CLIMATE
ACTION PLAN
State University of New York I Syracuse, NY I www.upstate.edu
State University of New York Upstate Medical University
Climate Action Plan
Table of Contents .....................................................................................Page
President’s Message...................................................................................... 2
Executive Summary ..................................................................................... 3
Section 1 - Introduction and Overview ........................................................... 5
About Upstate Medical University
ACUPCC requirements and goals
Upstate’s approach to the commitment
Section 2 - Upstate’s Carbon Footprint ........................................................... 8
Section 3 - Mitigation Strategies .................................................................... 9
Phase I (2011-2020)......................................................................................10
Challenges and Opportunities ............................................................ 15
Key Assumptions.............................................................................. 16
Phase II (2021-2035) .................................................................................... 18
Phase III (2035-2050) .................................................................................. 22
Section 4 - Community Outreach and Educational Curriculum ....................... 24
Section 5 - Financing Climate Neutrality and Tracking Progress ...................... 26
Section 6 - Summary of Path to Carbon Neutrality.......................................... 28
Appendices
A- Acknowledgements
B- Current Carbon Footprint
C- Glossary
UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Upstate will add or
renovate nearly a halfmillion square feet
into high-performing,
energy-efficient
facilities. …”
President’s Message
Two years ago, when I signed the American College and University Presidents’ Climate Commitment,
it represented just that – a commitment, a promise by Upstate Medical University to reduce
greenhouse gases and to move toward carbon neutrality.
As an academic medical center, Upstate Medical University sets out every day to fulfill its mission to
improve the health of the communities we serve. Our focus is on health care, education and research,
but we cannot ignore our institution’s effect on the environment.
The Upstate campus already has made great strides in saving
energy and in becoming more environmentally conscious.
Our accomplishments and initiatives, as you’ll see in this
document, have emerged as much from the ideas of some of
our 8,000 employees as they have from top-down policies.
These successes and continuing efforts are part of a culture
shift at Upstate. As a thought leader in the region, we
know we need to set the bar high for ourselves and set an
example for others. It is imperative that we think beyond our
immediate needs and take decisive action.
Progress is gradual and labor-intensive, but the work has begun and is gaining momentum. Just as in
medicine, this action plan takes teamwork, innovative ideas and hard work on the part of everyone
to move forward – even if the gains are incremental at first.
Upstate’s leadership, employees and students are committed to pushing toward zero net carbon
emissions. We are confident we can meet our goal by 2050. The public’s health is at stake.
“… we know we
need to set the bar
high for ourselves
and set an example
for others.”
President David R.
Smith, MD
David R. Smith, M.D.
President
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Executive Summary
SUNY Upstate Medical University, located in Syracuse N.Y., is one of
only 127 academic medical centers in the United States. Upstate has
four colleges: Medicine, Nursing, Graduate Studies (Biomedical
Sciences) and Health Professions. The main campus of the university
has approximately 2 million SF of building space on about 50 acres
within the City of Syracuse. Upstate University Hospital, a 409-bed
Level 1 Trauma Center that treats the most severely ill and injured
patients, and Upstate Golisano Children’s Hospital, the only children’s
hospital in the region, are part of Upstate’s Syracuse campus.
Upstate Medical University is Central New York’s largest employer, with more than 8,000 people
working in patient care, teaching, research and support roles at the hospitals and clinics on and off
the main campus. Student enrollment is currently about 1,500.
Upstate President David R. Smith, MD, signed the American College and University Presidents’
Climate Commitment (ACUPCC) in 2009. The university submitted its first GHG Inventory in 2010.
This document is the first edition of the university’s Climate Action Plan.
The nature of Upstate’s mission as a regional academic medical center and teaching hospital creates
some unique challenges in achieving carbon neutrality. We can make our buildings and building
systems extremely energy efficient, but rapid changes in health care technology create a dramatic
increase in electrical demand for diagnostic and treatment equipment. We do not see this trend
changing in the foreseeable future. In addition, the university is landlocked in a dense urban setting.
“The Think Green
movement
represents a
culture shift that is
evident in campuswide initiatives …”
Upstate
Community Garden
ground breaking
2010.
Upstate’s initial GHG Inventory used data from a 12-month period in 2008-2009. Upstate emitted
74,187 metric tons of CO2 – 64,361 metric tons from Scope 1 and 2 sources, and 9,825 metric tons from
Scope 3 sources. Scope 1 and 2 sources represented over 86% of our total carbon emissions. Over 9,000
metric tons of the Scope 3 emissions resulted from commuting by employees, faculty and students.
Upstate’s mitigation strategy includes three distinct phases and spans the next 40 years. Phase I
represents the decade 2011 to 2020. Phases II and III span 2021-2035 and 2035-2050 respectively.
Phase I is relatively well defined in that it shows the completion of many programs and initiatives
already underway. Phase I can be best defined as the building optimization phase in that we will
optimize the energy efficiency within all existing buildings without a dramatic shift in fundamental
technology. Phase II will continue the work of Phase I and use new technologies for electrical
generation and building operations. Phase II is viewed as the technology implementation phase.
Phase III will continue the work of Phase II and use technologies that we cannot presently envision
clearly. To reach our goal of carbon neutrality by the end of Phase III in 2050, we will need to purchase
residual electrical power from non-carbon producing sources. We expect that by 2035 many utility
companies will have alternate, non-carbon generating sources of electricity competitively priced.
Our mitigation strategy calls for a reduction in carbon emissions from current levels of approximately
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
40 percent in Phase I, another 40 percent in Phase II and the last 20 percent in Phase III. We recognize
the potential need for carbon offset purchases to achieve carbon neutrality by 2050, but we view this
as the option of last resort.
Our Scope 3 emissions reduction plan is closely tied to our community outreach program. As the
region’s largest employer, the university can promote positive change via sustainability initiatives on
campus and in the community. In addition to our employees and students on campus daily, almost a
half-million patients (and their visitors) come through Upstate University Hospital and Upstate
Golisano Children’s Hospital every year.
With employee and student commuting representing over 90 percent
of the Scope 3 emissions and over a half-million patients and visitors
visiting our facility per year, Upstate is developing concepts for more
efficient and inviting mass transit using hybrid vehicles to reduce the
use of personal vehicles. Within the timeframe of our Phase II
program, Interstate 81 will be redesigned and reconstructed. The
highway is the main arterial and obstacle for mass transit, and it bisects
our campus. We believe the new system will greatly improve the
ability to implement alternate mass transit systems for employees,
students and visitors.
To achieve carbon neutrality, Upstate will invest hundreds of millions
of dollars. We have chosen to take a pragmatic business approach to deciding which projects we invest
in over the life of our journey toward carbon neutrality. We will evaluate the business case and return
on investment for each project in terms of dollars invested per kilowatt (KW) equivalent decrease to
measure their effectiveness. Our expenditures to date show an investment of $1.85 per source KW
equivalent reduction. We expect to see this value trend up as the cost of investment increases and it
becomes more difficult to reduce energy usage.
To track our progress, we will measure annual BTU/SF in energy consumption for each building and
bi-annually compute our greenhouse gas emissions as part of our commitment to the ACUPCCC.
“Approaching
carbon neutrality
by 2050 is an
ambitious
challenge for any
entity that is a
significant user of
electricity…”
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Section 1- Introduction and Overview
SUNY Upstate Medical University Overview
Upstate Medical University in Syracuse, N.Y. is one of 127 academic medical centers in the United
States, and is part of the State University of New York. It has been under the leadership of David R.
Smith, MD, since 2006. The university’s mission is “to improve the health of the communities we
serve through education, biomedical research and health care.” The current annual operating budget
is over $1 billion.
Upstate has four colleges: Medicine, Nursing, Graduate Studies (Biomedical Sciences) and Health
Professions. The main campus of the university owns approximately 2 million SF of building space on
more than 50 acres within the City of Syracuse. The university also leases 400,000 SF for academic,
clinical and support services. Most buildings on the campus are 40 years old or older.
Upstate’s Syracuse campus includes Upstate University Hospital, a 409-bed Level 1 Trauma Center
that treats the most severely ill and injured patients, and Upstate Golisano Children’s Hospital, the
only children’s hospital in the region. The Upstate Golisano Children's Hospital opened in 2009 as
the signature piece of the East Tower vertical expansion of Upstate University Hospital. Its opening has
allowed pediatric patients and their families to stay closer to home in a child-friendly setting. The
children’s hospital also enhances the pediatric education and research missions that are integral to
Upstate Medical University.
“We have
established
design standards
for all new
buildings and
major renovations
to achieve a
minimum of LEED
silver …”
Upstate University Hospital continues to grow. A new 100,000 SF outpatient
cancer center is under construction and will provide state-of-the-art
treatment using an integrated interdisciplinary clinical approach. Other major
renovations continue within the existing hospital, including a new heart and
vascular center and new patient rooms.
In 2009, Upstate was reaccredited for 10 years by the Middle States
Commission on Higher Education. The commission accredits degree-granting
colleges and universities in the Middle States region, including Delaware, the
District of Columbia, Maryland, New Jersey, New York, Pennsylvania, Puerto
Rico and the U.S. Virgin Islands.
The university’s enrollment has grown to 1,500, with medical students making up almost half of the
total. Academic programs have expanded as well, including a new Master of Public Health degree
program in conjunction with Syracuse University; a master’s level Physician Assistant degree
program, and Registered Nurse First Assistant and Family Psychiatric Nurse Practitioner certificate
programs.
The Upstate
Cancer Center is
scheduled to
open in 2013.
The university’s academic footprint also continues to grow. An academic building that opened in
2008 features a clinical skills teaching center with 22 examination rooms; a $72 million, 158,273 SF
research-oriented expansion to the Institute for Human Performance has begun, and a new 60,000
SF academic building is in design. In addition, the 400,000 SF Weiskotten Hall complex continues to
be renovated in multiple phases.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Upstate’s biomedical science researchers are funded by $39 million in grants, and conduct hundreds
of studies and clinical trials involving potential therapies for cancer, diabetes, cardiovascular disease,
blindness, spinal cord injuries, metabolic and nervous system disorders, and other prevalent health
problems. Doctoral students and master’s students from the College of
Graduate Studies work with faculty researchers in a multi-disciplinary
approach to modern science.
Upstate’s College of Nursing provides further education and training to nurses
who already have an RN. Registered Nurses earn bachelor’s and master’s
degrees, and can pursue a variety of specialized post-master’s certificates,
including Nurse Practitioner and Clinical Nurse Specialist, to increase their
skills and marketability.
Upstate’s College of Health Professions offers bachelor’s degree programs in
cardiovascular perfusion (heart-lung machine during bypass surgery),
medical imaging, medical technology, medical biotechnology, radiation therapy and respiratory
therapy. Bachelor of Professional Studies degrees are offered in medical imaging and radiation therapy.
A Physician Assistant master’s degree, medical technology master’s degree and a Doctor of Physical
Therapy degree are offered through the college.
Upstate Medical University is Central New York’s largest employer, with more than 8,000 people
working in patient care, teaching, research and support roles at the hospitals and clinics on and off
the main campus. The university also has a clinical campus in Binghamton, N.Y.
Upstate Medical
University is
Central New
York's largest
employer. More
than 8,000 people
work here, up
from 6,500 in
2008-2009.
ACUPCC Requirements and Goals
The American College and University Presidents’ Climate Commitment (ACUPCC) requirements are
straightforward and include developing an initial Greenhouse Gas Emissions Inventory (GHG
Inventory) within one year of signing the commitment. Within two years, an initial Climate Action
Plan must be developed. (Greenhouse Gases are chemical compounds that trap heat in the
atmosphere, potentially increasing the earth’s average temperature and affecting climate.)
Upstate signed the commitment in 2009 and submitted its first GHG Inventory in 2010. The 2011
Climate Action Plan is the university’s first edition. After the first submission of each report, updates
must be submitted bi-annually. The goals are equally straightforward – to lay out a plan including
scope, schedules and costs for the university to achieve carbon neutrality.
Upstate’s Approach to the Challenge
The nature of Upstate’s mission as a regional academic medical center and teaching hospital creates
some unique challenges in achieving carbon neutrality. We continue to strive to make our buildings
and building systems extremely energy efficient, but rapid changes in health care technology are
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
creating a dramatic increase in electrical demand for diagnostic and treatment equipment. We do not
see this trend changing in the foreseeable future.
In addition, the university is landlocked in a dense urban setting. Unlike many
other colleges and universities, Upstate does not own significant acreage to
develop green space or forested areas for carbon absorption.
Upstate has used a methodical and practical approach to meeting the ACUPCC
challenge for carbon neutrality, and will continue to do so. In addition, we
recognize that achieving carbon neutrality will take decades to achieve and
must employ technology, lifestyle and cultural shifts that are not envisioned
or viable today.
Due to new healthcare technology and requirements, we expect our electrical
demands to increase. Our most optimistic view is that the measures we take
in energy conservation can slow the rate of growth. With electrical consumption making up nearly
60% of the university’s current carbon footprint and growing, we must look to our purchased
electricity suppliers to help reduce the carbon footprint. We plan to install electrical generation
systems on campus, using renewable sources to the extent space allows. However, most of our
electrical power will continue to be received via purchased sources. Therefore, we must work
diligently and prudently with power generation companies, public energy policy makers, utility
regulators and the New York Independent System Operator to migrate our electric power supply
towards non-carbon based sources. This will take decades of cooperation and commitment to fully
implement.
“ … rapid changes
in health care
technology create
a dramatic increase
in electrical
demand …”
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Section 2- Upstate’s Carbon Footprint
A carbon footprint is established through the development of a Greenhouse Gas (GHG) Inventory.
The carbon footprint is typically expressed in terms of equivalent metric tons of carbon dioxide (CO2).
Further, the emissions are categorized into three distinct scopes. Scope 1 sources are defined as
emissions created by the University’s operations (e.g. on site steam plant). Scope 2 sources are defined
as emissions generated by another entity but consumed by the university (e.g. purchased electricity).
Scope 3 emissions are created either upstream or downstream of the university and neither owned by
nor controlled by the university (e.g. solid waste and employee commuting). Together, these three
categories or scopes make up the GHG Inventory and our carbon footprint.
Carbon Footprint
= the total
amount of
Greenhouse
Gases produced
and emitted.
Upstate’s initial GHG Inventory was submitted in May 2010. We have included the report as Appendix
B in this plan. Upstate’s GHG inventory is based on the World Resources Institute’s GHG Protocol.
This widely accepted GHG inventory tool was determined to be the most effective method for
establishing our initial inventory. The Upstate fiscal year begins July 1 and ends on June 30. Our base
year presented in the submitted report is FY 2008-2009.
In 2008-2009, Scope 1 and 2 sources represented over 86% of the total carbon emissions from the
university. Upstate emitted 74,187 metric tons of CO2 – 64,362 metric tons from Scope 1 and 2 sources,
and 9,825 metric tons from Scope 3 sources.
Emissions from Scope 1 sources totaled 13,700 metric tons, mostly from an on-site steam generation
plant using gas-fired boilers. Scope 2 sources include purchased electricity and purchased steam.
Purchased electricity resulted in 43,805 metric tons, or over 58% of our total CO2 emissions. A second
Scope 2 source includes 6,060 metric tons of CO2 emissions generated from purchased steam.
In the Scope 3 category,
commuting by employees,
faculty and students represents
most of the carbon emissions
(9,000 metric tons of CO2 out of
9,825 metric tons). Universitysponsored air travel is relatively
small, so the current sources of
carbon emissions are well
defined. Other Scope 3 sources
include
waste
disposal
emissions and the embedded
emissions from purchased
goods.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Section 3- Mitigation Strategies
Upstate’s mitigation strategy includes three distinct phases and spans the
next 40 years. Phase I spans 2011 to 2020. Phases II and III span 2021-2035
and 2035-2050 respectively.
Phase I is relatively well defined in that it shows the completion of many
programs and initiatives already underway. Phase I can be best defined as the
building optimization phase in that we will optimize the energy efficiency
within all existing buildings without a dramatic shift in fundamental
technology. We will also set the design standards for energy efficiency and
consumption for new buildings. Current projections indicate the measures included in Phase I will
reduce our GHG inventory by approximately 40% from 2010 GHG Inventory report levels.
Phase II will continue the work of Phase I and use new technologies for electrical generation and
building operations. There is significant research underway that we believe will yield economically
viable solutions by 2021 and beyond. Technologies including wind and solar for power generation are
envisioned, and potential alternate fuel sources such as bio-fuels may be viable. Phase II is viewed as
the technology implementation phase.
“The Think Green
movement
represents a
culture shift that is
evident in campuswide initiatives …”
Phase III will continue the work of Phase II and use technologies that we cannot presently envision
clearly. To reach our goal of carbon neutrality by the end of Phase III in 2050, we will need to purchase
residual electrical power from non-carbon producing sources. We expect that by 2035 many utility
companies will have alternate, non-carbon generating sources of electricity competitively priced in
the marketplace.
For purposes of developing implementation strategies and cost models, we believe it is important to
acknowledge our challenges and opportunities as well as develop some key baseline assumptions
prior to developing the Phase II and III plans. Those concepts are outlined in this section.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
Phase I 2011-2020
2011-2020
SCOPE 1 AND 2 ACTIONS
The Phase I actions identified under Scope 1 and 2 are largely underway in some form today. They
represent energy conservation and existing building optimization to attempt to get the best energy
efficiency possible with 40-year-old buildings. In some cases, this involves antiquated utility systems
until more substantial investments can be made into the buildings and their infrastructure. When
major renovation or new buildings are undertaken, the university has established a minimum design
standard of LEED silver. We also have mandated an emphasis on energy conservation and indoor air
quality. The following paragraphs define more specifically the measures already underway or to be
undertaken over the next 10 years.
We have divided our
Climate Action Plan
into three phases.
The first continues
through 2020,
followed by two
distinct 15-year
phases.
To frame the approach and specific measures in Phase I, it is useful to define some carbon footprint
demand factors:
1. Space growth and consumption rate:
During the past half-decade, the campus building area expanded by nearly
25% through new construction and purchase of existing leased facilities. The
most significant of the new facilities constructed was the Upstate Golisano
Children’s Hospital/East Tower expansion, completed in 2009, adding
208,500 square feet of new space to the campus inventory.
2. Utility usage:
Because of Upstate’s operation of an acute care hospital campus, per capita
energy use (in BTU/SF-year) at Upstate is well above traditional university
benchmarks. Nevertheless, the data for the past five years shows
improvement. Overall use has increased, but this is primarily due to space
growth, as these charts demonstrate.
a. Natural gas: During the past five years, while overall use has increased, the growth rate in the
consumption of natural gas on campus has slowed. Clearly, part of this reduction is due to new
construction and renovation of existing facilities with greater energy efficiencies – building envelope
improvements, higher efficiency equipment, energy recovery and better occupancy controls.
b. Electricity: Due to the energy intensity of hospital and health care operations, electrical use on
campus has grown overall in the past five years. Per capita use has
declined overall.
c. Purchased Steam: Due to campus geography, the campus-operated
boiler plant does not serve all buildings. To heat those areas of the
campus, steam is purchased from Syracuse University. Steam loads
increased slightly with the addition of the 40,000 SF Setnor Academic
Building, but when adjusted for year-to-year climate conditions, per
capita use has remained relatively constant. The data also reflects the
shift in campus use in 2008 and 2009 from natural gas to purchased
steam while the campus boiler plant was offline for plant renovations.
During the next five years, use will continue to decrease with the
implementation of dedicated energy projects in existing facilities that
focus on energy efficiency, energy recovery and adding or rezoning
temperature controls to provide improved occupancy scheduling and night setback.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
Additionally, Upstate mandates that all new construction and major renovation projects comply
with New York State Executive Order 111. The goal is to reduce energy by 30% above code in new
buildings through improved building envelope design, better system efficiencies, energy recovery,
and advanced energy control strategies. This will impact all future renovation and new construction
projects.
2011-2020
3. LEED Construction and renovation:
To promote sustainability practices in facility projects, Upstate requires all major new construction
and major renovation projects to follow the guidelines of the Leadership in Energy and
Environmental Design (LEED) sponsored by the United States Green Building Council (USGBC)
requirements to earn a LEED silver rating. We require all new and major renovation projects to try
to achieve 11 credits in the Energy and Atmosphere category as follows:
a.
EA1, Energy Efficiency:
8 credit minimum
b.
EA3, Advanced Commissioning:
1 credit
c.
EA4, Enhanced Refrigeration Management:
1 credit
d.
EA5, Measurement and verification
1 credit
To offset the additional costs, all major new and renovation projects are required to apply to the New
York State Energy Research and Development Agency (NYSERDA) new construction program (NCP).
NCP awards can be used to cover the cost of the advanced commissioning and to apply for incentives
for specific items or equipment that meet requirements for above-minimum code efficiencies.
Through this process Upstate will add or renovate nearly a half-million square feet into highperforming, energy-efficient facilities. LEED silver qualified projects recently completed or in
development and partially funded through this NYSERDA program include:
Upstate LEED qualified projects
Setnor Academic Building
East Tower/Upstate Golisano Children’s Hospital
Upstate Heart and Vascular Center
IHP Expansion
Upstate Cancer Center (clinical)
Completed 2008
Completed 2009
Completed 2011
Construction Start May 2011
Construction Start May 2011
Upstate Golisano
Children’s Hospital
One of Upstate's
LEED qualified
projects.
4. Building/System retrofits: In addition to new construction and renovation, which generally are
related to changes or advancements in the strategic mission of the campus, a number of projects are
in development to correct deficiencies and implement modifications to reduce existing energy use
in existing facilities.
To reduce the financial burden on the facility’s capital budget, these projects are designed,
managed, constructed and financed through the New York Power Authority (NYPA) with financial
and technical support from NYSERDA.
All areas of campus were audited and evaluated, resulting in a multi-phase, campus-wide program.
When complete in 2015, these projects are expected to further reduce campus energy use by nearly
10.3 mmBTU per year, about 10% of the current use, and more than half of the total needed toward
compliance with Executive Order 111.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
Current energy projects in development include:
2011-2020
a. Weiskotten Hall Addition Lab exhaust retrofit
Weiskotten Addition, the main research laboratory facility on campus, is a 10-story structure with
numerous research and classroom laboratories. The labs are equipped with numerous constant
volume chemical fume hoods. Ventilation to the building is 100% outdoor air with constant volume
reheat. Estimated energy used exceeds 700 mmBTU per year, almost 7.5% of the campus total
energy use (with costs that exceed $1.5 million per year). The program outline consists of conversion
of fume hood fans to variable volume, occupancy controls on ventilation, retrofit Air Handling Units
to variable volume.
Estimated Electrical Energy Savings:
2,540,965 kWH/Yr
Estimated steam savings:
8,668 mlb/Yr
Estimated total energy savings
3,407,765 mmBTU/yr
b. Hospital Zone energy projects
This project combines a number of energy modifications and retrofits within the hospital buildings
(Upstate University Hospital, Concentrated Care Center, Regional Oncology Center) and the garages.
Projects include conversion of garage lighting to LED including daylight compensating controls,
modifications to the energy management system for occupancy controls, replacement of motors to
premium efficiency motors, installation of variable speed drives on select pumps and fans,
replacement of the medical air delivery equipment, and building envelope repairs.
Estimated Electrical Energy savings
1, 657,422 kWH/Yr
Estimated natural gas savings
10,974 dT/Yr
Estimated total energy savings
2,754,822 mmBTU/Yr
c. South Campus and CWB energy retrofits
This project combines a number of energy modifications and retrofits within the south zone
buildings (Weiskotten Hall, Medical Library, Silverman) and the Computer Warehouse building.
Projects include modifications to the energy management system for occupancy controls,
replacement of motors to premium efficiency motors, installation of variable speed drives on select
pumps and fans and building envelope repairs.
Estimated Electrical Energy savings
949,924 kWH/Yr
Purchased steam savings
10,620 mLb/Yr
Estimated total energy savings
2,011,924 mmBTU/Y
d. North Campus energy retrofits
This project combines a number of energy modifications and retrofits within the North zone
buildings (Institute for Human Performance, Clark Tower, Jacobsen Tower, Campus Activities
Building). Projects include modifications to the energy management system for occupancy controls,
replacement of motors to premium efficiency motors, installation of variable speed drives on select
pumps and fans and building envelope repairs and installation of a summer boiler in the IHP and a
summer water heater in Jacobsen Tower.
Estimated Electrical Energy savings
1, 657,422 kWH/Yr
Estimated natural gas savings
10,974 dT/Yr
Estimated total energy savings
2,754,822 mmBTU
5. Building retrofits can sometimes negatively impact energy use due to changes in ventilation rates
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
and indoor air quality requirements. For large renovations that result in higher ventilation rates,
designers are required to evaluate the use of energy recovery systems, employ fresh air economizers
to reduce cooling requirements, and to appropriately zone HVAC systems to minimize if not
altogether prevent the simultaneous use of cooling and reheat. Variable volume systems are
mandatory where occupancy use varies. Variable volume fume hoods are also mandatory for new
and/or renovated laboratories. These measures are part of the standard requirements for renovation
and new construction on campus, and meet requirements for qualifying for a LEED silver rating.
2011-2020
Phase I is our
"building
optimization
phase."
6. Another key component of our energy conservation program involves a culture shift among our
employees, faculty and students related to personal responsibility and the university’s goal of carbon
neutrality. With 8,000 employees spread over two million square feet of space, the collective impact
of their habits and daily activities can be significant. Simple daily tasks of turning off the lights in the
room (“Last out, lights out”) or turning off a non-critical personal computer each day when leaving
the office can have a significant impact on the university’s energy consumption. We expect this
measure to take years to implement, as it effectively requires each employee to start new habits.
PHASE I 2011-2020
SCOPE 3 ACTIONS
Scope 3 sources are emissions created either upstream or downstream of Upstate and neither owned
nor controlled by the university. Scope 3 includes sources from employees, students and faculty
commuting to/from work; university-paid travel; waste disposal emissions; and the embedded
emissions from purchased goods. Scope 3 sources total 9,825 metric tons of CO2. Over 9,000 metric
tons are associated with employee, student and faculty commuting.
Reducing CO2 emissions associated with commuting will involve a long term, multi-pronged
approach. Current initiatives in various phases of development and implementation are below:
Faculty Staff and Student Commuting
o Pursue additional on-site housing opportunities. This added resource will provide apartment style
living to faculty, staff, students and visitors close to campus.
o Pursue the collaborative Connective Corridor initiative with community partners.
• The Connective Corridor is emerging as a signature strip of cutting-edge cultural development
connecting University Hill and downtown Syracuse.
• Syracuse is home to three major universities, more than 30 art and cultural venues and shopping
centers. In the coming years, the Connective Corridor will be stitched together and showcase
new urban landscapes, bike paths, imaginative lighting, public and interactive art, signage and
way-finding systems. Once completed, the Connective Corridor will provide an efficient public
transportation system between the university centers and many downtown attractions.
o Lead alternate/mass transportation initiative.
• NYS-Ride Program – allows eligible state employees to save money by paying for certain workrelated transportation expenses on a pre-tax basis (similar to pre-tax option for health or
dependent care expenses).
• SUNY Upstate Carpool Program – provides employees with another way to save money and
energy by identifying other employees interested in carpooling.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
• Direct service to SUNY Upstate on Centro from the north and east remains a popular commuter
option. Although we recommend use of the NYS-Ride Program, Centro passes will be available
at our parking office for this popular mass transit option.
• Employ new technologies to take advantage of distance learning opportunities.
Business and Operational Travel
o Purchase of hybrid and fuel-efficient vehicles to support critical functions and staff travel.
o Employ new technologies to take advantage of teleconferencing and web-based training
opportunities.
Waste Reduction and Recycling
Upstate Medical University, like many organizations, has been recycling for years. Efforts were often
fragmented and on a departmental or task-specific basis. Upstate’s initial goals were to bring
stakeholders together under the “Think Green” program and pursue opportunities to
coordinate sustainability efforts on an institutional basis. Our successes and initiatives
include:
o Purchase of hybrid and fuel-efficient vehicles to support critical functions and staff
travel.
o Addition of over 285 recycling containers.
o Development of signage on campus for new filtered water drinking fountains.
o Development of a “Think Green” web site that includes a recycling matrix, locations
of recycling containers, “What You Can Do” recycling tips and more.
o Established a printer cartridge and cell phone recycling program in collaboration
with a community partner.
o Use of electronic distribution opportunities for institutional and departmental publications.
o Expansion of teleconferences and virtual meetings in lieu of travel.
o Electronic equipment and surplus furniture recycling.
o Clinical Pathology recycling of xylene and alcohol.
o Clinical equipment recycling and reprocessing.
• Recycling of Oximeter oxygen and pulse rate probes, SCD compression sleeves and tourniquet
cuffs in collaboration with equipment vendors.
• Reprocessing of operating room saw blades, drill bits, EP (electrophysiology) catheters and
external fixators (orthopedic devices).
o Recycling of metals generated through internal processes, renovations and construction activities.
o Procuring appliances with the Energy Star rating.
o Implementing electronic medical record keeping.
o Purchase of “green” materials and supplies.
• Purchase building products low in VOCs (volatile organic compounds)
• Incorporate recycled content casework and other building materials in renovation and
construction projects.
o Use of “green” cleaning.
• Less hazardous cleaning agent purchases.
• Flat mop system with a direct process that eliminates mop buckets and significantly reduces
use of water.
o Become a recognized “Blue Ribbon” recycler in Onondaga County.
o Formally incorporate sustainability criteria in the Value Analysis Program (VAP). The VAP ensures
that Upstate University Hospital products and equipment meet requirements for quality patient
2011-2020
After 285 new bins
were placed on
campus in October
2010 to launch the
"Recycling Starts
With You!"
campaign, the
amount of
recyclables
collected has
increased by 300
percent.
In May 2011, the
Onondaga County
Resource Recovery
Agency certified
Upstate as a "Blue
Ribbon Recycler," a
designation given to
the county's top
recyclers.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
care, product standardization and cost containment.
o Formally incorporate sustainability criteria in the acquisition of products and services to promote
source reduction, reuse and recycling advancements.
2011-2020
Challenges and Opportunities for Phases II and III
Challenges
Approaching carbon neutrality by 2050 is an ambitious challenge for any entity that is a significant
user of electricity with plans for business growth. Upstate Medical University faces many of the
customary challenges in developing a mitigation strategy, such as: a) reliance on the public utility
grid and its inherent mix of generation fuels for electrical service; b) a fleet of primarily conventional
vehicles; c) natural gas heating in a cold climate.
In addition to the many challenges common to other institutions, businesses and households, Upstate
has a number of specific and in some cases unique challenges to consider as it designs and applies
prudent mitigation strategies. Examples are:
• The university is comprised of a mature set of existing buildings and related infrastructure that has
been in place for years, including Upstate University Hospital. Due to the critical nature of the
hospital’s mission, even very brief interruptions of key services are difficult to tolerate and must be
scheduled and planned for well in advance (sometimes in terms of years). Therefore, rapid change
to the core buildings and key infrastructure is not generally practical. It must be highly planned by
its very nature. Furthermore, the majority of the square footage on the main campus is in buildings
greater than 40 years old.
• Upstate’s main campus is landlocked in an urban center. This creates a number of challenges, such
as pressure to expand existing buildings rather than create new ones. Since open space is very
limited and is highly coveted for core functions, space for potential “utility type” projects such as
solar array systems and unobstructed wind generation is minimal.
• Upstate’s services – healthcare, education, research, and related support services – are all in very
high demand and growing rapidly. The challenge of reducing gross GHG emissions in a high-growth
business environment is difficult, particularly since Upstate’s growing services require intensive use
of buildings, energy, personnel and space.
• The expected, planned and highly desirable growth of Upstate is driven by a business climate and
marketplace that over time must ultimately cater to the expectations of patients, researchers and
students. These client groups all look forward and expect to use more amenities and gross square
footage of building area per person/patient. This scenario results in a “multiplicative effect” on
required building area: more space per person/patient and a growing gross number of
persons/patients results in very pronounced requirements for greater energy use and a greater
potential for GHG emissions growth.
• As Upstate grows significantly in size, it faces two other notable potential GHG emissions escalators.
Increased energy needs arise because: 1) computing and electronic patient records needs are growing
exponentially. Health care, research and health care education are increasingly reliant on storage of
and access to an abundance of data; and 2) evolving American Institute of Architects/Facility
Guidelines Institute guidelines continue to drive power and ventilation requirements beyond
previously accepted levels.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
Opportunities
A combination of internal commitment, external support, public policy and technological
advancements must all mesh if Upstate is to drive GHG emissions to zero or near zero by 2050. In
order to successfully implement mitigation strategies, opportunities to overcome the general and
specific challenges must be identified and pursued with steadfast commitment. The university is not
alone in this endeavor and the timing of key activities may have to be deferred until the 2040s in many
cases, depending upon the advancement of technology and public policy. However, the following
areas have been identified as at least potential opportunities to be considered between now and 2050:
• NYPA/NYSERDA funding for projects and upgrades to existing equipment.
• Partnerships with other institutions (Syracuse University, SUNY College of Environmental
Science and Forestry, other SUNY colleges).
• Areas of relatively inexpensive real estate near campus.
• Incentives and opportunities to reduce staff commuting.
• Educating campus community on ways to reduce energy.
• Solar photovoltaic electric generation on rooftops/parking garages.
• Examine the feasibility of more onsite steam generation and adding electric generation/
cogeneration.
• Explore the feasibility of partial large-scale wind farm ownership (wind energy is low in the
immediate vicinity, so this would need to be off campus).
• Ground source geothermal heat pump applications (Thornden Park, under campus and neighbor
university parking lots when lots need to be refinished).
• Upgrading building standards to integrate additional innovative building design methods based
on life cycle cost and energy costs.
• Seeking increased use of automation and control technologies to control and shape energy
demand curves for cost savings (to be re-invested in technology) and efficiencies.
• Indoor/outdoor lighting and lighting control advancements.
• Re-evaluate university-wide energy demand requirements in the current business models:
o Fee for service vs. fee for results.
o Examining amount of space/amenities per patient.
o Examining amount of space/amenities per student/researcher
2011-2020
"The university is
not alone in this
endeavor ..."
Key Assumptions
In formulating this Climate Action Plan a number of assumptions were made. Since we are dealing
with a four-decade long window, assumptions will need to be periodically reviewed as this plan
evolves and is put to use over time. The assumptions are generally categorized as: electricity related,
natural gas related and other.
Electricity related assumptions
• Upstate’s carbon footprint measurement will be based on Upstate’s specific purchases, not upon
statewide general fuel mixes or serving utility averages. This will account for “green”
procurement strategies that are mandated by the state and embraced voluntarily.
• New York State energy markets will continue to provide “greener” and non-GHG emitting
options in the form of hydropower, nuclear power, wind power, flywheel storage and other
smaller scale resources.
• Energy markets coupled with targeted purchasing strategies may lead to Upstate reaching
electricity carbon zero by 2025 - 2035.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase I
• Upstate’s continued rapid growth of space and technology advancements will require more gross
electricity consumption. However, with increasing efficiencies and decreasing GHG content
associated with purchases, it is expected that a sustained downward trend in Scope 2 GHG
emissions is achievable.
• LED lighting potential will be fully realized by 2020.
Natural Gas related assumptions
• All Upstate Medical University’s steam will be produced on campus in a university-owned plant
by 2015 (shifting GHG Scope 2 emissions to Scope 1).
• Steam costs (in $ per thousand pounds) will decrease as loads now met through steam purchases
are transferred to an expanded campus heating plant.
• Fuel use will rise in the short term due to acquiring new boiler loads that were previously covered
by purchased steam, but are expected to level off as we see impacts of efficiency gains through
new construction and renovations.
• There will be no “game changer” to replace Natural Gas such as
• Electric Boilers
• Bio #2 fuel
• CO2 zero “synthetic gas”
• On a national scale, the exploitation of plentiful continental Shale Gas reserves will reduce
society’s incentive to look for alternatives for the next 10-20 years. The convenient onshore
location close to major population centers, massive energy value and comparatively low cost of
this new natural gas source will drive policy decisions for years to come. Government agencies will
regulate hydraulic fracturing practices. Smaller players could be driven out of the market, resulting
in reduced competition and negating cost savings.
• Rapidly escalating global fuel oil costs will shift continental space heating and electricity
generating consumption away from oil toward natural gas. This same cost factor may also
accelerate research and development of alternative motive energy for personal transportation
(Hybrids, Range Extended Electrics [Chevy Volt technology], Pure Electric Cars and Advanced
Battery Technology).
• Growth in demand will be slower than space growth due to increases in energy efficiency and
LEED construction and renovation practices.
• Continued rapid growth of space will drive up overall consumption.
• Health care ventilation rates stabilize at current code levels and do not increase.
• Carbon-free heating plant emissions will probably not be achieved, meaning that requirements
equivalent to heating plant emissions will likely be needed to offset plant emissions to reach net
zero carbon emissions.
2011-2020
Upstate's rapid
growth will require
more gross
electricity
consumption.
Other assumptions
• Construction/renovation projects will be undertaken with aggressive LEED certification goals
and with consideration of advanced building materials and technologies. Life Cycle Cost Analysis
will be integrated into designs whenever possible and to the extent practical.
• NYPA, NYSERDA and internal funding will continue to be regularly available for energy related
projects.
• Operating efficiencies and energy related maintenance activities will improve as technologies
and experience advance.
• Net Zero CO2 consumption might be realized using the Upstate model, but this could depend
upon factors beyond the control of Upstate.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase II
PHASE II 2021-2035
With the ultimate goal of reaching carbon neutrality by 2050, the time period 2021 – 2035 represents
a transitional period. During this 15-year window, comprehensive actions (energy procurement,
facility upgrades, maintenance and operations) will drive Upstate’s GHG Inventory reduction target
an additional 40% beyond the levels achieved at the end of Phase I. This is very aggressive, particularly
since the university is growing and is projected to grow throughout the 15-year span.
2021-2035
Phase II is our
"technology
implementation
phase."
SCOPE 1 AND 2 ACTIONS
To reach the stated Climate Action Plan goals, the university will continue with and expand upon the
actions described above for the Phase I period. Upstate will create and take advantage of every
opportunity to control or reduce the carbon footprint, including the following anticipated actions:
• Electricity procurement – since the majority of
Upstate’s total CO2 emissions result from
emissions from the generation of purchased
electricity, it is imperative that carbon- neutral
driven purchasing strategies be advanced. The
University participates in a large buyers’ group
with sizable bulk purchasing power in the
electricity markets. In addition to making
economical purchases, the group also strives for
environmental balance. Over the last two years
electricity market prices in New York have been
relatively low (although consistently higher
than national averages), as shown below:
These market fluctuations are a result of public policy decisions and market maturation that will
continue to evolve over the next decade as Phase II approaches. Along with recent lower prices, the
New York system has also “greened.” This trend is observable in terms of both reductions in power
plant CO2 emissions and increase in large-scale renewable generation (primarily wind power). U.S.
EPA Clean Air Markets data shows that over the 10-year period from 1999 to 2009, New York State
power plant CO2 emissions dropped from nearly 60 million tons to under 40 million tons. On a tons
of CO2 per net mwh of generation basis, New York in 2009 was the ninth cleanest state in the United
States. Renewable electricity generation in New York State over the same period, 1999-2009, has
grown considerably. Wind power generation went from less than 100 megawatts to over 1,200
megawatts, and there are over 7,000 additional megawatts of wind power generation planned.
Upstate Medical University (and its bulk purchasing partners) expects to see significant reductions in
purchased per unit electricity related CO2 emissions as the next decade sees the continuation of stable
pricing and the integration of major wind power generation into the bulk markets. These reductions
are expected to be consistent with current projections seen in the New York State Energy Plan (2009).
This plan projects no growth (for 2010 – 2025) in electricity generation related greenhouse gas
emissions despite a steadily growing demand for electricity (>10% over the 15 year period). New York
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase II
State’s current Renewable Portfolio Standard calls for 24% renewable energy production by 2013. The
lack of a federal carbon policy should be resolved by 2021, and could drive the New York and regional
electricity markets to even “cleaner” levels. As New York State gets cleaner from an electrical
generation point of view, Upstate’s purchasing alternatives will become cleaner, resulting in Scope
2 source reductions.
2021-2035
By 2021, Upstate's
focus will shift to
LEED "gold"
certification.
• New buildings will be built to achieve Leadership in Energy & Environmental Design (LEED)
“gold” certification (as currently defined), as a minimum, and “platinum” certification when
practical. By 2021, “silver” status may no longer be seen as highly progressive. It is also likely
the qualifications for silver, gold, and platinum certification may become more stringent. As
such, a periodic re-examination of these standards may be required. Setting these strict building
standards will allow for strategic growth, in an environment where public policy is calling for
net reductions in energy use. An example of such public policy is the New York State Public
Service Commission’s 2008 adoption of an Energy Efficiency Portfolio Standard calling for a
statewide 15% reduction in electricity usage by 2015 (also known as “15 by 15”). By 2021, the
combination of efficiency technologies, education and public policy will shift the university’s
decision-making to “gold” certification versus “platinum” certification. “Silver” practices by
2021 will likely be part of basic energy codes and standard building principles and practices.
• Renovated buildings to serve teaching, research and medical care will require progressive stateof-the-art designs to host professional and patient care activities. By 2021, many of the buildings
and spaces to be renovated will already have the basic efficiencies of their era included. From
2021 – 2035 efficiency gains (and emission reductions) will be expected from a combination of
the emerging technologies in energy management (such as utility smartgrid applications paired
with customer in-house smartgrid systems), and increased use of load profile smoothing control
systems and building materials and equipment.
• Infrastructure projects – Much of the university’s basic infrastructure such as utility systems and
services will be ready for upgrades or replacement by 2035. Each time a system upgrade or
replacement becomes necessary and/or economical, the university will take advantage of
opportunities to reduce GHG emissions. By the very nature of their typically long useful life
(sometimes over 50 years), each upgrade or replacement, coupled with current advanced
material and technology, will bring with it a large potential for GHG emissions reduction.
• Major energy projects – Upstate is a major energy user located next to other major like-minded
facility owner/operators. Due to its proximity to another State University (SUNY ESF) and
others, partnerships and joint activity opportunities abound in the areas of cogeneration, solar
hot water, geothermal and wind power. As a group, Upstate and its neighbors represent a critical
mass of energy use (and GHG emissions) that can explore these opportunities as technology,
public policy and economics continue to drive possibilities closer to practical reality. By 2021 –
2035, it would be a reasonable expectation to see at least one or two major multi-party energy
projects taking place. Several possibilities exist for such a project. Among the most likely are:
* Geothermal – large-scale heating/cooling systems using adjacent parking areas, parks, green
space (at neighboring campuses), or space at new building sites.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase II
o Co-generation – combined heat and power plant using natural gas (microturbines and
conventional) or other fuel to be determined based on future technology and economic
conditions. Integrating local generation into the overall portfolio also has anticipated
reliability and flexibility benefits.
• Lake-source cooling – There are preliminary plans for creating a shared lake-source cooling system
in Syracuse that would use water from either Lake Ontario or Skaneateles Lake. If such a system
were developed, Upstate (and the other university users) could invest in the infrastructure to
connect to the system for cooling needs. When also used to supplement winter heating, lake
water source air conditioning could offset as much as 20% of Upstate’s total current energy use.
o Small-scale on-site heating – solar heating, smaller geothermal systems may be used for
smaller buildings and additions, where feasible.
2021-2035
" ... reaching the
40-percent CO2
reduction goal is
seen as
reasonable, but
not certain."
• Off-site electrical generation – for wind power to be used (either developed by Upstate, or with
a group of other institutions and investors), generation would need to be off-site. The local
wind conditions are not economically viable for large-scale energy harvesting. Offshore areas
in Lake Ontario, or higher elevations toward the Adirondack foothills are the closest locations.
• Operations and maintenance – Unlike most efforts aimed at GHG reductions that tend to show
discrete advancements, operations and maintenance activities at Upstate present opportunities
for steady long-term improvement. By 2021, it is expected that better data collection and data
management tools will allow basic operations and maintenance functions to be optimized in
innovative, adaptable and strategic ways. The basis for making favorable changes and
adjustments must ultimately lie within solid historical data and system knowledge. By creating
a culture of sensitivity to GHG emissions and energy efficiency, combined with robust historical
data and knowledge, it is expected that improvements will be integrated deeper into the daily
maintenance and operations of the university.
These actions will move Upstate toward its long-term goals for 2021 – 2035. With the end date a
quarter century away, reaching the 40% CO2 reduction goal is seen as reasonable, but not certain. It
certainly is subject to outside forces such as the pace of technology development and the greening of
the electricity transmission grid and markets. If Upstate is to reach its ultimate goal of carbon
neutrality by 2050, it must make substantial progress on the actions above by 2035.
SCOPE 3 ACTIONS
Reduction of Scope 3 CO2 emissions expands in Phase II. Projected initiatives are outlined below:
Faculty Staff and Student Commuting
The Interstate 81 elevated highway, which passes directly through Syracuse, is deteriorating and will
be replaced. The current overpass, in effect, separates Upstate Medical University from its West
Campus and adjacent housing, social and business entities. The current landscape created by the
overpass discourages Upstate faculty, students and staff from using sustainable means of
transportation due to safety concerns. It also has a negative environmental impact on the surrounding
community.
o The projection is that I-81 will be rerouted around the city, thus creating a more sustainable
environment directly linking Upstate with its West Campus and adjacent housing, social and
business entities. Upstate will work with community partners to promote and establish these goals:
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase II
• Expand additional on-site housing opportunities. This added resource will provide apartmentstyle living to faculty, staff, students and visitors within easy and safe walking distance to the
Upstate campus.
• Expand the collaborative Connective Corridor initiative with community partners.
• Develop bike and walking paths.
• Develop parks and green space.
• Promote and establish sustainable mass transit.
o Incorporate the use of locally grown food to reduce transportation costs and promote local farming.
o Expand distance learning opportunities.
2021-2035
Business and Operational Travel
o Purchase of hybrid and fuel-efficient vehicles to support critical functions and staff travel.
o Employ new technologies to take advantage of teleconferencing and web-based training
opportunities.
o Promote and provide affordable and sustainable mass transit opportunities.
Waste Reduction and Recycling
o Digital technology will be used to eliminate paper medical records.
o Environmentally friendly cleaning products will be used in all cleaning and disinfection processes.
• Use non-chemical based cleaning and disinfection practices through technological advancement
in microbial detection and disinfection.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase III
PHASE III 2036-2050
To reach the ultimate goal of carbon neutrality by 2050, Upstate will need to build on the foundation
of its Phase II accomplishments and receive extensive positive reinforcement from state policy, federal
policy, technology and the energy related markets. New York’s Executive Order No. 24 set a mandate
for 80% GHG emissions reductions statewide by 2050 (from 1990 levels). It also established a Climate
Action Council which issued an interim report in November 2010. Two relevant points can be taken
from this document: 1) the power supply and delivery sectors will be the “backbone” of a “low carbon
future,” and 2) New York will need input and cooperation from outside the state in order to reach “80
by 50,” or 80% GHG emissions reductions by 2050.
2036-2050
Phase III
continues the
work of Phase II
and will take
advantage of
technologies that
are not envisioned
today.
SCOPE 1 AND 2 ACTIONS
To reach the stated Climate Action Plan goals, the university will need to be creative and must rely on
external policy and financial support both direct and indirect. Assuming that “carbon offsets” can be
readily purchased by 2050, the nature of Upstate’s operation may require some purchases. However,
the goal remains to minimize any such purchases and to use carbon offsets as the measure of last
resort. To reach simple carbon neutrality, we must seek the synergy of many positive changes by the
following actions at a minimum:
• Electricity procurement – by 2036, Upstate will still likely be connected to the bulk electric supply
system operated by the New York Independent System Operator (NYISO). Pending public policy and
market forces, all electricity purchases will be from renewable energy sources. These purchases may
be part of a complex system using selective grid purchases coupled with on-site generation/
cogeneration and active “smart” local demand controls. The university may also continue with its
currently successful practice of bulk purchasing with other progressive buyers. Since it is anticipated
that electricity consumption, regardless of whether produced on campus or in another state, will still
be vitally important to the operation of the university, specification of “zero emission” electricity
post-2026 is anticipated as a standard. This may require investment in off-site generation or interests
in off-site renewable projects, such as New York’s untapped off-shore wind energy.
• New buildings will be built to achieve LEED “platinum” certification, as a minimum. By 2036,
“gold” status will no longer be seen as highly progressive. It is also anticipated that advances in
building materials, technologies, and control systems will create a world where the definition of
“platinum” as we know it today represents a bare minimum level of efficiency.
• Renovated buildings will be held to the same standards as new buildings to the extent practically
feasible. This may result in renovation decisions factoring in energy efficiency and GHG concerns
as a primary driver in planning and scheduling.
• Infrastructure projects – Superconducting electrical infrastructure and other technologies will be
used as they become available.
• Collaborative large scale energy and infrastructure projects – By 2035 Onondaga County could have
a lake water cooling plant in place. Upstate would begin to substitute 10% of its electric cooling
and 20% of its heating energy with a mostly carbon free utility.
Major energy projects – By the period 2036 – 2050, it would be a reasonable expectation to see at least
one or two major multi-party energy based projects, a continuation of efforts from the prior 15 years.
Geothermal, solar and wind applications would ideally supplant natural gas. With a limited geographic
footprint, off-site and cooperative projects seem highly likely to achieve economic efficiency. Costs
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Phase III
for geothermal projects, for example, vary widely depending on local soil conditions and topography,
and a precise estimate can't be assigned without a detailed study. Comparing other universities' costs
for similar projects gives us a range, but not an exact estimate. Lake Land College in Illinois has an
ongoing project to use geothermal heating and cooling for its entire 386,000 SF of campus
buildings at a cost of approximately $17 million. Ball State University is engaged in a
similar project, but much larger in scale. Its campus-wide system is estimated to cost $70
million to service 7,180,000 SF. Between the two projects, the range is $44/SF versus
$10/SF. Given Upstate's dense urban campus and energy-intensive healthcare activities,
it would be reasonable to assume that costs would run high for a similar geothermal
conversion project.
Operations and maintenance – Continuous improvement is the final piece of the carbon
neutrality puzzle. With the idealistic goal of approaching carbon neutrality by 2050,
Upstate would continue to monitor and squeeze out all Scope 1 and Scope 2 GHG emission
sources by way of “policing” leakage of HFCs and any other minor sources, perhaps even
ones that have been difficult to define and detect.
SCOPE 3 ACTIONS
Upstate seeks carbon neutrality associated with Scope 3 emissions in Phase III. Projected initiatives
are outlined below:
Faculty Staff and Student Commuting
o Several zero-carbon mass transit busing and rail service choices to provide Upstate faculty, staff and
students with low-cost commuting opportunities.
o Hydrogen and electric vehicles to replace gasoline powered vehicles.
o Distance learning opportunities expanded to include hands-on virtual science and clinical
laboratories.
Business and Operational Travel
o Hydrogen and electric vehicles to replace gasoline-powered vehicles.
o Employ new technologies to take advantage of teleconferencing and web-based training
opportunities.
o Promote and provide affordable and sustainable mass transit opportunities.
2036-2050
Replacing paper
timesheets with the
Self-Serve monthly
electronic system
saves 73,488 sheets
per year.
Electronic
management of
records of nonUpstate employees
(voluntary faculty,
public safety
officers, food
service workers,
student nurses, etc.)
saves "tens of
thousands of pieces
of paper a year."
Waste Reduction and Recycling
o Digital technology to eliminate paper medical records.
o Eliminate all business related use of paper.
o Use non-chemical based cleaning and disinfection practices through technological advancement
in microbial detection and disinfection.
o All medical equipment and supplies are 100% recyclable.
o Eliminate the use of heavy metals in medical procedures and equipment through technology.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
Section 4- Community Outreach and Educational
Curriculum
To support its commitment to sustainability, and to involve the Central New York community in its
efforts, Upstate Medical University established a Sustainability Task Force in 2008.
The task force developed the “Think Green” program to promote the university’s continuing and
evolving sustainability initiatives, and to involve the local and regional community.
The Think Green movement represents a culture shift that is evident in campus-wide initiatives as
well as individual efforts by students, faculty and staff, and by entire departments throughout campus.
The annual Think Green Sustainability Fair on campus (details below) provides an excellent
opportunity for Upstate to promote its participation in the American College and University
Presidents’ Climate Commitment and its initial Climate Action Plan report. Other methods of
promoting the university’s sustainability efforts include using photos and news articles on the Upstate
web site and sending news releases to alumni, local media, SUNY and regional environmental groups.
Campus-wide initiatives
The idea behind Upstate’s sustainability movement is simple: As the region’s largest employer with
8,000 workers, the university can promote positive change via sustainability initiatives on campus and
in the community. In addition to those employees and 1,500 students, Upstate sees almost a halfmillion patients (plus visitors) come through Upstate University Hospital and Upstate Golisano
Children’s Hospital every year.
Here are just a few examples of how Upstate shows the campus community, and
the general public, the university’s commitment to sound ecological practices:
* Installation of filtered drinking water stations in every campus building,
including Upstate University Hospital and other clinical areas visited by
patients and their families.
* Elimination of the purchase and disposal of commercial bottled water at
campus-sponsored events.
* Launching of a campus-wide “Recycling Starts With You!” program with 285
specially designed bins throughout the campus.
* Creating a Think Green web site, http://upstate.edu/green/ which highlights
the university’s commitment to sustainability and its successes in reducing our carbon footprint.
* Starting an annual “Think Green Fair” that showcases not only Upstate’s Sustainability efforts, but
what the community is doing as well.
For each Think Green Fair, Upstate invites several dozen organizations, companies, colleges, public
officials, and public and private agencies from the region. Participants include the Onondaga County
Resource Recovery Agency (recycling), National Grid (utility), Centro (mass transit), New York State
Parks, organic farmers, numerous colleges and universities in the region, and other organizations.
Upstate's annual
"Think Green Fair"
showcases
sustainability
efforts on campus
and in the
community.
At the fairs, participants speak to visitors about topics such as recycling, composting, home insulation,
hybrid vehicles, green building designs, and other ways to “think green” at home, at work and in the
community.
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UPSTATE MEDICAL UNIVERSITY I Syracuse, NY I www.upstate.edu
The annual Think Green fairs – planned and executed by a volunteer committee that includes faculty,
staff, students and alumni – are free and open to the public, and draw hundreds of visitors. While the
fairs mark Upstate’s most visible commitment to sustainability, there are many other initiatives that
involve the community and are part of a culture shift.
These include:
* Campus-wide recycling of cell phones and printer cartridges in cooperation with a local
vendor. Proceeds benefit Upstate Golisano Children’s Hospital. Batteries are recycled on
campus as well.
* Collaboration with Syracuse University and SUNY Environmental Science & Forestry on
proposed eco-friendly improvements in the community.
* The construction and planting of a vegetable garden on campus. Produce from the garden is
used by our College of Medicine students in nutrition outreach programs at a Syracuse
elementary school.
Sustainability in the Curriculum
Upstate’s relatively new Central New York Master of Public Health (CNYMPH) graduate degree
program (offered jointly with Syracuse University), trains public health leaders. By its very
nature, the public health curriculum delves into larger issues that often relate to sustainability.
CNYMPH students are offered courses on Environmental Law, Global Health Policy (which
covers population-based sustainability issues) and other related topics, such as infectious
diseases, clean water and air, the environmental cost of manufacturing pharmaceuticals, etc.
The CNYMPH program is developing a unique internship/elective for students in the College of
Medicine that includes shadowing dietitians in Upstate University Hospital. The students would
examine the sources of mass-produced food in settings like hospitals, and look at ways to connect to
community gardens or otherwise rely on locally grown food.
The CNYMPH program also hosts symposia on topics such as hydraulic fracturing, and brings experts
to campus to lecture on relevant topics such as environmental ethics, the health effects of air pollution
and more. These are free and open to the public.
Vegetables from
the Upstate
Community
Garden are used by
our College of
Medicine students
in nutrition
outreach programs
at a Syracuse
elementary school.
Students at Upstate have formed a group called “Anastomosis” that organizes sustainability- and
health-related events on campus, and collaborates with students at other universities. “Anastomosis”
is a medical term for the connection of separate parts (such as blood vessels) that benefits the body.
In the context of the student group and sustainability, the term symbolizes collaboration on efforts
such as improving bicycle lanes, adding green space and relying more on local farmers so that less
fossil fuel is used in transporting food.
Anastomosis students have taken the initiative to advocate for environmentally sensitive features in
the design of new buildings on campus, such as a “healing garden” at the Upstate Cancer Center. The
group has also pushed for energy-saving measures that fellow students can embrace, such as the
proposed “Last Out, Lights Out” energy-saving campaign in residence halls, common areas and
classrooms. The group is continuing its efforts to have some of its ideas integrated in the formal
curriculum.
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Upstate also collaborates with Syracuse University and Le Moyne College on the Consortium for
Culture and Medicine, which since 1978 has offered accredited courses that often delve into issues
related to sustainability – global health, bioethics and medical anthropology. These courses are
available to students from all three institutions; qualified university employees may attend as well.
“Upstate’s vision for sustainability is to become a leader within SUNY and our regional community,”
said President David R. Smith, MD. “Our goal is to stabilize and reduce our long-term energy costs
while educating our students, employees, visitors and vendors about our efforts, as well as to
encourage their participation in improving our environment.”
Section 5- Financing Climate Neutrality and Tracking
Progress
Financing
Upstate has taken the position that reducing our carbon footprint is part of the equation when
planning and implementing any new project. This is evidenced by the requirement for LEED silver
minimum on every major renovation and new construction project on campus
today, with a goal of reaching gold or even platinum as the standard in the future.
In addition, we are implementing a campus-wide program through NYPA that is
expressly focused on energy conservation.
Today, the university spends tens of millions of dollars per year on facility renovation
and new construction with energy conservation and carbon footprint reduction
integrated into the program versus an isolated program. During Phase I alone, the
university will invest well over $500 million in capital for renovations, new
buildings and additions, critical maintenance of infrastructure, and energy
reduction and generation measures. Virtually every program within this substantial
investment contains some component of sustainability and energy conservation
measure, with many exclusively targeting energy conservation.
We expect to continue this integrated approach connecting new projects to carbon footprint
reduction. In addition, we expect to undertake targeted programs that are exclusively developed for
renewable energy generation to the extent they cannot be integrated into a new program space
project. To the extent that a sound business plan can be developed, the university will consider energy
performance contracting programs to reduce net energy consumption and self-generation using
renewable energy sources.
We also believe that market forces will greatly impact the cost of electricity from renewable or carbon
neutral sources to be more competitive with current electrical generation sources. The university will
continue to purchase a greater percentage of its electricity from these sources. The reality is that
Upstate is part of a SUNY-wide purchasing collective and has limited autonomy to purchase outside
this group. Gradually, over the next 40 years, it is anticipated the price gap between carbon neutral
electricity sources and currently available electricity sources will drop from around $20 per megawatthour to less than $2 per megawatt-hour. The rate of closing of this price gap will likely be highly
Many energy- and
cost-saving ideas at
Upstate come from
individual
employees, rather
from a "top-down"
directive.
Electrician Ric
Burr's idea to
upgrade rooftop
lighting to LED is
just one example.
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dependent upon technology advances, market forces and public policy.
To achieve carbon neutrality, Upstate will invest hundreds of millions
of dollars. We have, however, chosen to take a pragmatic business
approach to deciding which projects we invest in over the life of our
journey toward carbon neutrality. We will evaluate the business case and
return on investment for each project in terms of dollars invested per
kilowatt (KW) equivalent decrease to measure their relative
effectiveness. Our expenditures to date show an investment of $1.85 per
source Kilowatt equivalent reduction. We expect to see this value trend
up as the cost of investment increases and it becomes more difficult to
reduce energy usage.
Tracking Progress
Upstate is installing sub meters for utilities to more accurately track, record and trend utility usage
in discrete buildings and areas of the campus. These measurements will allow us to better focus on
areas of opportunity into an existing overall campus metric of BTU per year/SF. These metrics are
collected and reported annually. Energy usage in terms of BTU/SF is a key metric reported in Upstate’s
strategic plan.
The other key tracking metric is Upstate’s bi-annual GHG emissions report to the ACUPCC. We have
set goals in this action plan of certain reductions in carbon emissions within each Phase, and the GHG
inventory updates will be a key tool to track progress against goal. We have also included our carbon
footprint as a key metric in Upstate’s strategic plan.
Together, these two metrics will allow Upstate to target areas of opportunity for improvement in
terms of energy consumption and also track progress in overall carbon emissions.
Upstate Medical
University donated
120 gallons of
brightly colored
paint to Habitat for
Humanity. The paint
was left over from
the supply used on
the interior walls of
the new Upstate
Golisano Children's
Hospital in 2009.
Habitat is a not-forprofit agency that
helps families with
affordable housing.
Upstate’s commitment to invest hundreds of millions of dollars to the pursuit of carbon neutrality
makes Upstate a positive, highly visible “green” community role model in Central New York. The
total value of this investment will ultimately be compounded or constrained by the future state of
energy markets and technology. Therefore, public energy policy at the state and federal levels may
be the most overarching factors in how far and how fast Upstate reaches its goal. External support and
funding based in future policies will be imperative for unlocking Upstate’s full potential and ensuring
that the millions of dollars committed achieve results.
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Section 6 - Summary of Path to Carbon Neutrality
Upstate Medical University is already on the path to carbon neutrality. The university has been taking
actions to minimize GHG emissions for years. The mitigation strategies identified above are the basis
for a four-decade long path to carbon neutrality. Currently, purchased electricity is the biggest
challenge. Therefore, much attention must be placed upon the Scope 2 mitigation actions and goals
described in this plan. Fine-tuning and readjusting this plan over time will be the key to success.
Fine-tuning and
readjusting this
plan over time
will be the key
to success.
Phase I (2011 – 2020) is the foundation of the long-term effort. By Phase II (2021 – 2035), it is
anticipated that technology and public policy will have matured to a point where the momentum of
Phase I can be transitioned into sharp GHG reductions. When Phase III (2036 – 2050) arrives, Upstate
expects to continue moving toward zero GHG emissions. For the goals and actions to translate into
the ultimate result, much external support and influence are needed and cooperative undertakings are
going to be absolutely necessary. Realistically, the path will twist and turn, but the goal is believed
to be achievable. The chart below projects how our actions will reduce GHG emissions at Upstate
through 2050, compared to taking no action at all.
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Appendix A
Acknowledgements
President David R. Smith, MD, President, SUNY Upstate Medical University
Executive Team
John McCabe, MD, Chief Executive Officer, Upstate University Hospital
Wanda Thompson, PhD, Senior Vice President, President’s Office
Steven Brady, MBA, Senior Vice President, Office of Finance & Management
Steven Scheinman, MD, Senior Vice President, Dean of College of Medicine
Sustainability Task Force Executive Committee
Tom Pelis, PE, LEED-AP, MBA Chair , Assistant Vice President for Facilities and Planning Office of
Finance & Management
Gary Kittell, PE, Assistant Vice President, Physical Plant Services
Ron Westbrook, PE, Mechanical Engineer, Physical Plant Technical Support
Paul Seale, FACHE , Chief Operating Officer, Upstate University Hospital
Eric Smith, CPA, MBA, Assistant Vice President, Office of Finance & Management
Deb Stehle, Assistant Vice President for Strategic Planning and Management, President’s Office
Mark Zeman, Associate Administrator for Integrated, Technical and Materials Support.
Joseph Smith, Director, Educational Communications
Daryl Geddes, Director, Public and Media Relations
Climate Action Plan Implementation Team
Tom Pelis, Assistant Vice President – Chair, Office of Finance & Management
Jim McKeever, Campus Writer, Marketing and University Communications
Rebecca Janowski, Graphic Designer, Marketing and University Communications
Ron Westbrook, PE, Mechanical Engineer, Physical Plant Technical Support
Rob Andrus, Director, Environmental Health and Safety
Gary Kittell, Assistant Vice President, Physical Plant Services
Michael Stewart, LEED-AP, Associate Facilities Program Coordinator, Facility Design Services
Keith Pitman, PE, Electrical Engineer, Facility Design Services
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Appendix B- Current Carbon Footprint
Greenhouse Gas Inventory
May 15, 2010
Introduction And Overview
The State University of New York Upstate Medical University (Upstate) established a Sustainability
Task Force in 2008 consisting of senior staff who collectively have responsibility for the campus
facilities and both campus and clinical operations. This group led an effort to establish and participate
in subgroups that were charged with developing Upstate’s sustainability program and define specific
sustainability goals. One outcome of these efforts led to Upstate signing the American College and
University President’s Climate Commitment (ACUPCC) in March 2009. This document presents
Upstate’s first Green House Gas (GHG) Emissions Inventory as required in the ACUPCC.
The Upstate campus is largely landlocked within an urban setting in Syracuse, NY. The University
includes four colleges- College of Medicine, College of Graduate Studies, College of Health Professions
and College of Nursing. Upstate also includes University Hospital, a 409 bed teaching hospital that
includes the only Level 1 trauma center in the region. Upstate currently has a student population of 1478
and approximately 7100 employees. The University has approximately 1,900,000 SF of building space on
46 acres within the City of Syracuse. Most of the buildings on the campus are 40 years old or older.
Upstate’s GHG inventory is based on the World Resources Institute’s GHG Protocol. This widely
accepted GHG inventory tool was determined to be the most effective method for establishing our
initial inventory. The Upstate fiscal year begins July 1 and ends on June 30. Our base year presented
in this report is FY 2008-2009.
Scope 1 and 2 sources represent over 86% of the total carbon emissions from the University. Within
Scope 3, employee and student commuting represents over 90% of the carbon emissions for that
category. Relatively speaking, University sponsored air travel is small. Therefore, we believe the
current sources of carbon emissions are well defined. Our challenge will be to implement measures
that lead the University to carbon neutrality without adversely impacting sensitive ongoing research,
clinical operations or patient care.
GHG Emissions Inventory
The attached tables and graphs provide the supporting data and basis for computing the University’s
initial green house gas inventory using FY 2008-2009. In total, the University emitted 74,187 metric
tons of CO2. Of this total, 64,361 metric tons are associated with Scope 1 and 2 sources and 9825 metric
tons are associated with Scope 3 sources.
Scope 1 Sources
Scope 1 sources are defined as emissions created by the University’s operations owned assets. For
Upstate, we generate steam for some of the operations using gas fired boilers. We also have fleet
vehicles and generate heat and cooling using distributed boilers and chillers throughout the campus.
In addition, emissions resulting form leakage of HFCs in refrigerant systems is considered a Scope 1
source. In 2008-2009, the total emissions associated with Scope 1 sources was 20,557 metric tons.
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We anticipate that emissions associated with additional on-site steam generation will increase in the
future. Equally, we anticipate that emissions associated with fleet vehicles will decrease (at least on
a per vehicle basis) as the fleet is modernized and an increase in hybrid or clean energy vehicles will
be included in the fleet.
Scope 2 Sources
Scope 2 sources are defined as emissions generated from operations owned and/or operated by another
entity but consumed by the University. For Upstate, this includes our purchased electricity and
purchased steam. In 2008-2009 purchased electricity resulted in 43,805 metric tons or over 58% of
our total CO2 emissions. In addition, a total of 6060 metric tons of CO2 emissions were generated
from purchased steam.
While the value of our CO2 emissions associated with generating more steam will increase in scope 1
in the future, it should be more than offset by a decrease in purchased steam associated with Scope
2. Our electricity usage on a per square foot basis is expected to decrease over time as more energy
efficient building envelops, lighting systems and mechanical systems are employed. In addition, we
are pursuing more finite information from the public utility as to the sources of the electrical
generation that supplies the university. It is possible and actually likely, due to our geographic
location, that much of the electricity supplying Upstate is generated via hydro power or nuclear
power. If confirmed through the utility, this will have a dramatic reduction on our CO2 emissions
associated with this source in future reports.
Scope 3 Sources
Scope 3 sources are emissions created either upstream or downstream of University which is neither
owned nor controlled by the University. Scope 3 includes sources from employees, students and
faculty commuting to/from work; university paid travel; waste disposal emissions; and the embedded
emissions from purchased goods. Scope 3 sources total 9825 metric tons of CO2. Over 9000 metric tons
of the total is associated with employee, student and faculty commuting.
Reducing CO2 emissions associated with employee, student and faculty commuting will involve a
long term, multipronged approach. It will require an increase in carpooling, additional use of public
transportation, use of more energy efficient or alternative fuel vehicles and other measures that reduce
both the number and length of the commuters’ round trip each day. Some measures are in place and
need to be energized (e.g. carpooling), some are in the planning phase (park and ride programs and
enhanced mass transit); while other measures have not been started.
Summary
Developing the initial green house gas emissions report not only quantified the current CO2 emissions
from the University, but also gave focus to the key areas where significant opportunity for reduction
can be found. Over the next year and years following, the University will refine emissions inventory
metrics as it works on measurable reductions.
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Appendix C
CAP Glossary
AASHE Association for the Advancement of Sustainability in Higher Education
BTU British Thermal Unit, a measurement of energy needed to raise the temperature of a pound of
water by one degree Fahrenheit. (mmBTU=one million metric BTUs)
ACUPCC American College and University Presidents’ Climate Commmitment
CARBON FOOTPRINT Total amount of Greenhouse Gases produced and emitted by an entity.
CARBON NEUTRAL Having no net Greenhouse Gas emissions. This is achieved by minimizing
emissions, using carbon offsets or other measures to mitigate remaining emissions to net zero
carbon emissions.
CARBON OFFSETS A purchase made to reduce one’s own Carbon Footprint that is used to help reduce
Greenhouse Gas emissions elsewhere.
CAP Climate Action Plan
CO2 Carbon dioxide
dT Decatherm (10 therms or 1 million BTU). It is approximately equal to the energy of burning 1,000
cubic feet of natural gas.
ENERGY STAR A program administered by the Environmental Protection Agency that sets standards
for energy efficient practices and products, especially electrical appliances
EPA The U.S. Environmental Protection Agency, tasked with protecting human health and the
environment
GEOTHERMAL Heat from within the earth that can be recovered as heat, steam or hot water and
used to heat buildings or generate electricity
GHG Greenhouse Gases, chemical compounds that trap heat in the atmosphere, potentially increasing
the earth’s average temperature and affecting climate
HFC Hydrofluorocarbons, a kind of GHG consisting of organic compounds commonly used as
refrigerants.
kWH Kilowatt hour, a unit of energy equal to 1,000 watt hours
LED Light-emitting diode, a highly efficient, long life form of illumination
LEED Leadership in Energy and Environmental Design, a set of standards by the U.S. Green Building
Council to make buildings more energy efficient and with better indoor air quality.
mLB
MT
Unit of measurement for steam (1,000 pounds)
Metric ton
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MW Megawatt (one million watts, or 1,000 kilowatts)
NYISO New York Independent System Operator, an agency responsible for the operation of the state’s
11,000 miles of high-voltage transmission and the dispatch of over 500 electric power
generators. NYISO administers bulk power markets that trade an average of $7.5 billion in
electricity and related products annually.
NYPA New York Power Authority, the state’s public power organization that produces and sells power
to public entities, private utilities and neighboring states. It also provides energy project
related engineering, construction and financing to state agencies.
NYSERDA New York State Energy Research and Development Authority, which promotes the use of
renewable energy sources and the reduction of consumption.
SCOPE 1 emissions directly created by the university’s operations, such as an on-site steam plant.
SCOPE 2 emissions generated by operations owned by another entity but consumed by the university,
such as electricity purchased from a regional utility.
SCOPE 3 emissions generated off-site and not owned or controlled by the university, such as
commuting, the energy used to create products used by the university, etc.
SF
Square foot
SUNY State University of New York
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