initiatives revenue
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EMP ANNUAL
IMPLEMENTATION PLAN
2012-2013
facilities
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waste
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alignment
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vitality energy
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20% REDUCTION OF 2007 TOTAL CARBON EMISSIONS BY 2020
EMP IMPLEMENTATION PLAN 2012-2013
Backgroundpage 1
Breakdownpage 2
Metrics & Evaluationpage 3
1.0 Waste Management & Paper Consumption
1.2
Energy Waste Reduction Strategy
1.4
Recycling, Compost & Solid Waste Strategy
page 4
3.0 Procurementpage 6
3.1
Sustainable Procurement Policies
4.0 Local Food and Health & Wellness
4.1
Local, Healthier Food Options
5.0 Transportation & Vehicle Emissions
5.2
page 8
Active & Alternative Transportation
6.0 Alternative Energy
page 7
page 9
6.1 Renewable Energy Production
8.0 Change Management
page 10
8.1
Stakeholder Engagement
8.2
Public Awareness
8.4
Environmental Stewardship & Academic Credit
2012 - 2013
Contents
Actions at a Glance
• Energy Conservation Strategy
• Waste Management Strategy
• Plastics Ban
• Water Conservation
• Procurement Workshop
• Procurement Policy Development
• Campus Food Stand
• Food Services Contract
• Plate Transparency Campaign
• Staff HSR Pass
• Ridership & Parking Study
• Carpooling
• Smart Commute Program
• Restricted-Access Bike Parking Facility
• MSA Bike Loan Program
• Corporate Car Share & Low Carbon Fleet
• District Energy Plan
• Clean Energy Plan
• Investment Fund/Ancillary Fee
• Volunteer Opportunities
• CSEP Position
• Community Involvement
• Co-Op Student
• Capstone Projects
EMP IMPLEMENTATION PLAN 2012-2013
Background: Environmental Management Plan
Mohawk College is committed to conducting business in ways which positively impact people the environment and the economy.
Developed in 2011, the Environmental Management Plan (EMP) is the leading policy document and blueprint that
will shape the College’s transformation towards a greener, prosperous future as an environmentally, socially and
financially conscious institution. The EMP will play a vital role in Mohawk’s future success, as the global sustainability
movement progresses from a grassroots movement to a global reality.
Mohawk has adopted a multi-faceted definition of sustainability which recognizes the interconnection between
economy, society and the environment in creating a high quality of life for students, staff and the community at
large. This plan was developed based on the understanding that achieving sustainability requires participation from
all levels of the College structure as well as students and other community members.
In collaboration with Zerofootprint, Mohawk completed a baseline Greenhouse Gas Inventory for 2007 carbon
emissions and followed the study with a series of Carbon Roundtables in which over 170 students, staff and faculty
provided their input. The EMP was developed based on the results of the GHG inventory and feedback collected
from the Roundtable sessions.
The completion of a GHG inventory identifies the activities and operations contributing to Mohawk’s carbon
footprint while enabling the development of meaningful and appropriate emission reduction strategies, and
creating benchmarks for future assessment. The EMP sets a reduction target which calls for a 20% reduction of 2007
baseline carbon emissions by 2020.
Nurturing a sustainable culture at Mohawk will contribute to the College’s ability to continually recruit and retain students, provide positive working and learning environments, and to
remain competitive with other post-secondary institutions while building on Mohawk’s reputation within the community and beyond. Achieving the long-term emissions reduction target will
minimize the College’s impact on the environment by reducing the carbon footprint, will lower operational costs and will increase financial stability and long-term vitality of the College.
This plan calls upon all staff and students to contribute to developing the sustainable culture at Mohawk College and will require the creation of new programs, policy development and
changes to decision-making across a broad range of issues.
Conducting business to positively impact people, the environment and the economy
page 1
EMP IMPLEMENTATION PLAN 2012-2013
Breakdown: Annual Implementation Plan
The EMP provides direction and sets priorities by proposing a set of Pillars which represent key areas of focus, encompassing the many practices
that contribute to Mohawk’s carbon footprint. This includes campus buildings, College fleet, paper use, student and staff commuting, waste
produced on campus, and procurement, as well as awareness and engagement.
WORK PLAN:
GOAL
These Pillars are associated with a set of Strategies aimed at reducing carbon emissions in these key areas. The Strategies will be carried
out through a set of Actions which identify operational and activity changes which will also improve social and economic environments for
stakeholders.
A long-term Work Plan outlining these Actions was developed concurrently with the
EMP. These Actions represent operational and activity changes, and must be carried
out to support the Strategies which will help Mohawk College achieve the ultimate goal
of a 20% reduction of total 2007 carbon emissions by 2020. The long-term Work Plan
distinguishes some of these changes as Priority Actions, which are to be addressed on a
short-term basis.
This document, the Annual Implementation Plan, is comprised of the Priority Actions
identified in the Work Plan and will guide actions and sustainable initiatives through
the year. This plan identifies desired outcomes for each task, as well as timelines for
completion.
PILLAR
STRATEGY
ACTIONS
The Implementation Plan will be reviewed and updated annually by the Sustainability
Steering Committee, and will be presented to the Mohawk Executive Group. An annual
environmental scorecard will be presented to the Mohawk College Board of Governors.
PRIORITY ACTIONS
ANNUAL PLAN
Conducting business to positively impact people, the environment and the economy
page 2
EMP IMPLEMENTATION PLAN 2012-2013
Metrics & Evaluation
To ensure the success of the EMP, Mohawk must continually measure, monitor and communicate the
progress of each Pillar, Strategy and Action. On-going evaluation will allow the College to identify areas
of strength and weakness, and to respond accordingly in the interest of achieving the long-term reduction
target and, ultimately, sustainability as an institution.
In keeping with the three-pillared approach to sustainability, actions and their outcomes will be analysed
for environmental, financial and social impact. By establishing a set of metrics, Mohawk is ensuring that
all actions are in alignment with the Pillars of Sustainability and that tangible, positive outcomes will be
produced.
Metrics will also play a key role in securing internal or external funding, and in justifying continued support
for sustainable initiatives from all levels of the College. In the Annual Implementation Plan, the breakdown
of each Pillar is followed by a summary chart which also includes a column indicating which set of metrics will
be used for evaluation:
S
Social
F
Financial
E
Environmental
Conducting business to positively impact people, the environment and the economy
SOCIAL:
Social return on investment will allow monitoring of the level
of stakeholder and community engagement, and will track
improvements to quality of life. Where tangible or quantifiable values
are unattainable, qualitative data such as surveys and stakeholder
feedback will be applied
FINANCIAL:
Financial metrics will help to incorporate Return on Investment into
large, high initial cost strategies and actions, with proof of benefits
to the college’s long-term bottom line. This metric will be applied to
Actions aimed at reducing annual operating costs.
ENVIRONMENTAL:
Environmental metrics will allow tracking and reporting (locally,
and with government agencies, etc.) to Mohawk’s stakeholders.
Environmental metrics will be focused on Greenhouse Gas emissions
where appropriate. In other cases, the industry standard will be used.
page 3
EMP IMPLEMENTATION PLAN 2012-2013
1.0 Waste Management & Paper Consumption
This pillar examines waste management in a number of contexts including solid waste (garbage, recycling, compost), energy, water, and paper usage. The proposed strategies address
all waste that results directly from campus operations and stakeholder activity. They call for intensive research, policy development, infrastructure upgrades, and an emphasis on the
development of a sustainable culture for Mohawk College. This will be achieved through stakeholder engagement, on-campus initiatives and living lab experiences tied to academic
programming. Successful implementation of these strategies will result in lower operational costs, a reduced carbon footprint and will better prepare the College for longevity as an
environmentally-conscious institution.
Strategy #1.2 Conservation/Energy Waste Strategy
Identifying energy wasting and unnecessary energy consumption while maximizing the energy that is used will help the College reduce it’s carbon footprint and lower annual operational
costs at all campuses.
Actions:
• Energy Conservation Strategy
ACTION
Energy Conservation Strategy
IMPLEMENTATION
TIMELINE
RESULT
Working with Facility Services, identify strategies, programs and
initiatives that support energy conservation on campus.
*Image used under Creative Commons
from ManoharD
Conducting business to positively impact people, the environment and the economy
March 2013
*Image used under Creative Commons
from Advanced Telemetry
METRICS
S
F
E
*Image used under Creative Commons
from Orange Steeler
page 4
EMP IMPLEMENTATION PLAN 2012-2013
Strategy #1.4 Recycling, Composting & Solid Waste Strategy:
Reducing the total amount of waste generated by Mohawk business outlets, offices, classrooms, food outlets, events and the waste brought to campus by students and staff. This can be
achieved through the introduction of waste reduction and diversion strategies that are part of a college-wide waste management strategy.
Actions:
• Recycle, Compost & Solid Waste Management Strategy
• Campus Ban of Single-Use Plastic Bottles & Bags
• Water Conservation
ACTION
IMPLEMENTATION
TIMELINE
RESULT
Waste Management Strategy
Working with Facility Services, identify strategies for longterm
waste reduction and diversion targets for all campus waste
March 2013
Single-Use Plastics Ban
Working with Facility Services, identify strategies for a ban on
sale and distribution of single-use water bottles and plastic bags
July 2012
Water Conservation
Work with Facility Services to identify water conservation
strategies and expand water refill stations
March 2013
*Image used under Creative Commons
from The Local People Photo Archive
Conducting business to positively impact people, the environment and the economy
METRICS
S
F
E
F
E
F
E
*Image used under Creative Commons
from stevendepolo
page 5
EMP IMPLEMENTATION PLAN 2012-2013
3.0 Procurement
This pillar considers campus locations, existing buildings, outdoor and natural space, future development, and integration with the broader community. The proposed strategies will
ensure a future ready campus that will best serve current and future students, and help make Mohawk an employer of choice. Drawing on the skills of our students and staff to help
create a College that reflects our values and identity, Mohawk must take a proactive approach to all current and future facilities to support sustainability and a positive experience for
staff and students.
Strategy #3.1 Sustainable Procurement Policies
In this context, value for money includes the consideration of many factors such as cost, performance, availability, quality and environmental performance. Green procurement also
requires an understanding of the environmental aspects and potential impacts and costs, associated with the life cycle assessment of goods and services being acquired. The supporting
administrative processes and procurement methods outlined by a Procurement Policy can also offer opportunities to reduce the environmental impact of Mohawk’s operations.
Actions:
• Procurement Workshop
• Develop new procurement guidelines
ACTION
RESULT
IMPLEMENTATION
TIMELINE
Procurement Workshop
Half-day workshop including current suppliers, external experts,
internal staff, and students to help shape new policies
November 2012
Guideline Development
Mohawk’s own set of industry leading procurement standards
February 2013
Conducting business to positively impact people, the environment and the economy
METRICS
S
F
E
page 6
EMP IMPLEMENTATION PLAN 2012-2013
4.0 Local Food and Health & Wellness
This pillar focuses on the overall health and wellbeing of Mohawk students, staff and faculty. As the global movement centered on healthier, localized food alternatives continues to grow,
Mohawk must commit to an increase in the total percentage of local, healthier food options offered on campus. In addition to food, Mohawk must continue to offer services that support
healthy ways of living through activities, academic and recreational programming on campus, and through campus wellness facilities. Healthy students and staff will directly support
academic and workplace success, and contribute to a high quality of life.
Strategy #4.1 Local, Healthier Food Options
In cooperation with on-campus food service providers, develop and introduce a policy which supports the sale of local produce, healthy food options and reduction of non-reusable
packaging at on-campus food outlets. Localized, healthy food should become one of the main focuses in the agreement between Mohawk College and the food service provider.
Actions:
• Campus Food Stand partnership
• Food Services Contract
• Plate Transparency Campaign
ACTION
RESULT
IMPLEMENTATION
TIMELINE
METRICS
Campus Food Stand
Offer a weekly on-campus food stand/farmers market for staff
and students to conveniently purchase local fresh produce
September 2013
S
F
E
Food Services Contract
Identify ways to increase locally sourced products, and reduce
packaging waste
December 2012
S
F
E
Plate Transparency Campaign
Encourage healthier eating habits and menu options by
communicating food contents, cooking methods, etc.
December 2012
S
Conducting business to positively impact people, the environment and the economy
page 7
EMP IMPLEMENTATION PLAN 2012-2013
5.0 Transportation & Vehicle Emissions
This pillar is concerned with emissions that are a result of the operation of College-owned fleet and from staff and student commuting. The strategies in this pillar will address the longterm needs of College fleet, replacement of fleet, car sharing and several other initiatives that will support the shift toward active and alternative transportation. Successful implementation
of these strategies will create hands-on learning opportunities for students to participate in cultivating active and alternative transportation, support Mohawk carbon reduction targets and
help instill long-term sustainable lifestyle choices into Mohawk students and staff that will support the growth of alternate and active transportation in the city as a whole.
Strategy #5.2 Active & Alternative Transportation
Expand and improve current active & alternative transportation options offered to Mohawk students and staff. Increase the amount of active and alternative commuters through the
introduction of new programs, incentives and service developments which support the reduction of single-occupant vehicle use and the shift towards alternative commuting.
Actions:
• Staff HSR pass discount
• HSR student ridership and campus parking study
• Increase carpoolzone.ca users and numbers of carpool permits purchased
• Increase participation in Smart Commute/Metrolinx programs, events and campaigns
ACTION
• Sell all memberships to Restricted Access Bike Parking Facility
• Launch MSA Bike Loan Program college-wide
• Corporate Car Share & Low Carbon Fleet
IMPLEMENTATION
TIMELINE
RESULT
Staff HSR pass
8 month trial of discounted monthly HSR passes for staff
September 2012
Ridership & Parking study
Determine ridership and develop accurate measure of parking
demand at Fennell Campus
February 2013
Carpooling
Increase registrants with carpoolzone.ca and number of carpool
permits sold at all campuses
Ongoing - April 2013
Smart Commute Program
Increase participation in all Smart Commute programs and aim
to win regional Employer of the Year
Ongoing - April 2013
Bike Parking Facility
Trial free membership for 1 year to boost sales
Launch August 2012 - April 2013
MSA Bike Loan Program
Launch Bike Loan Program college-wide
September 2012
Corporate Car Share & Low Carbon Fleet
Over 3 years, replace current college fleet with low emission
vehicles and provide access to Car Share
April 2013
Conducting business to positively impact people, the environment and the economy
METRICS
S
F
E
S
F
E
S
F
E
S
F
E
S
F
E
F
E
S
page 8
EMP IMPLEMENTATION PLAN 2012-2013
6.0 Alternative Energy
This pillar focuses on the long-term vulnerability associated with the consumption of resource-dependent energy. It is clear that the cost of energy will continue to rise with increasing
demand, higher production costs and the inevitable depletion of the Earth’s natural resources. It is evident that the College’s current consumption of energy is not sustainable. To ensure
long-term viability, Mohawk must make investments that lead to long-term operational cost reductions. Investing in future renewable energy projects and the existing cogeneration plant
will help the College generate revenue, and reduce the institutional carbon footprint while working toward long-term responsible energy consumption.
Strategy #6.1 Renewable Energy Production
Begin to research and develop long-term business plans which support the capital investments towards renewable energy projects, making the best use of campus space that supports
renewable energy infrastructure.
Actions:
• District Energy Plan
• Clean Energy Plan
ACTION
RESULT
IMPLEMENTATION
TIMELINE
District Energy Plan
Work with Facility Services to advance the district energy agenda December 2012
Clean Energy Plan
Work with Facility Services to advance the clean energy agenda
*Image used under Creative Commons
from OakleyOriginals
Conducting business to positively impact people, the environment and the economy
METRICS
December 2012
*Image used under Creative Commons
from Walmart Stores
page 9
EMP IMPLEMENTATION PLAN 2012-2013
8.0 Change Management
This pillar fosters acceptance of changes to the current business, social and academic environments which are aimed at supporting sustainability for Mohawk College. The strategies
below will create a mutual understanding of and garner support for the purpose and goals of the Environmental Management Plan. Effective change management will convey the reasons
behind and benefits of these changes, which will play an important role in the creation of a sustainable culture for the College. Mohawk will play an important role in the development of a
sustainable culture at the College, in the broader community, and in the workplaces of Mohawk’s future ready graduates.
Strategy #8.1 Stakeholder Engagement
Engaging in ongoing dialogue with Mohawk stakeholders to help guide decision-making and support transparency. Institutions that are receptive to stakeholder input are better
equipped to ensure that business practices are aligned with the needs and expectations of the community. In this way, creating opportunities for stakeholders to share ideas and
experiences will drive long-term viability for the College.
Actions:
• Establish Investment Fund/Sustainability Ancillary fee
• Volunteer Opportunities
• CSEP/Work-Study position
ACTION
IMPLEMENTATION
TIMELINE
RESULT
METRICS
Investment Fund/Ancillary Fee
Establish criteria for an ancillary sustainability fee that models
similar fees found at other PSE institutions
MSA approval November 2012
S
Volunteer Opportunities
Unique volunteer opportunities which foster stakeholder
engagement tied to the EMP
September 2012
S
CSEP Position
Engage a student through CSEP
Ongoing
S
Conducting business to positively impact people, the environment and the economy
F
E
E
page 10
EMP IMPLEMENTATION PLAN 2012-2013
Strategy #8.2 Public Awareness
Educating Mohawk stakeholders and the broader community about the importance of sustainability in a long-term context. Accurately conveying the multi-faceted definition of
sustainability that has been adopted by the College will require focusing on the ‘big picture’ rather than the promotion of individual initiatives, and will help the community make the
connection between sustainability and overall quality of life.
Actions:
• Support community organizations and initiatives
• Student Co-Op Work Placement
ACTION
IMPLEMENTATION
TIMELINE
RESULT
METRICS
Community involvement
Continued and expanded partnerships in support of the local
sustainability movement
Ongoing
S
Co-Op Student
Hire Co-Op student to support public awareness initiatives,
community partnerships, and reporting
Ongoing
S
*Image used under Creative Commons
from SMBCollege
Conducting business to positively impact people, the environment and the economy
page 11
EMP IMPLEMENTATION PLAN 2012-2013
Strategy #8.4 Environmental Stewardship & Academic Credit
Encouraging students to be active members of the community through the development and implementation of student-led initiatives, programs, services, and research projects linked
with academic programs. A system that rewards students with academic credit for extra-curricular activities related to environmental stewardship will inspire innovative ways of achieving
sustainability.
Actions:
• Capstone Projects
ACTION
Capstone Projects
RESULT
With 2 students, complete 2 capstone projects connected to
their academic programs
IMPLEMENTATION
TIMELINE
Winter Semester 2013
METRICS
S
F
E
*Image used under Creative Commons
from Siena College
Conducting business to positively impact people, the environment and the economy
page 12
EMP IMPLEMENTATION PLAN 2012-2013
Summary Chart
ACTION
IMPLEMENTATION
TIMELINE
RESULT
Energy Conservation Strategy
Working with Facility Services, identify strategies, programs and
initiatives that support energy conservation on campus.
March 2013
Waste Management Strategy
Working with Facility Services, identify strategies for longterm
waste reduction and diversion targets for all campus waste
March 2013
Single-Use Plastics Ban
Working with Facility Services, identify strategies for a ban on
sale and distribution of single-use water bottles and plastic bags
Water Conservation
METRICS
S
F
E
S
F
E
July 2012
F
E
Work with Facility Services to identify water conservation
strategies and expand water refill stations
March 2013
F
E
Procurement Workshop
Half-day workshop including current suppliers, external experts,
internal staff, and students to help shape new policies
November 2012
Guideline Development
Mohawk’s own set of industry leading procurement standards
February 2013
F
E
Campus Food Stand
Offer a weekly on-campus food stand/farmers market for staff
and students to conveniently purchase local fresh produce
September 2013
S
F
E
Food Services Contract
Identify ways to increase locally sourced products, and reduce
packaging waste
December 2012
S
F
E
Plate Transparency Campaign
Encourage healthier eating habits and menu options by
communicating food contents, cooking methods, etc.
December 2012
S
Staff HSR pass
8 month trial of discounted monthly HSR passes for staff
September 2012
S
F
E
Ridership & Parking study
Determine ridership and develop accurate measure of parking
demand at Fennell Campus
February 2013
S
F
E
Carpooling
Increase registrants with carpoolzone.ca and number of carpool
permits sold at all campuses
Ongoing - April 2013
S
F
E
Smart Commute Program
Increase participation in all Smart Commute programs and aim
to win regional Employer of the Year
Ongoing - April 2013
S
F
E
Bike Parking Facility
Trial free membership for 1 year to boost sales
Launch August 2012 - April 2013
S
F
E
MSA Bike Loan Program
Launch Bike Loan Program college-wide
September 2012
S
Corporate Car Share & Low Carbon Fleet
Over 3 years, replace current college fleet with low emission
vehicles and provide access to Car Share
April 2013
F
E
Conducting business to positively impact people, the environment and the economy
S
page 13
EMP IMPLEMENTATION PLAN 2012-2013
Summary Chart, continued
ACTION
IMPLEMENTATION
TIMELINE
RESULT
METRICS
District Energy Plan
Work with Facility Services to advance the district energy agenda December 2012
Clean Energy Plan
Work with Facility Services to advance the clean energy agenda
December 2012
Investment Fund/Ancillary Fee
Establish criteria for an ancillary sustainability fee that models
similar fees found at other PSE institutions
MSA approval November 2012
Volunteer Opportunities
Unique volunteer opportunities which foster stakeholder
engagement tied to the EMP
September 2012
S
CSEP Position
Engage a student through CSEP
Ongoing
S
Community involvement
Continued and expanded partnerships in support of the local
sustainability movement
Ongoing
S
Co-Op Student
Hire Co-Op student to support public awareness initiatives,
community partnerships, and reporting
Ongoing
S
Capstone Projects
With 2 students, complete 2 capstone projects connected to
their academic programs
Winter Semester 2013
S
Conducting business to positively impact people, the environment and the economy
S
F
E
E
F
E
page 14