetobeadivinecalling,theworkingoutofwhichwillbearfruitsofloveandhopeinourgroaningworld.

Thestatementgoesontosuggestgoalsinthirteendistinctareas:

a. TeachingandResearch h.FoodandFoodServicesb. PurchasingandAdministrativeServices i.CampusGroundsandLandUsec. WasteReductionandRecycling j.BuildingConstruction:NewandRenovationd. EnergyPurchasing k.CampusSitePlanninge. WaterandWastewater l.InvestmentPolicesf. HazardousMaterials m.Outreachg. Transportation

4

Thetaskforcealsoworkeddirectlyfromthecollege’sstrategicplan,“Calvin2019.”TherelevantexcerptsarecapturedbelowinTable1.2.

Table1.2:“Calvin2019”

Introduction:

ThegoalofthisStrategicPlanistobuildonthissustainabilityandenvisionandpursuenewopportunitiesinthenearfuturethatwilladvanceitshistoricmission.Itassumesthatwewillcontinuetodowhatwearealreadydoingwell.Itfocusesonsomespecificnewinitiatives,severalareaswheretheCollegewillconsidernewprogramsandbuildingprojects,andthemoreeffectiveandsystematicmeasuringofhowwellwearedoingthesethings,anddoingallofthesethingsinwaysthataresustainableecologically,communally,andfinancially.

I.StrengthenCalvin’sMissioninEducation

I.1.dTheframeworkwillensurethatcross-cuttingeducationalcomponents(e.g.diversity,sustainability,andothersasapprovedbyFacultySenate)areintegratedintotheeducationalgoals,outcomes,andassessmentplansofthecorecurriculum,academicprograms,andtheco-curriculum.

I.3.dTheprovostwillcoordinateadditionalcollege-widesupportforfacultyandstaffdevelopment(e.g.,todevelopfaith-informedpedagogy;todeepentheologicalunderstandinginrelationtodisciplinesorprofessions,togainfurthercompetenceindiversity,culturalcompetency,andgloballiteracy;tointegratesustainabilitythemesintothecurriculum;todevelopcross-orinter-disciplinaryteachingskills).

III.StrengthenCalvin’sMissioninEducation

Sustainabilityinthismissionrefersspecificallytothenaturalenvironmentoncampusanditsmaterialinfrastructure,buttheidealalsopointstosustainingthehealthandwelfareofthecommunityofpeoplewhomakeuptheCollege.

III.6.Embraceandenactenvironmentalsustainabilityasacorevalue.

a. GoverningcommitteesandboardswithresponsibilitiesrelevanttosustainabilitywillcontinuetoalignthecollegewiththeguidelinesexpressedintheStatementonSustainability.

b. EnvironmentalsustainabilitywillbedevelopedasavaluedthemeinCalvin'seducationalframework,scholarlyagenda,andoperationalpractices.

V.SecureCalvin’sFinancialFuture

Developingandimplementingthecampusmasterplanalsoinvolvessustainabilityinthespecificecologicalsense,inconsideringwhetherCalvinwillbecomeasignatorytotheAmericanCollegeandUniversityPresidents'ClimateCommitment,insustainingspecificareaswhereourPhysicalPlantalreadymeetsorexceedsbestpracticesinenvironmentalsustainability,andinconsideringnewwaystobebetterstewardsofourresources.

V.4.bCalvinwillcompleteacost-implementationanalysistoinformadecisiononwhetherCalvinbecomesasignatoryoftheAmericanCollegeandUniversityPresident'sClimateCommitment.

5

Thetaskforce’srecommendationswerefurtherinformed,butnotdependenton,a2015externalevaluationbySecondNature:“CalvinCollegeSustainabilityAssessment.”Thereportidentifiesseveralinstitutionalstrengthsintheareaofsustainability,includingtheEnvironmentalStewardshipCommittee,theStatementonSustainability,theCalvinEnergyRecoveryFund(CERF),andtheCalvinEnvironmentalAssessmentProgram(CEAP).Thereportalsohighlightsseveralweaknesses,particularlyinorganizationandgovernance,whichlimitthecollege’sabilitytoinstitutionalizesustainabilityandtocoordinatesustainabilityworkacrossoperatingunits.

B. DataSources

Thetaskforceutilizedexistingdatafromtwosources.First,thetaskforcereliedonthecollege’s“SustainabilityScorecard,”whichhastrackedprogressonsustainabilitygoalsforthepastsevenyears,revealingtrendsinenergyconsumptions,wasteproduction,andotherimportantareasrelatedtosustainability.

Second,thetaskforcebenefittedenormouslyfromdatagatheredinthefallof2015fortheSustainabilityTrackingAssessment,andRatingSystem(STARS).STARSisastandardized,comprehensivereportingsystemdevelopedbyTheAssociationfortheAdvancementofSustainabilityinHigherEducation(AASHE).Ittracksaninstitution’sworkinacademics,engagement,operations,planningandadministration,andinnovation,anditprovidesaratingsystemthatallowsforeasycomparisonsamongcollegesanduniversities.CompletedinFebruary2016,CalvinCollege’sfirstSTARSassessmentearneditasilverrating.Theassessmenthighlightedareasofsignificantsustainabilityachievements(e.g.wastereduction,recycling,andcomposting)aswellasareasinwhichthecollegehasmadelittleornoprogress(e.g.investmentpolicies).

C. WhyCalvinCollegeShouldDeepenItsCommitmenttoSustainability

Asexplainedabove,CalvinCollegehasalreadymadesignificantcommitmentstosustainabilityandmeaningfulprogresstowardsitsstatedgoals.Initsdeliberations,thetaskforcerepeatedlyemphasizedtheneedtodeepenthesecommitmentsandaccelerateprogress.First,thecollegeshoulddosoasaprincipledexpressionofitsReformedChristianmissiontotrainmenandwomentobeagentsoftransformationandrenewalinGod’sworld.ItshouldprioritizesustainabilitybecausedoingsoisawaytoimageGodintheworldandtoliveoutGod’sloveforthewholecreation,bothhumanandnonhuman.The“StatementonSustainability”outlinesthiscommitmenteloquently.

Second,Calvinshouldpursuethegoalsofsustainabilityinordertomaintainastrongrecruitingpositioninthetightmarketofhighereducation.Collegestudentsareincreasinglyconcernedaboutsustainabilityissues,andthisisinfluencingtheircollegeselection.ThePrincetonReviewprovidesevidenceofthisinitsannual“CollegeHopesandWorriesSurveyReport.”Inthe2016report,thePrincetonReviewsurveyedover10,000prospectivestudentsandparentsfromall50statesandDC,aswellasfromover20countries.Outofthosesurveyed,61%saidthatacollege’s“commitmenttoenvironmentalissues(fromacademicofferingstopracticesconcerningenergyuse,recycling,etc.)”affectedtheircollegedecision.AsCalvinstrugglestomeetitsrecruitinggoals,then,itshouldworkdiligentlytofollowthroughonitsexistingcommitmentstosustainabilityandcommunicatethesecommitmentsmoreeffectively.

6

Recommendation1:AdoptaformaldefinitionofsustainabilityinSpring2017

Inapprovingthe“StatementonSustainability,”theCalvinCollegeboardoftrusteesindicateditscommitmenttosustainabilityasaguidingvalueandprinciple,and“Calvin2019”setsseveralspecificsustainabilitygoals.ThetaskforcerecommendsthatCalvinCollegesharpenitsformaldefinitionofsustainabilitytobetterguideitsworkandtomoreclearlycommunicateitsintentionstoprospectivestudents,alumni,anddonors.Specifically,thetaskforcerecommendsthattheEnvironmentalandEnergyStewardshipCommitteerecommendaformaldefinitionofsustainabilityforcampus-wideadoptioninSpring2017.Forthecommittee’swork,thetaskforceoffersthefollowingdraftcommitmentanddefinitionasastartingpoint.

A. Commitment:

CalvinCollegeequipsstudentstothinkdeeply,toactjustly,andtolivewholeheartedlyasChrist’sagentsofrenewalinGod’sentirecreation.Theworkofrenewal,whichincludeswisestewardshipofcreation,meansrestoringandsustainingtheintegrityofthenaturalworldaswellasprotectingandadvancingtheflourishingofallmembersofthehumancommunity,presentandfuture,whileatthesametimemindingthecapitalresourcesandviabilityoftheeconomyandtheinstitutionsitsupports.

B. FormalDefinition:

ForCalvinCollege,sustainabilityisthecommitmenttopracticesthatdonotdepletehumanandnaturalresourcesatunacceptableratesnorharmsocialandnaturalenvironmentsinunacceptableways.

C. Explanation

Theword“sustainability”madeitsofficialdebutinwesternenvironmentaldiscussionswiththe1980reportproducedbytheInternationalUnionfortheConservationofNature.ItwasadvancedintheBrundtlandReportof1987whenitwasattached,initsadjectivalform,totheconceptofdevelopmentinanattempttoreconciletheapparentconflictbetweentheneedfortheeconomicactivityindevelopingcountriesandconcernsabouttheenvironmentimpactofsuchactivity.“Sustainabledevelopment”becamethenameforawayofmeetingtheeconomicneedsoftheworld'spoorwhileatthesametimepreservingtheintegrityandcapacitiesofthenaturalenvironment.InthewordsoftheBrundtlandReport:"Sustainabledevelopmentisdevelopmentthatmeetstheneedsofcurrentgenerationswithoutcompromisingtheabilityoffuturegenerationstomeettheirownneeds."Sincethen,theword“sustainability”hasgoneintowidecirculation,acquiringadditionalmeaningsinavarietyofcontexts.Wehaveattemptedtoconstructaformaldefinitionofsustainabilitythatisbothpreciseandgenerous,coveringthevariouscontextsinwhichitisusedbutatthesametimecapturingitsunivocalsense.Tomakeprogressinthisdirection,weproposetotaketheconceptofsustainabilityoutoftheairofabstractionandfocusonthecharacteristicsofasustainablepractice.Thosecharacteristicswillthenfilloutwhatwemeanwhenweusetheabstractnoun"sustainability."

WecantakeourpointofdeparturefromtheBrundtlandReport.Whatisitaboutasustainablepracticethatenablesittomeettheneedsofthepresentwithoutcompromisingtheabilityoffuturegenerationstomeettheirownneeds?Toanswerthisquestion,weneedtotakethedefinitiononestepfurther.Atitssimplestandmostformallevel,asustainablepracticeisapracticethatdoesnotdepletetheresourcesitdependsonatanunacceptablerate.Assuch,theconceptofsustainabilitycanbeappliedtoanumberofcontexts.Abusinessthatconsistentlypaysoutmoremoneythanittakesinisunsustainable.Itwillgobankrupt.Amethodoffarmingthatremovesthenutrientsofthesoilwithoutreplacingthemisunsustainable.Thesoilwillbecomedepleted.Aworkscheduleoflonghoursthatusesupmoreenergythancanberestoredbythefewhoursgiventosleepisunsustainable.Theworkerwillburnout.Aglobaltransportationsystemthatdailyconsumesenormousamountofoilisunsustainable.Oilisafiniteresourceandwilleventuallydryup.

7

Thereisasecond,related,andequallyimportantsenseofsustainability.Ithastodowiththeeffectsoftheoutputofapracticeontheenvironmentinwhichthatpracticetakesplaceandonwhichitdepends.Burninghugeamountsoilonadailybasiswillnotonlyuseuptheworld’soilsupplyatanunacceptablerate,itwillalsopumptonsofhydrocarbonsintotheatmospherethateventuallypromisecataclysmicclimatechange.Herewewouldsaythatthepracticeisunsustainablebecausetheoutputofthepracticethreatenstodestroyorseverelycompromisetheconditionsofitsownexistence.Acertainkindofunrestrainedcapitalism,onethatfuelsanextremepolarizationbetweenthefewrichandthemanypoor,isunsustainableinthissense.AsbothPlatoandAristotle(andKarlMarx,forthatmatter)predicted,asocietyundergoingthisprocesswillbecomesounstablethattheeconomyitselfwillfalterasaresult.Likewise,theuseofcropsgeneticallymodifiedtowithstand“weed”killersisunsustainableifitleadstothedestructionofcollateralplantscrucialtothelifeofthepollinatorsthattheentireeco-systemdependson.

So:twokindsofsustainability.Onedoesnotdepletetheresourcesitdependsonatanunacceptablerate;theotherdoesnotspoiltheenvironmentinwhichitoperatesatanunacceptablerate.Calltheone“resourcesustainability”andtheother“commonssustainability.”Theywilloftenoverlapforanygivenpractice;buttheyarenonethelessdistinct.Asustainablepractice,then,neitherdrainsthetanknorfoulsthenest.Putpositively,asustainablepracticerecognizes,honors,andmaintainstheintegrityofcreationfrombothitspointofinputanditspointofoutput.Thisunderstandingexplainstheformaldefinitionofsustainabilityofferedabove.

DeterminingwhatisorisnotanacceptablerateofdepletionofresourcesorharmtotheenvironmentrequiresadditionalframingforCalvinCollegetooperationalize.Whetherresourcesarebeingdepletingatanunacceptableratewilldependonanumberoffactors,andwillinevitablybethesourceofcontroversy.Therateofdepletionwilldependonthevolumeandfrequencyofconsumption.Again,whethertherateofspoilageofthecommonsisunacceptablewilldependonvolumeandfrequency.Ourjudgmentconcerningthesustainabilityorunsustainabilityofapractice,then,willdependonourestimationofathreshold.Thisestimationdemandsmeaningfulmetricsandwillberelevanttotheprohibitionandregulationofourownpracticesaswellasthedevelopmentofpublicpolicy.

Itisimportanttoemphasizethatsustainabilityisnotsimplyanecologicalconcept.Indeed,forCalvinCollegetopursuesustainability,itmustpursuegoalsinseveralareaswhichattimesconflict.Thereforethetaskforceoffersanexpandedstatementofcommitmentthatdrawsonasecondpopularexplanationofsustainability:JohnElkington’saccountingframework,knownastheTripleBottomLine.Elkingtonarguesthatthreeareasoraspectsofsustainabilitymustbesimultaneouslyconsidered:people,planet,andprofits;or:equity,ecology,andeconomy.Elkingtonhererecognizesthatsustainabilityhasmultiple,interdependentdimensions,andhearguesthatpursuingonlyoneattheexpenseoftheothertwowillyieldshorttermsuccessbutlongtermfailure.Allthreemustberealized.Onevalueofthiseconomicperspectiveonsustainabilityisthatitrecognizestheirreduciblerealityoftradeoffs.Allthreedimensionsofsustainabilityshouldberealizedsimultaneously,andoftenthisispossiblethroughcarefulplanning.Butinaworldofscarcity,tradeoffsareattimesunavoidable.Forexample,capitalintensiveinvestmentingreenbuildingconstructionmayadvanceecologicalsustainabilityandyetbeeconomicallyunsustainableforabusinessenterpriseiftheadditionalbuildingdebtassumedwillnotbeoffsetbythepaybackinareasonableamountoftime.Andiftheenterprisegoesbankrupt,itcannotcontinuetheworkofecologicalsustainabilityintothefuture.ThetaskforcecommendsElkington’sframeworktothecollegebothasanencouragementtopursueallthreedimensionsofsustainabilityandasasourceofaccountabilityfortheirreducibletradeoffsthatmustbemade.

Whiletheterm“sustainability”isrelativelynew,themoralvaluesitrepresentsareembeddedfirmlyinthecollege’sReformedheritage.Inparticular,themeaningofsustainabilityoutlinedabovereflectsthetraditionalvirtuesoffrugalityandjustice.Frugality,ChristiansocialethicistJamesNashexplains,“denotesmoderation,temperance,thrift,cost-effectiveness,efficientusage,andasatisfactionwithmaterialsufficiency—similartothe

8

“contentment”celebratedinthefirstPaulinelettertoTimothy.”1Justice,Nashgoesontowrite,“demandsprovisionsforthebasicneedsandrightsofall,includinga‘preferentialoption’fortheeconomicallyvulnerableandpowerless”asexpressedthroughouttheOldandNewTestaments.2Sustainabilityreframesandexpandsthesetraditionalvirtuesinlightofourcontemporaryscientificunderstandingofcreationandtherealityofaglobalizedmarketeconomy.Frugalityandjusticearenotnarrowlyindividualisticoreconomicvirtues;theyarealsocollectivevirtuesforCalvinCollegetoexpresswithfullrecognitionofthewaythathumansareinextricablyembeddedinthenonhumancreation.

“WhatdoestheLordrequireofyou,”theprophetMicahasksrhetorically,“toactjustly,tolovemercy,andtowalkhumblywithyourGod.”Thethreedimensionsofsustainability—ecology,equity,andeconomy—arepartandparcelofthiscommand.Consequently,theyarepartandparcelofthecollegemissiontotrainmenandwomentobeagentsofrenewalinGod’sworld.

1JamesA.Nash,"TowardtheRivivalandReformoftheSubversiveVirtue:Frugality,"inConsumption,Population,andSustainability:PerspectivesfromScienceandReligion,ed.AudreyR.Chapman,RodneyL.Peterson,andBarbaraSmith-Moran(Washington:IslandPress,2000),173.2Ibid.,179.

9

Recommendation2:SigntheSecondNatureCarbonCommitmentinFebruary2017andbegintracking

Calvin'scarbonreductionsandfinancialsavings

TheStrategicPlan(V.4.b.)states:“Calvinwillcompleteacost-implementationanalysistoinformadecisiononwhetherCalvinbecomesasignatoryoftheAmericanCollegeandUniversityPresident'sClimateCommitment,”nowreferredtoastheSecondNatureClimateLeadershipCommitments.Uponcompletionofthisanalysis,thetaskforcerecommendsthatPresidentLeRoyacceptsthecostimplementationanalysisandsignstheSecondNatureCarbonCommitment.Bypledgingtoeliminatethecollege’sdirectcarboncontributionstoclimatechangewithin40years,PresidentLeRoywillaffirmanddeepenthecollege’scommitmenttocreationcareandsocialjusticeandsetinmotionlong-termfinancialsavings.

ThetaskforcerecommendsthattheDirectorofInstitutionalEffectivenessandAnalyticscreateadashboardtotrackcarbonreductionsandfinancialsavings,themanagementofwhichwillbeunderaDirectorofSustainability.

Thetaskforcerecommendsthatthecollegecommitstoimplementthefirstthreeyearsofproposedprojectsandreinvestthefinancialsavingsforfurthercarbonreduction.Afterthreeyears,thenextphaseoftheimplementationplanwillbeevaluatedandmodifiedbasedonthecurrentenergyandtechnologicalcontext.

A. TheSecondNatureClimateLeadershipCommitments

SecondNature’sClimateLeadershipCommitments,formerlyknownastheAmericanCollegeandUniversityPresident’sClimateCommitment,providecollegesanduniversitypresidentswithahigh-visibilityplatformtoarticulatetheirinstitutions’commitmentstoaddressingglobalclimatechange.Hundredsofcollegeanduniversitypresidentshavealreadysignedoneofthreecommitments:theCarbonCommitment,theResilienceCommitment,andtheClimateCommitment.TheCarbonCommitmentrequiresthesignatoryinstitutiontoachievenetcarbonneutrality—emittingnomorecarbonthanitcansequester—byaself-determineddate.TheResilienceCommitmentrequiresthesignatoryinstitutiontoincreaseitscommunity’sresiliencetotheimpactsofclimatechange.TheClimateCommitmentisacomprehensivepledgetoachievebothcarbonandresiliencegoals.ThetaskforcebelievesthatPresidentLeRoyshouldsigntheCarbonCommitment.

B. CalvinCollegeandtheCarbonCommitment

CalvinCollege’smissionisrootedinandcontinuestobeshapedbytheReformedtraditionofChristianfaith;itisaconfessionalmission,informedbytheministryoftheChristianReformedChurchofNorthAmerica.Thecollegemission—equippingstudentstothinkdeeply,toactjustly,andtolivewholeheartedlyasChrist’sagentsofrenewalintheworld—reflectsthetransformationalemphasisoftheReformedtradition.

LivingasChrist’sagentsofrenewalrequiresknowledgeofGod,anunderstandingofthestructuresandintegrityofGod’screation,andconcernabouttheimpactsofsinontheworld.Asstatedinthe“ExpandedStatementofMission”(2004),wemustcultivate“ajoyfultrustinthetriuneGod,anattachmenttoaChristianworldview,astrongdesiretoconnecttheoreticalunderstandingwithChristianconduct,areadinesstocontendagainstevilandoppression,awillingnesstoworkforthecommongoodandtheBodyofChrist,andadedicationtothecauseofChrist’srenewaloftheearthandhumanlife”(28).

TheChristianReformedChurchofNorthAmericahasidentifiedclimatechangeasapressingmoral,ethical,andreligiousissue,whereChristiansarecalledtothevitalworkofrenewal.In2012,thechurchapproveda

10

reportfromtheCreationStewardshipTaskforceReport,whichprovidesdirectiontochurchesandpeopleofgoodwillinaddressingclimatechange.Thetaskforcewarnedthat“human-inducedclimatechangeposesasignificantthreattofuturegenerations,thepoor,andthevulnerable,”anditcalledforimmediateactionthatincludesthereductionofcarbonemissions.Thechurch’sstatementdrawsfrombroadscientificconsensusonthemechanismsandpotentialimpactsofanthropogenicclimatechange.

ForCalvinCollegetofulfillitsmission,wemustaddressclimatechangeinoureducationalcurriculum,ourco-curriculum,andourcampusoperations.Wemust,inotherwords,providestudentswiththenecessaryknowledge,concern,andcompetencytobeagentsofrenewalinaworldthreatedbyanthropogenicclimatechange.Andwemustdemonstrateactsofrenewalthroughourcampusoperations.TheCarbonCommitmentprovidesaframeworkforthesepracticalactsofrenewal.

C. AchievingCarbonNeutrality

Netcarbonneutralitymeansthatcarbonemissionsareequaltocarbonsequestration,whetherdirectsequestrationbythecollegeorindirectsequestrationthroughthepurchaseofcarbonoffsets.Thetaskforcepreparedacarbonbudgetthatidentifiesthecollege’scurrentemissionsandsequestrationratesandproposesprojectsthatwillbringthesetwofiguresintocloseralignment,ultimatelyachievingnetcarbonneutralitywithin40years.

AsshowninTable2.1below,CalvinCollege’scarbonemissionstotal27,385tons/yr.ThetaskforceispleasedtonotethatthecollegehasalreadybeenreducingitscarbonemissionsthroughtheongoingworkofthePhysicalPlantstaffandtheCalvinEnergyRecoveryFund(CERF).

Table2.1CalvinCollegeannualcarbonemissions

Year CarbonEmissions(mtce)2009 29,6162010 28.9742011 28,9152012 28,1512013 28,1492014 26,7922015 27,385

Carbonemissionsinfactdecreasedbetween2014and2015.Theapparentincreasecomesfromaddingcommutingcarbonemissions,whichwerenotreportedbefore2015.Followingthepreviousmethodology,the2015numberwouldbe26,675tons.

Thecollegealreadysequesterssomeofitscarbonthroughitsvegetatedlandholdings(Table2.2).

Table2.2CalvinCollegelandholdings,forestedacreage,andcarbonsequestration

Parcel EstimatedAcreage

EstimatedForestedAcreage

EstimatedAnnualSequestration(@5mtce/acre)

Campus 300 50 250

EcosystemPreserve 100 100 500FlatIronLake 70 35 175

CampWaltmanLake 319 300 1595Total 789 485 2425

11

Appendix1providesalistofspecificcarbon-reductionprojectsthroughwhichCalvinCollegecouldreduceitscarbonemissionsby65%.Thefirst50%reductionscouldbeachievedoverthenext26years,largelyself-fundedbysavingsthatthecollegerealizesfromtheseprojects(Table2.3).

Table2.3:CumulativeCost/SavingsChart

12

Calvincouldreduceitscarbonemissionsbyanother15%byinstallingageothermalsystem.AsindicatedinAppendix1,thisprojectwouldrequiresignificantcapitalinvestmentbeyondthecollege’soperatingbudget.However,thecostofgeothermalwillundoubtedlychangeoverthenext25years,sothetaskforcerecommendsreevaluatinggeothermalcostsinthefuture.

Withexistingsequestrationandtheproposedcarbonreductionprojects,thecollegewould,attheendof40years,stillhaveacarbonbalanceof7,529tons/year.Ifnewtechnologiesdonotallowforfurthercarbonreductions,andthecollegedoesnotincreaseitscarbonsequestrationcapacity,thecollegecouldstillachievenetcarbonneutralitybypurchasingcarbonoffsets.ThisessentiallymeanspayingathirdpartytoundertakeprojectswhichsequestercarbononCalvin’sbehalf.Giventhecurrentcostsofcarbonoffsets,thiswouldrequirelessthan$100,000peryear,whichisonlyafractionoftheongoingannualsavingsthatthecollegewillhaverealizedbyreducingitsenergyneeds.

TheobjectiveofgeneratingthisplanistoshowthatoncePresidentLeRoysignstheCarbonCommitment,itisreasonabletoexpectthatwithin40yearsCalvinCollegewouldbecomecarbonneutral.Giventhedynamicnatureofenergysystemsandongoingtechnologicaldevelopments,therewillundoubtedlybenewoptionsappearinginthefuturethatareeithercurrentlyunknownorprohibitivelyexpensive.Withthatcaveatthe40-yearplanisanindicationthattoday,atthisparticularpointintime,suchacommitmentisnotonlyahopefulsymbol,butalsoanimplementableandachievableundertaking.Furthermore,aswebecomeengagedinthiscampaignwewilleducateandinspirebehaviorchangesinourstaff,students,andfaculty.

Tobeclear,theinitiativesproposedinthisreportareallrealizableprojectswefeelcanbeimplementedatCalvin.Thereareotherpotentialprojectswehavenotincludedbutthatmaybeaddedinthefuture(likethesolargardensthatSt.OlafandGVSUaredeveloping–seehttp://wp.stolaf.edu/blog/st-olaf-celebrates-carbon-neutrality/andhttp://www.gvsu.edu/ens/solargardens).Inaddition,thecostofsomeoftheseprojectsmaydecrease,andthepriceoffossilfuelsmayincreaseinthefuture,eitherofwhichwouldacceleratethetimeframeweproposeandcouldmakeviableprojectswecurrentlyassessasunrealistic(suchasalargegeothermalarray.Becauseofimprovingefficienciesandthenon-renewablenatureoffossilfuels,itishighlyunlikelyourproposed40-yeartimeframewillneedtobeextended.

WebeginthisplanwithprojectsthatwillneedtobedoneregardlessoftheCarbonCommitment,andthatcanbedonewithasustainabilityalternativethatmovesusinthedirectionofclimateneutrality.Theseprojectsdonotrequirecapitalexpendituresupfrontbeyondnormaloperatingbudgetexpenses.Becausetheyaffordsavingstothecollege(bothintermsofcarbonemissionsandfinancialexpenditures),weproposetousethosesavingstosubsequentlyfundprojectsthatwouldnottypicallybecoveredbythenormaloperatingbudget.ThisisessentiallyanexpandedGreenRevolvingFund(GRF)model(http://greenbillion.org/wp-content/uploads/2013/01/GRF_Implementation_Guide.pdf),whichhasbeenimplementedatmanyothercollegesanduniversities(http://www.aashe.org/resources/campus-sustainability-revolving-loan-funds/all/)andwhichwehavebeendoinghereatCalvinonasmallerscalewiththeCalvinEnergyRecoveryFund(CERF).

Althoughthisplandoesforeseeperiodswherethecommitmenttocarbonneutralitywilltemporarilynecessitateanegativefinancialbalancetothecollege(noteespeciallyyears8-15),thelong-termoutlookisthatthisplanwillsavethecollegemoney.Furthermore,theplanascurrentlyproposedwillreduceCalvin’sannualcarbonemissionsfrom27385mtceto7529mtce.Ourproposaltoachievethisfinalbalancewouldbetopurchasecarbonoffsets,whichwewillhavemorethanenoughmoneytodowiththesavingsaccruedovertime.

(http://agb.org/trusteeship/2015/mayjune/the-virtuous-cycle-of-green-revolving-funds)

13

Onefinalnote–apossiblestrategyforaddressingclimatechangeatanationalorstatelevelistheimpositionofacarbontax.CountriessuchasSwedenandIrelandhavealreadydonethis,ashastheprovinceofBritishColumbia(withCanadaasawholesettofollowsuitin2018).Ifacarbontaxbecomesinstitutedinourstateoratthefederallevel,whichmayhappenatsomepointinthefuture,effortsweundertaketodaytoreduceourcarbonemissionswillnecessarilyhavedirectfinancialbenefits.

Thekeyfindingsfromthetaskforce’sworkanditscarbonplanareasfollows:

1. CalvinCollegecarbonemissionsarecurrentlyestimatedtobe27,385metrictons(mtce)peryear.2. Thecollege’scarbonemissionsarealreadydecreasingyeartoyear,thankstoongoingworkbythe

PhysicalPlantandtheCalvinEnergyRecoveryFund(CERF).3. CalvinCollegealreadysequestersanestimated9%ofitscarbonemissions.Carbonsequestrationisa

measureofcarbonthatbecomesstoredintoplantbiomass(andeventuallyintosoilorganicmaterial).Sequestrationcalculationsareprimarilybasedonacreageofforestedland,andwehavechosentousearelativelyconservativevalueof5mtcesequesteredperacreofforestland.ThepropertyaroundWaltmanLakeisthesinglelargestproviderofsequestration.

4. Thecollegecouldreduceitscurrentcarbonemissionsbyroughly50%overthenext40yearswithoutsubstantialbudgetaryincreasesifitfollowsthemodelofCERFandreallocatesenergysavingsyeartoyeartofundenergy-relatedprojects.

a. Estimatedcostsforthefirst50%carbonreductionstotal$34millionover40years.b. Estimatedenergycostsavingstotal$49millionover40years.

5. Thecollegecouldreduceitscarbonemissionsbyanother15%throughtheinstallationofgeothermalsystems.Unlesscostsdecreasesignificantlyoverthenextfewdecades,thesesystemswillrequireasignificantcapitaloutlay.

6. Theremaining26%ofthecollege’scarbonemissionscouldbefurtherreducedthroughlow-carbonsourcesofelectricitythatwillbecomemorereadilyavailableduringthelifeofthecommitment,purchasingcarbonoffsets,orpurchasingadditionalpropertythatsequesterscarbon.Forperspective,usingaconservativecurrentratetobuycarbonoffsets($13/mtce),thecollegecouldoffsettheremaining26%ofitscarbonemissionforanestimated$100,000annually.Thisisasmallfractionofthe$1.8millionannuallythatthecollegewillsaveasaresultofitsenergyreductionprojects.

Toconclude,thecommitteeemphasizesthatthereiscurrentlyalimitednumberofChristiancollegesthataresignatoriesontheSecondNatureCarbonCommitment,affordingCalvinanopportunitytotakealeadingroleinthistypeofexpressionofChristianenvironmentalstewardship.SuchacommitmentwouldbeconsistentwithCalvin’slongstandingdevotiontofaith-basedcreationcare.Moreover,thiscommitmentmayalsobenefitcurrentcollegesharedgoalsofrecruitmentandretentionbycreatingadifferentiatingdistinctivefeatureanda"centerofexcellence"benefitforCalvinCollege.

14

Recommendation3:AppointaDirectorofSustainability

Inthe“CalvinCollegeSustainabilityAssessment,”authorsfromSecondNaturecongratulatethecollegeforitssignificantworkintheareaofsustainability.But,theywrite,“theexcellentworktodateisprimarilydrivenbydedicatedfaculty,staff,andstudentswhoemergeasleadersinsustainabilitythroughpersonalinterestinanddedicationtotheidealsofsustainability.”Overandagainstthisstrength,theauthorsarguethatthecollegelacksadequateinstitutionalization,integration,coordination,andstrategiccommunicationofsustainabilityeffortsandprinciples.Indeed,theyidentifylackofinstitutionalintegrationasthenumberoneobstacletoreachingitssustainabilitygoals.Thetaskforceconcurswiththisassessment,anditrecommendsthatthecollegebuildtheorganizationalcapacityneededtoinstitutionalizeandcoordinateitssustainabilitywork,beginningwiththeappointmentofaDirectorofSustainabilitytobeginworkonJuly1,2017.AlistofdutiestobeperformedbytheDirectorarefoundinAppendixII.ThetaskforcealsorecommendsthattheCommitteeonGovernancerevisedtheEnvironmentalandEnergyStewardshipCommittee’smandate,makingitanadvisorycommitteetotheDirectorofSustainability.

A. OrganizationalModels

ThetaskforceconductedasurveyofgovernancemodelsatfortyofCalvin’speerinstitutions,identifiedeightpotentialmodelsthatemergedfromthatanalysis,andevaluatedeachofthosemodelsaspossiblegovernancestructuresforCalvin.Thewiderangeofgovernancestructures,summarizedinsupportingdocumentation,wasrevealing.Commitmentsrangedfromnovisiblestructuretoexecutive-levelpositionsworkingoutoftheOfficeofthePresident.Forthoseinstitutionswithvisiblegovernancestructures,wecategorizedthemineightorganizingmodels(Executive,SustainabilityInstitute,OfficeofSustainability,DirectorofSustainability,SustainabilityCoordinators,HousedinAcademicDepartment,SustainabilityCommittee,andSustainabilityCabinet)(LinktoEightOrganizingModelsinOneNote).Alleightmodelsessentiallyprovideawayofassigningresponsibilityforcoordinatingsustainabilityworkacrossoperatingareas,which,inturn,makesaccountabilitypossible.ThisispreciselywhatSecondNatureandthetaskforcebelievethatCalvinCollegeneedstodevelopment.

B. Recommendation

ThetaskforceworkedtodeterminethebestmodelforCalvinCollege,accountingforitsoverarchingorganization,itsinstitutionalculture,anditsresources.Wherewouldanindividualorcommitteeneedtoexistwithinthecollege’sorganizationalstructureinordertohaveaclearviewofthediversesustainabilityeffortsalreadyunderwayandtoadequatelyinformtheappropriatedecision-makers?

AfterevaluatinghoweffectivelyeachoftheeightmodelsusedatotherinstitutionswouldserviceCalvinCollege,thetaskforceidentifiedthreedistinctoptions,ortiers,forsustainabilitycoordination.AllthreetiersarefeasiblewithinCalvin’sculturalcontext;theyrangeprimarilyintermsofresourcecommitmentsandefficacy.Table3.1summarizestherecommendations.Tier1wouldrequirelittleadditionalinvestment,butitwouldalsoyieldthelowestreturnoninvestment;Tier2isourrecommendedoption;andTier3isaspirational.Nomatterwhichtierthecollegeselects,therecommendationsinthisreportcanprovideinitialprioritiesforsustainabilitycoordination.Movingforward,thetaskforcerecommendsthattheresponsiblepartyusetheSTARScertificationprocesstoestablishannual,measurablesustainabilitygoals.

15

Table3.1SustainabilityGovernanceOptions.

Tier1:Re-purposetheEnvironmentalandEnergySustainabilityFacultyGovernanceCommittee(EESC)tobeanadvisingbodytothePresident’sCouncilandmaketheChairofEESCamemberofthePresident’sCouncil.

Tier2:CreateaDirectorofSustainabilitypositionwithEESCasitsadvisingcommittee.EitherkeepEESCinfacultyCOGormoveitfromFacultyGovernancetoanadvisorycommittee(likeISC).

Tier3:CreateanOfficeofSustainability,withaDirectorandsupplementalsupport.

Tier1:TheTier1optionwouldre-purposeafacultygovernancecommitteetoactasanadvisorycommitteetothePresident’sCouncil.ItwouldrequireasignificantchangetothisFacultyGovernanceCommittee’sMandate,orevenachangetoadifferenttypeofcommittee,suchastheITAdvisoryCommittee.Whilethisoptionrequiresthefewestresources,itwouldrequirethattheChairofEESCbegivenappropriatereleasetimefromteachingorstaffresponsibilitiestoeffectivelyundertakethesignificantamountofnewresponsibilitiesrequiredforthisrole.TheresponsibilitiesastheChairofthiscommitteewouldbeanorderofmagnitudelargerthanthoseofachairofaregularfacultygovernancecommittee.ThisrolewouldtakeonaminimalsubsetoftheactivitiesexpectedofaDirectorofSustainability,aslaidoutinthedescriptioninTier2.

Tier2:TheTier2recommendationwouldcreateaseparatepositionofDirectorofSustainabilitythatservesonthePresident’sCouncilandre-frametheEESCmandatetoincludeservingasasteeringcommittee.TheDirectorofSustainabilitywouldbechargedwitharticulatingthevisionforsustainabilityeffortsacrossthecollegeaswellascoordinating,communicating,tracking,reporting,andmonitoringsustainabilityactivitiesfortheStrategicPlan.

ThecollegehasclearneedofaDirectorofSustainability.Thesheerdiversityandscopeofthecollege’sexistingeffortsinthisareaareimpressiveandshouldbecelebrated.Yetthisdiversityandscoperestslargelyonthepassionofindividualfacultyandstaffmembersratherthananycoordinatedinstitutionaleffort.Asaresult,responsibilitiessuchasgatherandreportingSTARSdataishandledonanadhocbasiswithoutanypromiseofconsistentrevision;officessuchasCommunicationsandMarket,AlumniRelations,Development,andAdmissionsdonothaveacoherentpictureofsustainabilityeffortstoutilizeintheirwork;andinformationremainssiloedacrossthecollege.Thecomplexityofthecollege’sgoodworkinsustainabilityrequiressomecoordination,andaDirectorofSustainabilityfitswiththecurrentdirectionofadministrativeorganizationthatthecollegeispursuing.

ThispositioncouldbecreatedwithinthePeople,Strategies,andTechnologyDivisionandreportdirectlytoVPofPST,orcreatedwithintheAdministrationandFinanceDivisionandreportdirectlytoVPofAdminandFinance.Afull-timeDirectorofSustainabilitywouldgreatlyincreasethevisibilityandeffectivenessofsustainabilityeffortsatCalvingoingforward.Whilethiswouldrequiresomeinitialinvestmentbythecollege,afull-timeDirectorofSustainabilitywouldbepositionedtoensurecost-savingsandrevenue-generationthatapart-timeEESCchaircouldnotproduce.

Thetaskforcerecognizesthatanyrecommendationwithbudgetramificationsfacesasignificanthurdleinthecollege’scurrentenrollmentandfinancialsituation,soweaddthefollowingrecommendationstoaddressthebudgetaryimplications.First,thetaskforcerecommendsthatthecollegeappointthefirstDirectorofSustainabilitytoservea3-yearpilotterm,duringwhichtimetheDirectorandhisorhersupervisorwillfurtherclarifythejobdescriptionandmakenecessaryadjustmentstotheorganizationalmodel.

16

Second,duringthis3-yearpilotperiod,thetaskforcerecommendsthatthepositionbefundedthroughacombinationofsourcesthatwouldspreadthecostasbroadlyasthedirector’sresponsibilities.Herearepossibleavenuesoffunding:

• ThecollegecouldrepurposerevenuefromCargillfunds,whicharecurrentlyallocatedtothesustainabilitymajorinitiative,beginningin2018-2019.Therevenuefromthesefunds,usingthecollege’scurrentendowmentprojectionsof4.5%,isroughly$23,000peryear.

• SelectthefirstDirectorofSustainabilityfromthecurrentfaculty.Byreplacingthisfacultymemberwithanentry-level,termappointeeoradjunctfacultyperson,thecollegewouldrealizesignificantsavingsthatcouldbeallocatedtotheDirectorofSustainability’ssalary.

• Distributetheposition’sremainingcostacrossthecollege’soperatingdivisions.Eachdivisionwouldthenneedtoreallocate$10,000orless.

Third,duringthe3-yearpilotperiod,thetaskforcerecommendsthattheDirectorofSustainabilitycraftalong-termfundingmodelthatcombinescost-savingsfromenergyreductionprojects,overheadfundsfromvariousgrants,andasmallcampaignforanendowment.

Tier3:TheTier3optionwouldnotonlyappointaDirectorofSustainability,butcreateanOfficeofSustainabilitythatwouldhousesomeadditionaladministrativeresourcesfortheDirectortocoordinateandsupportthecampus-widesustainabilityactivities.CalvinCollegeisaleaderinSustainabilityalongmaydimensions,suchas:performance,research,communityengagement,studentengagement,andinservice-learning.Asthecollegereachesitsstrideinitscampus-widesustainabilityefforts,anOfficeofSustainabilitycouldfurtherleveragetheseinter-relatedeffortsintoamorevisiblenarrativeandhavetheresourcestodeepenacademicandco-curricularpossibilitiesforstudentsandfaculty.

C. RelationshiptoOtherTaskforceRecommendations

ItisdifficulttooverstatetheneedforbettersustainabilitycoordinationatCalvinCollegetotrulyinstitutionalizethiscommitment.Indeed,severaloftherecommendationsinthisreportdependonit.TheSecondNatureCarbonCommitment,achievingsustainabilityliteracyasajointventureinthecurriculumandco-curriculum,educatingandincentivizingsustainablelifestylechoices,andcoordinatingsustainabilitymessagingallrequiresubstantiallevelsofcoordinationacrossoperatingareasofthecollege.WithoutaDirectorofSustainabilityorsomeotheroverarchingmodelofleadership,furtherprogressonreachingthecollege’ssustainabilitygoalswillbelimited.

17

Recommendation4:Committoachievingsustainabilityliteracyforallgraduatesandadoptsustainability

literacySLOsforthecorecurriculumbeginningAY2018-2019

TheStrategicPlancommitsCalvinCollegeto“ensur[ing]thatcross-cuttingeducationalcomponents(e.g.diversity,sustainability,andothersasapprovedbyFacultySenate)areintegratedintotheeducationalgoals,outcomes,andassessmentplansofthecorecurriculum,academicprograms,andtheco-curriculum.”Fulfillingthiscommitmentwouldmeanteachingtheconceptsofsustainabilitywithintheacademicdivision,shapingstudents’characterandmoralintuitionswithrespecttosustainability,andhoningstudents’skillsthroughsustainabilityprojectsandpractices.Itwould,indeed,requireacoordinatedeffortacrossseveraloperationalareas.

ThetaskforcerecommendsthattheEducationPolicyCommitteeandtheCoreCurriculumCommitteeachievethestrategicplangoalthroughtwointerrelatedactions.First,thetaskforcerecommendsthatthecommitteesrecommendandthatFacultySenateapprovesustainabilityliteracyasaneducationalgoalforallCalvinCollegegraduates.EnvironmentalstudiesprofessorDavidOrrhasbeenaleadingproponentofsustainabilityliteracyinhighereducation,callingforcollegesanduniversitiestocultivating“knowing,caring,andpracticalcompetence”aroundsustainability.3Second,thetaskforcerecommendsthatEPCandCCCsupportandthatFacultySenateapprovestudentlearningoutcomes(SLOs)forthecorecurriculumthatwillguidesustainabilityliteracy.

SLO’sforSustainabilityLiteracy

Toadoptsustainabilityliteracy,thecollegemustbeginwithaclearsenseofthenecessarystudentoutcomes,bothsothatthecollegecandevelopthetoolsneededtoachievetheseoutcomesandsothatitcandevelopanappropriateassessmentplantomeasureprogress.InTable4.1below,thetaskforcerecommendsthefollowingstudentlearningoutcomesthattogetherwouldconstitutesustainabilityliteracy.Table4.1alsocontainsbroadrecommendationsforassessment.

WhiletheseSLO’sandassessmenttoolsrequireeffortfromanumberofoperatingareasofthecollege,responsibilityfallsheavily,thoughnotexclusively,ontheacademicdivision.Thetaskforcerecommendsthattheacademicdivisiontaketheleadinitiallyonformalizingsustainabilityliteracygoalsandassessmentplans.ThenewDirectorofSustainability,shouldthecollegechoosetoappointone,wouldworktocoordinatetheseplanswiththoseofStudentLifeandotherrelevantdivisions.

3DavidOrr,EcologicalLiteracy:EducationandtheTransitiontoaPostmodernWorld(Albany,NY:UniversityofNewYorkPress,1992),92.

18

A. CurriculumPlan

Ifthecollegeadoptsthetaskforce’srecommendationtomakesustainabilityliteracyagoalforallgraduates,itwillneedtomakesomemeaningfulchangestothecurrentcurriculuminordertotrackeachstudent’sengagementwithsustainabilityeducation.ThefollowingthreemodelsfortrackingsustainabilitySLOsprovidearangeofalternativestoachievingthesameend.Theycanbeunderstoodasmovingprogressivelytowardamoreconsistentlearningexperienceforallstudents.ThetaskforcerecommendsthatthecollegeadoptTier1inthenearfutureandconsiderTiers2and3asitmakesmoresignificantchangestotheoverallcorecurriculum.

Tier1:TaggedSystem

Tier2:IntroduceaSeparateCoreCategory

Tier3:AddanewSustainabilityCoreCourse

Table 4 . 1. C a l v i n C o l l e g e S u s t a i n a b i l i t y S L O s a n d A s s e s s m e n t F r a m e w o r k

EachStudentWillBeAbleto: Dimensions PossibleAssessmentMethods:1. Definesustainability. • Studentswillbeabletodefinitionsustainability inaway

thatlinksecological,social,andeconomicdimensions.

• Basic comprehension assessments that askstudents to remember knowledge contentrelated to sustainability. Use tools such assurveys,tests,andquestionnaires.

2. Providetheologicalgroundingforsustainabilitycommitments.

• ExplainsustainabilityasavocationalcallingwithintheChristiannarrativeofcreation,fall,andredemption.

• IdentifycoreChristianvirtuesandexplainhowtheyadvancesustainability.

• Comprehensionassessmentsthataskstudentstorelatetheologicalconceptstosustainability.Assesswithtestsandessays.

3. Explainhowhumanandnonhumansystemsareinterrelated.

• Demonstratetheabilitytoexplainandapplysystemsanalysis.

• Identifythenaturalresourcesandecologicalservicesthatmeetbasichumanneeds.

• Identifybasiceconomicandpoliticalinstitutionsandactionsthroughwhichweadvanceorunderminesustainability.

• Explainhowleadingenvironmentalproblemsandsolutionsemergefromtheinteractionbetweenhumanandnonhumansystems.

• Basiccomprehensionassessmentsthataskstudentstoremember knowledgecontentrelatedtotheinteractionsofhumanandnaturalsystems.Usetoolssuchassurveys,tests,andquestionnaires.

• Advancedcomprehensionassessmentsbasedonresearchpapersandprojects.

4. Applysustainabilitytopersonal,campus,andcommunitylife.

• Explainhowindividualchoicescontributetoincreased/decreasedenvironmentaldegradationorstewardship.

• Participateinprogramsandinitiativesdesignedtocultivatesustainabilityskillsandvirtues.

• E-Portfolios,potentiallyconsistingofwrittenessaysandreflections,researchprojects,andpresentations.

• ActivityPortfolio,includingservicelearningactivities,campuslifestylechallenges,andotherextracurricularactivities.

• Assessmentinthiscategorywouldbeaquantitativeassessmentofparticipationinsustainabilityactivitiesratherthananassessmentofknowledgeorvaluesgainedfromthoseactivities.

19

Tier1:InordertofulfillthefournewSLOs,studentsmustfulfilla"SustainabilityKnowledge"requirementanda"SustainabilityPractice"requirement.Thetaskforcerecommendsthatthecollegeallowsinstructorstoapplyfor"SustainabilityKnowledge"and/or"SustainabilityPractice"tagsfortheircourses.Toobtaina"SustainabilityKnowledge"designation,theinstructorwouldneedtodemonstratehowstudentswouldmeetthefirstthreesustainabilitySLOs:SLO1(Definition),SLO2(TheologicalFoundation)andSLO3(KnowledgeofSocialandNaturalSystemsInteractions).Toobtaina"SustainablePractice"designation,instructorswouldneedtodemonstratehowstudentswouldmeetsustainabilitySLO4inthecourse,throughacademically-basedservice-learning,forexample.SeveralcorecoursesandcourseswithinmajorprogramscurrentlymeetthecriteriaforSustainabilityKnowledge,SustainablePractice,orboth,makingitfeasibletoachievedesiredsustainabilityliteracygoals.CoursesthatparticipateinCEAP(CalvinEnvironmentalAssessmentProgram)wouldautomaticallybetaggedasboth"SustainabilityKnowledge"and"SustainablePractice",forexample.SeveralDCMcourseswouldmeetoneorbothofthesustainabilitytags,andmorecouldbeadded.

Additionally,studentscouldsatisfythe“SustainablePractice”requirementthroughavarietyofco-curricularactivitiesaswell,suchasparticipatinginastandaloneservice-learningopportunity,aSpringBreakservicetrip,attendingaPlasterCreekStewardsworkday,orparticipatinginonoftheopportunitiesprovidedbyStudentLife,forexamplebyadoptingsustainablelivingchoicesduringKill-a-WattorservingasaSustainabilityCoordinatorforon-campusresidences.

Inadditiontominimalimpactonstudents’schedulesandcorerequirements,anotherbenefitofthistaggedsystemsisthatitwouldprovideameansforfacultytoincreasethedemandfortheircoursesbyincludingsustainability-relatedunitsintheirSLOs.Awidevarietyofcoursesacrossthecurriculumalreadydothis,asevidencedbytheSustainabilityCourseInventorycompiledinFall2015.Thesecourseswouldrequiremoderate,ifanychanges,butwouldsimplyneedtobelistedasacoursethatmeetstheappropriateSustainabilityrequirements.

OncethesechangestoCalvin’sprogramrequirementsareapprovedbytheappropriateprocess,implementingandoverseeingthestart-upofthetaggedsystemwouldbeoneoftheprimaryresponsibilitiesofaDirectorofSustainability.Thefirststepwouldbetoidentifyandtagthecoursesthatcurrentlyexist.Second,aclearandefficientsystemtoapprovecoursesforthetaggedsystemwouldbesetupandfacultywouldbeinvitedtosubmitcurrentorslightlymodifiedcoursesfortags.ThetaggedsystemwouldalsorequireadditionalresourcesfromAcademicServicesuponstart-uptoincorporatetheserequirementsintothecatalog,transcript,AERs.

ThetaskforcealsorecommendsthatSLOs1(Definition)and2(TheologicalFoundation)beincludedintheFirstYearSeminar,sothatthedefinitionsofsustainability,diversityandinclusionareidentifiedearlyonasintegraltothecollege’smission.Likewise,DevelopingaChristianMindcourseswouldincludeanapplicationofthecollege’stheologicalgroundingtosustainability,diversityandinclusioneveniftheydonotfocusontheseparticularareasintheoverallthemeofthesection.

Thistaskforcehighlyrecommendsimplementingthetaggedsystem,withanevaluationattheendofeachofthefirstthreeyearstorecommendfine-tuningandadjustments,asnecessary.

Tiers2and3:ForTier2,ifandwhentheCoreCurriculumisre-examined,thetaskforcerecommendsaddingaseparatecorecategoryforsustainability.Similartoothercorecategories,thiswouldrequirestudentstochoosefromalistofspecificcoursesthatincludesustainabilitySLOs.ForTier3,acourseorsetofcoursesthatdirectlyincorporatethesustainabilitySLOscouldbecreatedandaddedtotheCalvincurriculumoverall,orwithineachofthemajorprograms.

20

B. Assessment

ToassesstheSustainabilitySLOsatthecollegelevel,thetaskforcealsorecommendsthatassessmentofsustainabilitySLOsbeimplementedthroughapre-testandapost-testofsustainabilityliteracy.Asustainabilityliteracypre-testcouldbeincludedaspartofDCMandasustainabilityliteracypost-testcouldbeincludedaspartofanongoing,regularlyconductedseniorsurvey,oraspartofanycoursethatfulfillstheIntegratedStudiescorerequirement.Thesedata,mergedwiththesustainabilitytranscriptfortheparticipants,wouldbeexaminedanddiscussedbytheDirectorofSustainabilityandEESConanannualbasisduringthestart-upyears,andthenonabi-annualbasis.RecommendationstotheProvost,EPC,StudentLife,andAcademicServicesformodificationstothecurricularplanwouldbetheresponsibilityoftheDirectorofSustainability.

21

Recommendation5:Expandincentivesandawareness-buildinginitiativesforlifestylechoicesthatalign

withthecollege’ssustainabilitygoals

ThetaskforcecommendstheStudentLifeDivisionforitsrobustsupportofstudent-ledinitiativesthatpromotesustainablelifestylechoices.ThetaskforcerecommendsthatStudentLifeexpandandformalizesustainablelivingaspartoftheco-curricularexperienceandincludesustainablelifestylechoicesaspartoforientationprogrammingbeginninginSummer2017.ThecommitteerecommendsthecollegebuildonthesuccessoftheseinitiativesbyexpandingHealthyHabitstoincludesustainablelifestyleincentivesandawarenessprogrammingforfacultyandstaffbeginningSpring2017,withfurtherinitiativestobedevelopedandcarriedforwardbyaDirectorofSustainability.

Animportantcomponentofaninstitutionalcommitmenttoenvironmentalsustainabilityisacoordinatedcommunitycommitmenttosustainability,particularlytothegoalofcarbonneutrality.Whilelifestylecommitmentsalonewillnotachievethesameimpactaslargersystemicchangesandinvestmentsincarbonneutrality,theyfosteranawarenessoftheissues,createacalltoaction,andprovidesomemeasuredreductionincampuscarbonemissions.

Forexample,facultyandstaffcommutingcontributesupto710mtceannuallytothecollege’scarbonbudget.Walkingandbikingtowork,ortakingpublictransportation,wouldreducethisnumbersignificantly.ThesinglelargestsourcesofcarbonemissionsatCalvinCollegearenaturalgasheatingandelectricity.Consolidatingnightclassesinonebuilding,ratherthanheatingandlightingallacademicbuildings,couldsignificantlyreducecarbonemissionsandutilityexpenses;eliminatingunnecessaryofficeapplianceswoulddothesame.Whatismore,individualchoicesaboutdietandotherconsumerpatterns,couldadvancethecollege’sothersustainabilitygoalsonandoffcampus.

Thetaskforcereviewedexistinginitiativestoencouragesustainablelifestylechoicesanddiscoveredthattheseinitiativesexistprimarilyforstudents,ratherthanfacultyandstaff.ThetaskforcecommendsStudentLifefortheseinitiatives:sustainabilitycoordinatorsonthedormfloors,Kill-A-Wattduringinterim,dormroomsustainabilitycertification,MadFarmerFoodFest,etc.Certainlymanyfacultyandstaffhavemadepersonalcommitmentstosustainability,butthecollegehasfewformalinitiativesdesignedtoshapetheoverallcultureofCalvinfacultyandstaffthroughtheirindividuallifestylechoices.

Thetaskforcerecommendsthatthecollegecontinueandexpandstudentinitiativesandworkquicklytobuildcomparableinitiativesforfacultyandstaff.SomeoftheseinitiativescouldbeabsorbedbytheHealthyHabitsprogram,particularlywheretheseinitiativeshavebenefitsforpersonalhealth.Forexample,HealthyHabitsalreadyhasprogramsthatfocusonactivecommutingandhealthyeating.Theseprogramscouldbeexpandedtoemphasizereducedcarbonformsofcommutingandeatingpracticesthatcombineconcernsforpersonalandecologicalhealth.OtherinitiativescouldberunbyanewDirectorofSustainability.Greenofficeauditscouldencouragefacultyandstafftoreducetheiroverallenergyconsumption;short-termchallengesduringinterimorsummercouldencouragefacultyandstafftotestnewpractices,whetheritiseatingavegandietorreducingwasteintheirhomesandoffices.

Itisimportanttoemphasizethatinitiativestopromotesustainablelifestylechoicesbyfacultyandstaffwouldproducebenefitsbothonandoffcampus.Theywouldenlistfacultyandstaffineffortstomeetthecollege’sspecificsustainabilitygoals,suchasachievingnetcarbonneutralityanddivertingwastefromlandfills.

22

Theywouldalsoequipfacultyandstafftoliveouttheirstewardshipcommitmentsathome,expandingthecollege’sinfluenceintheprojectofrenewingsociety.

Appendix2providesanannotatedlistofspecificsuggestionsthatthecollegecouldpursue.Collectively,theserecommendationsachievetwobroadoutcomes:

First,theycreategreaterconsistencyacrossstudent,faculty,andstaffeffortsintheareaofenvironmentallysustainablepersonalactions.Asnotedelsewhereinthisreport,therehasbeenavarietyofgrassrootseffortssurroundingpersonalactionsthatreducecarbonfootprints,howevertheanalysisofthiscommitteerevealsthattheyarenotcoordinated,andassuch,theirimpactandeffectaredifficulttomeasure.

Second,theycreateparityandpotentiallyintegratesustainabilitygoalswithotheraccountabilitygoalsacrossthecampus–effortslike"healthyhabits"orastrongercommitmenttodiversityandinclusion.

Thelistisbynomeansexhaustive,andthetaskforcerecommendsthatanewDirectorofSustainability,ifthecollegechoosestocreatethisposition,takealeadingroleinidentifyingandcoordinatingnewinitiatives.

23

Recommendation6:Aligncampusmessagingwithacohesivesustainabilitynarrative

ThetaskforcerecommendsthatinSummer2017,theBrandStewardbegintoreorganizeandupdatethemultiple,disparatevenuesforsustainabilityinformationonthecollegewebpagesandprintedliteraturetoconveyacoherentandconsistentmessage.ThetaskforcefurtherrecommendsthattheBrandStewardworkwithaDirectorofSustainabilityinAY2017-2018todevelopanmessagingstrategytoleveragethecollege'ssustainabilityeffortsandachievementsinsupportofeffortstoincreaseenrollmentandexpandadvancement.

Thecommitteeundertookacomprehensiveanalysisoftheexistingmannerandmethodofcommunicationaroundenvironmentaleffortsandsustainabilitypracticesthatcontributetocarbonneutralityefforts.Thecurrentcommunicationsprofilereflectsthedisparatenatureoftheeffortsatthecollege.Thereexistavarietyofwebsites,pamphlets,documentsandreportsthatpromoteenvironmentalsustainability,aswellasstudentorganizations,clubs,governanceandquasigovernancegroups,andadministrativedepartmentswhichpurporttorepresenttheseactionsattheCollege.Thereisnosingleofficeorevidenceofacomprehensiveplanforcoordinatinga"calltoaction"orclearlyexplainingacommitmenttosustainability.

A. MessagingRecommendations

Thetaskforcerecommendsaconcertedefforttomakesustainabilitymessagingmoreprominent,coherent,andconsistent.Thiswillrequireanumberofseparateactions:

1. Forclarityinitsmessaging,settleonandadoptaparticulardefinitionofenvironmentalsustainability.Thisisdefinitionisarticulatedintheintroductiontothisreport.

2. Createasanctionedweblocationthatoutlinesthecollegescommitmenttoandprogressonachievingnetcarbonneutralityandthatprovidesagatewaytootherenvironmentalsustainabilityeffortsoncampus.

3. Developaconsistent,recognizableillustration,graphic,orlogokitforuseacrosstheCollegeonsustainabilityinitiativesandmarketing.

B. MessagingResponsibility

Sustainabilitymessagingisembeddedinawiderangeofcollegeactivities,soresponsibilityformessagingwillremaindiffuse.IfthecollegechoosestoappointaDirectorofSustainability,heorsheshouldtakeresponsibilityforcoordinatingthisworkacrossthecollege.ThedirectorshouldworkcloselywithCommunicationsandMarketingonwebsitemanagement,takingprimaryresponsibilityforthespecificcontentofthesustainabilitygatewaylocation.Thedirectorshouldalsocoordinatewithotherofficesoncampustoavoidduplicatedandconflictingmessaging.

Appendix1:CarbonNeutralityPlan4

TableA1.1

4Amorecompleteimplementationplanandanalysisisavailableinthesupportingdocuments.

CurrentNetEmissions*: 24,960 MTCE/yr

Projects SubProject Investment

MTCESavingsper$1spent UtilityBills MTCE Energy Notes

ConsolidateNightClasses/CloseBuildingsDV,HH,SCELECTRICAL $0 206.07 $30,500 206 elec 0.8% BehavioralchangesonlyConsolidateNightClasses/CloseBuildingsDV,HH,SCNATGAS $0 78.48 $7,000 78 gas 0.3% BehavioralchangesonlyComputers $0 64.66 $9,570 65 elec 0.3% ExpectedefficiencyincreasesCoordinateReservationswithOpenBuildingsELECTRICAL $0 13.51 $2,000 14 elec 0.1% BehavioralchangesonlyCoordinateReservationswithOpenBuildingsNATGAS $0 13.45 $1,200 13 gas 0.1% BehavioralchangesonlyCampusLightingtoLED Streetlights $146,550 1.02 $9,310 149 elec 0.6% EnergySavings(Nightonly)SteamBoilerstoHotWater KDH $550,000 0.88 $43,000 482 gas 1.9% ENGR3332015ReportCampusLightingtoLED OccupancySensors $30,940 0.68 $3,130 21 elec 0.1% EnergySavingsSteamBoilerstoHotWater Commons $885,000 0.54 $49,000 482 gas 1.9% ENGR3332015ReportSteamBoilerstoHotWater 3DormsconvertDomestic $185,000 0.52 $6,000 95 gas 0.4% ENGR3332015ReportCampusLightingtoLED Campusbldgs(LED) $2,900,000 0.47 $203,066 1372 elec 5.5% EnergySavingsCampusLightingtoLED VanNoordArena $225,000 0.44 $14,768 100 elec 0.4% EnergySavingsAirCompressors $58,750 0.43 $3,770 25 elec 0.1% EnergySavingsCampusRooftopSolarAdditions Several$.5-1mprojects $15,104,010 0.37 $1,200,000 5606 elec 22.5% ThisisGeneratedElectrictyCampusWindowsReplacement Campus $7,478,580 0.36 $237,795 2666 gas 10.7% ACUPCC2012ReportPneumatictoElectricControls $1,375,000 0.22 $44,883 303 elec 1.2% ReducedenergyusageCampusLightingtoLED DormTaskLamps $106,960 0.18 $1,226 20 elec 0.1% EnergySavingsCampusRoofs/insulation Campus $4,861,425 0.05 $23,335 262 gas 1.0% ACUPCC2012ReportGeothermal RestofCampus $93,156,276 0.04 $336,116 3768 gas 15.1% ACUPCC2012ReportGeothermal KDHandDorms $27,752,000 0.01 $26,332 295 gas 1.2% ACUPCC2012ReportRenewableElectricty PurchasedfromConsumers $0 0.00 $0 1407 elec 5.6% Provideruses10%renewable

Total: $154,815,491 2,252,001$ 17,431 70%RemainingAnnualCarbonemissions: 7,529

*CurrentNetEmissions:TotalMTCEfromall campusoperationsin2015lesscarbonsequesteredbyCalvinproperty.

CalvinCollegeCarbonNeutralityProjects

AnnualSavings

%ofTotal

SortedbyCarbonReducedper$1Spent

25

TableA1.2

CurrentNetEmissions*: 24,960 MCTE/yr

Projects SubProject InvestmentYrstoPayback Utilities mtce Energy Notes

ConsolidateNightClasses/CloseBuildingsDV,HH,SCELECTRICAL $0 0 $30,500 206 elec 0.8% BehavioralchangesonlyConsolidateNightClasses/CloseBuildingsDV,HH,SCNATGAS $0 0 $7,000 78 gas 0.3% BehavioralchangesonlyCoordinateReservationswithOpenBuildingsELECTRICAL $0 0 $2,000 14 elec 0.1% BehavioralchangesonlyCoordinateReservationswithOpenBuildingsNATGAS $0 0 $1,200 13 gas 0.1% BehavioralchangesonlyComputers $0 0 $9,570 65 elec 0.3% ExpectedefficiencyincreasesRenewableElectricty PurchasedfromConsumers $0 0 $0 1407 elec 5.6% Provideruses10%renewableCampusLightingtoLED OccupancySensors $30,940 10 $3,130 21 elec 0.1% EnergySavingsCampusRooftopSolarAdditions Several$.5-1mprojects $15,104,010 13 $1,200,000 5606 elec 22.5% Self-GeneratedElectricitySteamBoilerstoHotWater KDH $550,000 13 $43,000 482 gas 1.9% ENGR3332015ReportCampusLightingtoLED Campusbldgs(LED) $2,900,000 14 $203,066 1372 elec 5.5% EnergySavingsCampusLightingtoLED VanNoordArena $225,000 15 $14,768 100 elec 0.4% EnergySavingsAirCompressors $58,750 16 $3,770 25 elec 0.1% EnergySavingsCampusLightingtoLED Streetlights $146,550 16 $9,310 149 elec 0.6% EnergySavings(Nightonly)SteamBoilerstoHotWater Commons $885,000 18 $49,000 482 gas 1.9% ENGR3332015ReportPneumatictoElectricControls $1,375,000 31 $44,883 303 elec 1.2% ReducedenergyusageSteamBoilerstoHotWater 3DormsconvertDomestic $185,000 31 $6,000 95 gas 0.4% ENGR3332015ReportCampusWindowsReplacement Campus $7,478,580 31 $237,795 2666 gas 10.7% ACUPCC2012ReportCampusLightingtoLED DormTaskLamps $106,960 87 $1,226 20 elec 0.1% EnergySavingsCampusRoofs/insulation Campus $4,861,425 208 $23,335 262 gas 1.0% ACUPCC2012ReportGeothermal RestofCampus $93,156,276 277 $336,116 3768 gas 15.1% ACUPCC2012ReportGeothermal KDHandDorms $27,752,000 1054 $26,332 295 gas 1.2% ACUPCC2012Report




%ofTotal

AnnualSavingsSortedbyYearstoPayback

26

TableA1.3


Projects SubProject Investment

CostSavingsper$1spent UtilityBills MTCE Energy Notes

ConsolidateNightClasses/CloseBuildingsDV,HH,SCELECTRICAL $0 30,500 $30,500 206 elec 0.8% Behavioralchangesonly

Computers $0 9,570 $9,570 65 elec 0.3% Expectedefficiencyincreases

ConsolidateNightClasses/CloseBuildingsDV,HH,SCNATGAS $0 7,000 $7,000 78 gas 0.3% Behavioralchangesonly

CoordinateReservationswithOpenBuildingsELECTRICAL $0 2,000 $2,000 14 elec 0.1% Behavioralchangesonly

CoordinateReservationswithOpenBuildingsNATGAS $0 1,200 $1,200 13 gas 0.1% Behavioralchangesonly

CampusLightingtoLED OccupancySensors $30,940 0.10 $3,130 21 elec 0.1% EnergySavings

CampusRooftopSolarAdditions Several$.5-1mprojects $15,104,010 0.08 $1,200,000 5606 elec 22.5% Self-generatedElectricity

SteamBoilerstoHotWater KDH $550,000 0.08 $43,000 482 gas 1.9% ENGR3332015ReportEstimates

CampusLightingtoLED Campusbldgs(LED) $2,900,000 0.07 $203,066 1372 elec 5.5% EnergySavings

CampusLightingtoLED VanNoordArena $225,000 0.07 $14,768 100 elec 0.4% EnergySavings

AirCompressors $58,750 0.06 $3,770 25 elec 0.1% EnergySavings

CampusLightingtoLED Streetlights $146,550 0.06 $9,310 149 elec 0.6% EnergySavings(Nightonly)

SteamBoilerstoHotWater Commons $885,000 0.06 $49,000 482 gas 1.9% ENGR3332015ReportEstimates

PneumatictoElectricControls $1,375,000 0.03 $44,883 303 elec 1.2% Reducedenergyusage

SteamBoilerstoHotWater 3DormsconvertDomestic $185,000 0.03 $6,000 95 gas 0.4% ENGR3332015ReportEstimates

CampusWindowsReplacement Campus $7,478,580 0.03 $237,795 2666 gas 10.7% ACUPCC2012ReportEstimates

CampusLightingtoLED DormTaskLamps $106,960 0.01 $1,226 20 elec 0.1% EnergySavings

CampusRoofs/insulation Campus $4,861,425 0.00 $23,335 262 gas 1.0% ACUPCC2012ReportEstimates

Geothermal RestofCampus $93,156,276 0.00 $336,116 3768 gas 15.1% ACUPCC2012ReportEstimates

Geothermal KDHandDorms $27,752,000 0.00 $26,332 295 gas 1.2% ACUPCC2012ReportEstimates

RenewableElectricty Util ityProvider $0 0.00 $0 1407 elec 5.6% Provideruses10%renewable




AnnualSavings

%ofTotal

SortedbyEnergySavingsper$Invested

27

TableA1.4


Projects SubProject Investment Utilities mtce Energy NotesConsolidateNightClasses/CloseBuildingsDV,HH,SCELECTRICAL $0 $30,500 206 elec 0.8% BehavioralchangesonlyConsolidateNightClasses/CloseBuildingsDV,HH,SCNATGAS $0 $7,000 78 gas 0.3% BehavioralchangesonlyCoordinateReservationswithOpenBuildingsELECTRICAL $0 $2,000 14 elec 0.1% BehavioralchangesonlyCoordinateReservationswithOpenBuildingsNATGAS $0 $1,200 13 gas 0.1% BehavioralchangesonlyComputers $0 $9,570 65 elec 0.3% ExpectedefficiencyincreasesRenewableElectricty PurchasedfromConsumers $0 $0 1407 elec 5.6% Provideruses10%renewableCampusLightingtoLED OccupancySensors $30,940 $3,130 21 elec 0.1% EnergySavingsAirCompressors $58,750 $3,770 25 elec 0.1% EnergySavingsCampusLightingtoLED DormTaskLamps $106,960 $1,226 20 elec 0.1% EnergySavingsCampusLightingtoLED Streetlights $146,550 $9,310 149 elec 0.6% EnergySavings(Nightonly)SteamBoilerstoHotWater 3DormsconvertDomestic $185,000 $6,000 95 gas 0.4% ENGR3332015ReportCampusLightingtoLED VanNoordArena $225,000 $14,768 100 elec 0.4% EnergySavingsSteamBoilerstoHotWater KDH $550,000 $43,000 482 gas 1.9% ENGR3332015ReportSteamBoilerstoHotWater Commons $885,000 $49,000 482 gas 1.9% ENGR3332015ReportPneumatictoElectricControls $1,375,000 $44,883 303 elec 1.2% ReducedenergyusageCampusLightingtoLED Campusbldgs(LED) $2,900,000 $203,066 1372 elec 5.5% EnergySavingsCampusRoofs/insulation Campus $4,861,425 $23,335 262 gas 1.0% ACUPCC2012ReportCampusWindowsReplacement Campus $7,478,580 $237,795 2666 gas 10.7% ACUPCC2012ReportCampusRooftopSolarAdditions Several$.5-1mprojects $15,104,010 $1,200,000 5606 elec 22.5% Self-GeneratedElectricityGeothermal KDHandDorms $27,752,000 $26,332 295 gas 1.2% ACUPCC2012ReportGeothermal RestofCampus $93,156,276 $336,116 3768 gas 15.1% ACUPCC2012Report



%ofTotal


AnnualSavingsSortedbyUpfrontCost

28

TableA1.5:OnePlanforCarbonReductionBasedontheCERFModelofReinvestingEnergySavings:Years1-27

Project%Project

%Complete Year

OperatingBudgetNormalExpense

CapitalCostCurrentYearAmount

NEWSavings(Year)

RunningToralSavings(Year)

CompoundedSavingsYeartoYear

CollegeAccumulatedRunningTotal

RenewableElectricty 0 $0.00 $0.00 $0.00 $0.00

ConsolidateNightClasses/CloseBuildings 100.00% 100.00% 1 $0.00 $0.00 $37,500.00 $37,500.00 CoordinateReservationswithOpenBuildings 100.00% 100.00% 1 $0.00 $0.00 $3,200.00 $40,700.00

PneumatictoElectricControls 12.00% 12.00% 1 $165,000.00 $0.00 $5,386.00 $46,086.00

YearTotal 1 $46,086.00

YearStart 2 $46,086.00 $46,086.00 $46,086.00

OccupancySensors 100.00% 100.00% 2 $30,940.00 $0.00 $3,130.18 $49,216.18

Streetlights(Partial) 50.00% 50.00% 2 $73,275.00 $0.00 $4,654.89 $53,871.07

VanNoordArena(Partial) 50.00% 50.00% 2 $112,500.00 $0.00 $7,384.00 $61,255.07

Campusbldgs(LED)(Partial) 5.00% 5.00% 2 $145,000.00 $0.00 $10,153.28 $71,408.35

DormTaskLamps(Partial) 50.00% 50.00% 2 $53,480.00 $0.00 $613.20 $72,021.55


YearStart 3 $118,107.55 $72,021.55 $118,107.55


VanNoordArena(Partial) 50.00% 100.00% 3 $112,500.00 $0.00 $7,384.00 $127,818.99


DormTaskLamps(Partial) 50.00% 100.00% 3 $53,480.00 $0.00 $613.20 $148,738.75


YearStart 4 $220,760.30 $102,652.76 $220,760.30



AirCompressors(Partial) 25.00% 25.00% 4 $14,687.50 $0.00 $942.47 $244,336.78

PneumatictoElectricControls 3.00% 15.00% 4 $41,250.00 $0.00 $1,346.50 $245,683.28


29

Project%Project

%Complete Year



NEWSavings(Year)




YearStart 5 $348,336.03 $127,575.73 $348,336.03



CampusRooftopSolarAdditions 5.00% 5.00% 5 $55,200.50 $700,000.00 $60,000.00 $429,585.06


YearStart 6 $557,160.79 $208,824.76 -$142,839.21



CampusWindowsReplacement 1.00% 1.00% 6 $74,785.80 $0.00 $2,377.95 $580,787.77


YearStart 7 $789,612.53 $232,451.74 $89,612.53



CampusRooftopSolarAdditions 5.00% 10.00% 7 $55,200.50 $700,000.00 $60,000.00 $870,861.56

CampusWindowsReplacement 1.00% 2.00% 7 $74,785.80 $0.00 $2,377.95 $873,239.51


YearStart 8 $1,105,691.24 $316,078.72 -$294,308.76

Campusbldgs(LED)(Partial) 10.00% 65.00% 8 $290,000.00 $0.00 $20,306.56 $1,125,997.81

CampusRooftopSolarAdditions 3.00% 13.00% 8 $53,120.30 $400,000.00 $36,000.00 $1,161,997.81

CampusWindowsReplacement 1.00% 3.00% 8 $74,785.80 $0.00 $2,377.95 $1,164,375.76


YearStart 9 $1,480,454.47 $374,763.23 -$319,545.53





30

Project%Project

%Complete Year



NEWSavings(Year)


CompoundedSavingsYear

toYear





YearTotal 10 $82,684.51

YearStart 11 $2,406,034.46 $504,132.25 -$293,965.54




YearTotal 11 $82,684.51

YearStart 12 $2,992,851.23 $586,816.76 -$407,148.77



SteamBoilerstoHotWaterKDH 100.00% 100.00% 12 $195,000.00 $355,000.00 $43,000.00 $3,082,004.51


YearTotal 12 $91,531.23

YearStart 13 $3,671,199.22 $678,348.00 -$483,800.78



YearTotal 13 $86,377.95

YearStart 14 $4,435,925.17 $764,725.95 -$519,074.83



YearTotal 14 $86,377.95

YearStart 15 $5,287,029.06 $851,103.90 -$467,970.94



31

YearTotal 15 $62,377.95

Project%Project

%Complete Year



NEWSavings(Year)




YearStart 16 $6,200,510.91 $913,481.85 -$54,489.09


SteamBoilerstoHotWater3Dorms 100.00% 100.00% 16 $85,000.00 $100,000.00 $6,000.00 $6,266,510.91


YearTotal 16 $68,377.95

YearStart 17 $7,182,370.70 $981,859.80 $342,370.70


SteamBoilerstoHotWaterCommons 100.00% 100.00% 17 $335,000.00 $550,000.00 $49,000.00 $7,291,370.70

PneumatictoElectricControls 3.00% 18.00% 17 $41,250.00 $0.00 $1,346.50 $7,292,717.20


YearTotal 17 $112,724.45

YearStart 18 $8,276,954.95 $1,094,584.24 $401,954.95

CampusRooftopSolarAdditions 11.00% 68.00% 18 $161,441.10 $1,500,000.00 $132,000.00 $8,408,954.95



YearTotal 18 $137,519.78

YearStart 19 $9,509,058.98 $1,232,104.03 $134,058.98



YearTotal 19 $146,377.95

YearStart 20 $10,887,540.95 $1,378,481.98 $12,540.95



CampusRoofs/insulation 5.00% 5.00% 20 $3,071.25 $240,000.00 $1,166.75 $11,011,085.65

YearTotal 20 $123,544.70

32

Project%Project

%Complete Year



NEWSavings(Year)


CompoundedSavingsYear

toYear



CampusWindowsReplacement 5.00% 20.00% 21 $73,929.00 $300,000.00 $11,889.75 $12,521,457.38


YearTotal 21 $133,056.50

YearStart 22 $14,024,650.81 $1,635,083.18 $9,650.81




YearTotal 22 $30,467.55

YearStart 23 $15,690,201.53 $1,665,550.73 $625,201.53




YearTotal 23 $35,223.45

YearStart 24 $17,390,975.71 $1,700,774.17 $1,125,975.71


CampusWindowsReplacement 15.00% 55.00% 24 $71,787.00 $1,050,000.00 $35,669.25 $17,433,377.46


YearTotal 24 $44,735.25

YearStart 25 $19,136,485.13 $1,745,509.42 $1,371,485.13




YearTotal 25 $47,068.75

33

Project%Project

%Complete Year



NEWSavings(Year)




YearStart 26 $20,929,063.30 $1,792,578.17 $1,164,063.30




YearTotal 26 $47,068.75

YearStart 27 $22,768,710.22 $1,839,646.92 $1,003,710.22



AppendixII:DirectorofSustainabilityResponsibilities

ThetaskforcerecommendsthatCalvinCollegeappointaDirectorofSustainabilitytocoordinateanddirectsustainabilityactivitiesacrossoperatingunits.Thecollegehasalreadydoneasignificantamountofworkonsustainability,drivenlargelybythepassionandcommitmentofindividualemployees.ADirectorofSustainabilitywillinstitutionalizethisworkandensurethatthisworksisgreaterthanthesumofitsparts. ToassisttheadministrationincraftingajobdescriptionforanewDirectorofSustainability,thetaskforcehascreatedalistofresponsibilitiesappropriatetotheposition.Asignificantnumberoftheresponsibilitieslistedbelowreflectcommitmentsthatthecollegehasmadewithoutalongrangeplanallocatingresourcestoensuretheircompletion.Indeed,thetaskforcebelievesthatcreatinganewposition,DirectorofSustainability,iscriticaltothecollege’ssustainabilitysuccess.

1. DevelopandimplementtheCarbonNeutralityplan• Managetherevolvinginvestmentfund• Prioritizeprojects• Trackandreportonprojects(carbonreduction,savings,costs)• Pursueandmanageadditionalgrantanddonorfundsforprojects

2. Inventory,coordinateandstreamlineallsustainabilityactivitiesatthecollege• Establisheffectivepartnershipsbetween,andworkcollaborativelywith,sustainabilityactorsacrossthe

college,includingthoseinthefollowingareas:o Curriculumo Research&Scholarshipo Service-Learningo StudentLifeo CreationCareCurriculumo FaithFormationo CommunityEngagemento PhysicalPlanto Energyo Vendorselectiono FoodServiceso WasteManagemento MasterPlano Investmento Health&Well-beingo Affordabilityo Diversityo Enrollment&Retentiono Advancemento Technologyo Transportationo Other

3. Developcross-divisionalSustainabilitySteeringCommitteeandmandate

• WorkwithEnvironmentalandEnergySustainabilityCommittee(EESC)todefinescopeandresponsibilities

35

4. Advisecollegeleaders• DevelopplantoincorporatesustainabilitygoalsandtargetsintoStrategicPlan• DevelopandoverseestrategiestomeetStrategicPlansustainabilitygoals• WorkwithIE&AtodevelopinstitutionallyaligneddashboardsandKPIsforsustainability• Createcollege-widecultureofsustainability• Guideandinformthecollegeinadoptingbestpractices• WorkwithCollegeChaplainsandfaithformationprogramsaroundcreationcarecurriculumandliturgy

5. OverseeSTARS(trackingandimplementation)andSustainabilityReporting• Workcross-divisionallytointegrateSTARSintoorganizationalbehavioranddecisionmaking• Buildsystemsandprocessesfordatacollectionandmanagement• ManagereportingforannualSTARSsubmission

6. ImplementSustainabilityLiteracyAssessmentacrosstheCurriculum• IntegratewithCoreAssessmentandEducationalFramework• Coordinatewithotherassessmentexpertsoncampustoensureintegratedmodel• Assesssustainabilityliteracy• Advisedepartmentsonsustainability-relatedprogramandcourselearningobjectives

7. Developaconsistentnarrativeandmessageregardingsustainabilityforcollege-widemarketingandcommunication• Developandmaintainwebresourcesthatreportworkcompletedandserveasasourceofinformationfor

individualsoncampus.

8. Findpermanentfundinganddetermineformalorganizationalmodel• Seekgrantfundingforparticularprojects• Exploreenergyrebatesandincentivestorecommendoptimaltimingforimplementation

9. Maintainprofessionalexpertise,stayingcurrentinthefieldandparticipatinginongoingprofessionaldevelopment.

10. Representthecollegeexternallyinnetworksrelatedtosustainability.• CoordinatefaithfulpracticesandadvocacyeffortswiththeCRCNAOfficeofSocialJusticeClimateWitness

Project• Coordinateandcommunicatebestpracticeswithpeerinstitutions• RepresentthecollegeatAASHEmeetings

AppendixIII:LifestyleChoicesandInitiatives

Itwillbeclearinthesuggestionsbelowthatthesuccessofthesustainablelifestylesuggestionsbelowdependsoncoordinateandsupport.ADirectorof

Sustainabilitywillplayacentralroleinpromotingandcoordinatingthesenewinitiatives.

Manyofthestudentinitiativescanbeexpandedtoincludefacultyandstaff,thoughthetaskforcerecommendsdevelopinganincentivesystemthat

differssignificantlyfromthatusedtoencouragestudents.BasedonconversationswiththesustainabilitydirectoratElonCollegeandinternaldeliberation,the

taskforcebelievesthatindividualincentivestendtobemoreeffectiveinmotivatingfacultyandstaff,whileteam-basedincentivesandconteststendtowork

wellamongstudents.

CurrentPractice ProposedImprovement ImpactDREAMcertificationforstudents:EachInterimaround25%ofourstudentswho

liveinresidencehallsp(425of1700students)

“DREAMcertify”theirroomsbytakinganonline

assessmentwhichevaluatesthesustainabilityof

theirresidencehallroomandlivingroutines.

TheDREAMcertificationformcanfoundonline:

calvin.edu/go/kill-a-watt

GreenOfficeAudit&Certificationforfaculty/staff:Weproposeadaptingthisprogramtoservefacultyandstaffintheformofa

GreenOfficeAudit.This“audit”wouldcreateaprocessforfacultyandstaff

memberstoreviewtheimpacttheirdailyworkhasontheenvironment,and

explorenewwaystolivemoresustainabledailyworklives.ADirectorof

Sustainabilitywouldcoordinatethisprogram.

PossibleIncentivesfortheGreenOfficeAudit

*Windowclingwhichdenotestheirachievedcertificationlevel.

*Freemealpasstothedininghall.

*ListofparticipantspublishedintheAcademicBulletin.

Seethefollowingwebsitesforexamplesof“GreenOfficeAudit”formsand

processes:

·BatesCollegehttp://www.bates.edu/sustainability/get-involved/get-

involved-for-faculty-and-staff/green-certification-program-for-offices/

·DukeUniversity

http://sustainability.duke.edu/action/certifications/greenworkplace/

·UniversityofCaliforniaRiverside

http://sustainability.ucr.edu/certification/greenofficeprogram.html

Variouspracticeswould

reduceoverallenergyuse.

Forexample,eachperson

whodecidestoturnher

officelightsoffforhalfthe

day,wouldsavethecollege

48kWhr/day,or12,480

kWhr/year.Thiscalculation

isbasedontheassumption

thereare260workingdays

inonecalendaryear.

LifestyleChallengesforstudents:EachJanuary,about35%ofresidencehall

studentstryoutnewsustainablelifestylehabits

aspartofKill-A-Watt.Studentschoosefroma

menuofseverallifestylechallengeoptions,such

asbecomingveganorvegetarian,goingcarless,

takingshortershowers,givingupplasticbottles,

unpluggingapplianceswhennotinuse,orusing

coldwaterforlaundry.Onaverage,astudent

LifestyleChallengesforfaculty/staff:WeproposetoexpandtheseLifestyleChallengestoincludetheentire

campus.Faculty,staff,andstudentswouldsignuponlinetotryoutnew

sustainableLifestyleHabitsduringinterim,includingridingbus,carpooling,

usingpaper/plasticproducts,communityinvolvement,homeenergyaudit,

replacinglightbulbswithLEDlightsathome,dietarychanges,etc.

Participantscouldqualifyforvariousincentivessuchasthefollowing:

*Asmallbuttonwithagreenleafthatsays“Takingthechallenge.”

*Bonusbucks

Challengeswouldcontribute

toenergyandresource

reductions,suchasfaculty

committingtoreducetheir

printer/copierusebyaset

percentage.

37

whosignsupforLifestyleChallenges,willtake

on6-8newlifestylechallengesforinterim.See

www.calvin.edu/go/kill-a-watt)

*Drawingforgrandprize:ahomeenergyauditandmoneytocomplete

sustainabilityupgradesathome.

TransportationandParking:ThecollegecurrentlyhasanActiveCommute

Weektoencouragebikingandwalkingtowork.

ThecollegealsoprovidesRapiddiscountcards

forstudents,staff,andfacultytouseonpublic

transportation.

Expandsustainabletransportationprogramsandincentives:*Increasestudentparkingfeeandencouragealternatevehiclesharing:

Ridesharing,Enterprisecar-sharingprogram,publictransportation,etc.

*Chargeanannualfeeforfaculty/staffparkingpassandusethismoney

fromthisfeeforsustainabilityinitiativesandincentives.Offeradiscounted

passforcarpoolvehicles.

*Establish“prime”parkingspacesforcarpoolandlow-emissionvehicles.

Exampleprogram:ElonCollegehttp://www.elon.edu/e-

web/bft/sustainability/ci-transport.xhtml

*Explorethepossibilityofaddingbikelanestocampusroadsandsidewalks.

*Offerbikelockersorbikeracksunderawnings,tocreateweather-

protectedparkingforbikes

*Adddividersorcurtainstoshowersonstafflockerrooms,sothereare

individualshowerstalls.Thiswillremoveonebarriertobikingtowork,as

manypeoplewouldfeelmorecomfortableusingaprivateshower.

*Offerfreeathleticcomplexlockerstoanystaff/facultywhocommitto

bikingorwalkingtoworkforatleast50daysoftheyear.

*Addcampusshowersinkeycampuslocations,otherthanthefieldhouse.

*Calvinvanshuttleroutesforstaff(morningandevening).

Encouragingcarpoolingand

lowemissionvehicleswould

contributedirectlyto

Calvin’scarbonreductions.

SustainableDining:DiningServicesparticipatestheRealFood

Challenge,aprogramthatpromotesthe

purchaseanduseofmorelocalfood.Calvinalso

hasanactiveFoodRecoveryNetworkprogram,

inwhichstudentvolunteerstransportleftover

dininghallfoodtocommunityfoodpantriesand

shelters.Inaddition,thedininghallcurrently

workstosupportlocalorganicfarms,provides

vegetarianandveganoptions,minimizesuseof

disposabledinnerware,usedcompostable

disposable,compostsfoodwaste,and

implementsareusablemugprogram.

ExpandsustainablepracticesincollaborationwithDiningServices:Someideasinclude:

*Educatingstudentsandstaffmembersaboutcurrentinitiativesthrough

consistentsignageDiningServiceslocations.

*Increasedveganentreesandsignage;meatlessMondays;andeducational

materialaboutvegansourcesofprotein.

*Expandcompostingthroughoutcampus,wherefeasible.

*Promotestaff/facultydiningplansasatietocarbonneutralityand

environmentalsustainability(sostaffdon'tdriveoff-campusforlunch)

Someoftheseprograms

wouldcontributedirectlyto

foodwastereductions.

Manywouldnotaffectthe

college’scarbonbudgetor

measuredgoals,butthey

wouldbuildacultureof

sustainability.

38

CommunityGardens:Calvincurrentlymaintainstwocommunity

gardens:asmallgardeninwhichstudentscan

rentgardenplots,andalargergardenthat

producesmarket-qualityfoodusedbyDining

Services.Studentsareemployedtoworkinthe

garden,organizingvolunteers,acquiringseeds,

planting,weeding,harvesting,andcleaning.

Severalfacultyconveneclassesinthegardenfor

anythingfromexpressingcreativeideasabout

foodinart,toscienceinvestigationsstudying

leadinfood,tointroductoryclassesbecoming

awareofhealthfulcharacteristicsofsoils.

Communityeducationeventsareheldatthe

garden,andthehousenexttothegardenis

hometoasmallliving-learningcommunityof

students,whohavefacultymentors.TheGEO

Departmentalsomaintainsbeehivesinthe

largercommunitygarden.

Expandparticipationandlearningthroughtheuseofourcampusgardens:*Invitecommunityorganizations,DiningServices,HealthyHabits,Culinary

Club,studentorganizations,andGardenHouseliving-learningstudentsto

facilitatecommunityeducationevents.

*Addsignagethatexplainsthevisionandpurposeofthegarden.

*Createanew,well-tendedherbgardeninamorevisiblelocationnear

KnollcrestDiningHall.

*Buildingagazebointhegardenforeducationalprograms.

*Offerproducebenefitsforfacultyandstaffwhovolunteerinthegardens.

*WorkwithCalvin’scommercialcompostingcompanytodeterminethe

feasibilityof1)returningcomposttocampusand2)sellingcompostto

faculty/staffforhomeuse.

*ExpandthelargercommunitygardenonHampshireintotheneighboring

yardinordertoaddasmallorchard.

PossibleCommunityEducationseminartopicideas:

*Howtoputinasmallgardenofyourown

*Howtocompostinyourbackyard

*Makerainbarrels(throughWMEAC)

*Beekeepinglessons

Thecommunitygardens

servebothaseducational

toolsandascentersof

communityoncampus.

ExpandHealthyHabitstopromotesustainablelifestylechoices:RoyZuidema,whooverseestheHealthyHabitsprogramatCalvin,eagerto

collaborateandpromotethelifestyleinitiativeslistedinthisdocument.

Ideasinclude:

*Offermoreseminarsonsustainabilitytopicssuchasvegetarianism,

gardening,readingfoodlabels,eatinglocally

*Hostabookdiscussiongrouponhealthandsustainability.

*Hostafallwellnessrelatedevent,inconnectionwithAASHESustainability

MonthinOctober.

*Provideadditionalresourcesandincentivesforbikingtowork.

*CollaboratewithHumanResourcestoofferrecognitiontostaffmembers

whoconsistentlybiketowork

*PartnerwithOutdoorRecreationtoofferbikemaintenanceworkshops

throughHealthyHabits

*PromoteandexpandtheActiveCommuteWeek

*Worktowardscreatingmoreinfrastructuretosupportbikingtowork(such

asbikelockers,bikelanes,showersinotherlocations,etc.)

39

*ExpandtheresponsibilitiesoftheHealthyHabitsambassadorstoinclude

sustainabilityissues.HealthyHabitsambassadorscouldworktopromote

bothhealthandsustainabilityintheirdepartments.

SustainabilityCoordinator:Calvinhasaresidencehall-basedleadership

positioncalled“sustainabilitycoordinator.”

Thereareafewsustainabilitycoordinatorsin

eachresidencehallwhopromotesustainable

practicesandeventsintheirowncommunities,

andthisteamalsoworkstogetheroncentralized

programsforthebroadercommunity,suchas

Kill-a-wattandMadFarmerFoodFest

Createsustainabilityambassadorsinfaculty/staffdepartmentsatCalvin:ThiscouldbestructuredsomewhatsimilarlytothecurrentHealthyHabits

Ambassadorprogram,whereonerepresentativefromeachdepartment

workstowardsconnectingtheirdepartmenttothecampus’ssustainability

initiatives.Alternatively,thecurrentdirectorofHealthyHabits(Roy

Zuidema)alsosuggestedthattheHealthyHabitsAmbassadorscould

potentiallyincludesustainabilityinitiativesaspartoftheirrole.

Exampleprogram:ElonCollegehasaSustainabilityAmbassadorsprogram,

whichcouldpotentiallyserveasamodelorstartingpoint.Their

sustainabilitydirectorinvitesrepresentativesfromthroughoutthestaff

departmentsofthecollegetojointogetherforaspeciallunchmeetingonce

persemester.Duringthismeeting,staffbringfeedbacktothedirectorof

sustainability.Thistimeisalsousedtobrainstormnewsustainability

initiativesandreportbackonprogressfrompastgoalsandinitiatives.

CampusMinistriesPartnership:CampusMinistriesCurrentlyourCampusMinistriesofficeoccasionally

organizeschapelservicesthatarefocusedoncreation-care.Thisofficealso

partnerswiththeresidencehallsustainabilitycoordinatorstoplana

collaborativedormworshipnightandtooffercreation-carebiblestudies

duringInterim.OneadditionalideawouldbefortheCampusMinistries

officetoencouragethepursuitofasustainablepracticeforlent,suchas

fastingfrommeatoncertaindays.