Examining UC San Diego’s Organizational Structure and Culture
Towards Energy Neutrality
The assessment of current opportunities and advantages in emission reductions
Sandy Ngan
February 24, 2010
Senior Research Project
Submitted in partial satisfaction of a BA in
Urban Studies and Planning,
University of California, San Diego
Abstract:
With state regulations such as Executive Order S-3-05 and Assembly Bill 32, the
University of California at San Diego strives to meet desired 2020 energy emission standards
.
Although current research and generated models predict UC San Diego’s compliance challenges, the University remains one of the nation’s greenest campuses
.
This study attempts to delineate and examine the role of UC San Diego’s organizational structure in fostering an energy sustainability culture amidst adversity, which has contributed and assisted the achievement of its green ranking
.
Utilizing, Sustainability
Assessment Reports, Climate Action Plans, curriculum, and interviews with key campus sustainability players, this assessment found that governance, leadership, and student involvement played significant roles in curbing the energy footprints and stimulating innovative projects
.
The University’s unique organizational structure and culture remain conducive to a milieu of energy change, ultimately instilling environmental stewardship values that promote its objectives
.
Together, this distinctive relationship between UC San
Diego community members will contribute to effective and successful mitigation efforts in upcoming years
.
This study will add to the growing understanding of an institution’s organizational structure and its overarching roles in achieving energy neutrality
.
Key terms: energy neutrality, sustainable development, social capacity, organizational structure
Introduction:
Stringent Energy Standards
In June 2005, California Governor Arnold Schwarzenegger signed into law Executive
Order S-3-05 and Assembly Bill 32, which firmly established emissions reduction targets for the state
.
While Executive Order aimed reduce greenhouse gas emissions to 2000 levels by 2010,
1990 levels by 2020, and 80% below 1990 levels by 2050, AB 32 strived to institute a statewide
1

emissions cap strictly for 2020 based on 1990 emissions levels, ultimately calling for mandatory reporting for large emitters by 2009 as well (Schwarzenegger, 2005)
.
Given the overlapping objectives of the two orders, 2020 emerges as a decisive and pivotal year in addressing
California’s energy progress and its future goals to establish an energy neutral state
.
UC San Diego’s Current Position on Sustainable Energy
Colleges, universities, and other higher education institutions across California, especially University of California at San Diego (UC San Diego), are becoming progressively more aware of their regional impacts and have responded to state policies by establishing target goals of climate neutrality, the balance between the production and offsetting of carbon dioxide, nitric oxide, and other major greenhouse gases
.
In recent years, UC San Diego have implemented and authorized broad scales of energy projects, ranging from energy cogeneration plants, photovoltaic solar panels, and heating ventilation and air conditioning replacements
.
Though extensive efforts towards climate neutrality remain consistent, prevalent, and abundant, the eventual and critical compliance of mandated standards by 2020 remains ambiguous and somewhat uncertain
.
Current model predictions, compiled by members of the UC
San Diego administration and corroborated by third parties, indicate significant discrepancies regarding AB 32 compliance
.
Under the business as usual scenario, with no mitigation of energy emissions, limited technological advances, and continued rampant energy consumption, UC San
Diego will likely purchase carbon credits and offsets to comply with state regulatory standards in
2020
.
However, since the University has been proactive in addressing and acknowledging such challenges through green technology and renewable energy expansion, the outcome is dependent on the abilities of such investments to yield desired reductions
.
2

The Examination of Organizational Structure and Culture
Nevertheless, despite current predictions of barriers, the UC San Diego’s organizational structure is the central interest
.
In 2009, the 2010 College Sustainability Report Card, ranked UC
San Diego as one of the nation’s 26 greenest campuses, following its evaluation of climate change and energy activities, student involvement, and sustainable technology ventures (College
Sustainability Report Card, 2010)
.
This study attempts to delineate and examine the role of UC
San Diego’s organizational structure in fostering a culture of energy sustainability throughout the campus amidst adversity which has contributed and assisted in the achievement of its green ranking
.
The identification and comprehension of administrative, staff, and student relationships both individually and collectively through larger analyses of trends, participant roles, and goals will exude light on their significance and importance in decreasing the campus energy footprint and stimulating innovative projects
.
This assessment will also attempt to establish and explain UC San Diego’s position as a niche for renewable energy because of its highly cooperative, functional, and efficient organization of faculty, staff, and students
.
Through the examination of archives, internal documents, and interviews, many elements such as governance, academic curriculum, and civic engagement, surface as crucial components that communally and jointly add to the successful nature of the University in executing energy initiatives and generating significant stakeholder buy in
.
However, though impediments exist, UC San Diego’s ambitions and aspirations to reduce energy emissions, increase renewable energy, and foster an environmentally aware generation of students is incontrovertible and commendable
.
3

Literature Review
In recent years, not only has sustainable energy development been popularized by the growing concerns of adverse human impacts, but the urgency to mitigate these effects has also reached monumental proportions
.
The greenhouse gas effect, the warming and subsequent entrapment of additional heat in the earth’s atmosphere, is a worldwide phenomenon resulting from the release of harmful organic byproducts through the burning of fossil fuels and nonrenewable resources (Ledley, et al
.
, 1999)
.
Current research also stipulates that if existing rates of climate change are not slowed, temperatures will consequently increase an average of four degrees Celsius globally, with land temperatures reaching beyond the five-degree threshold by 2060 ( Millington and Williams, 2004)
.
This subtle accumulation of greenhouse gases, such as carbon dioxide, nitric oxide, and others, in our atmosphere have the latent potential to drastically contribute to forest fires, droughts, decrease in water availability, seal level changes, decreases in marine life, and extreme weather
.
In accordance with these expected changes, the United Nations in the mid 1980s defined and has begun to advocate for sustainable development, “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (Mawhinney, 2002)
.
Following international recognition and acknowledgement, the notion of sustainability has gained major traction in college and university campuses throughout the United States and around the world
.
According to social ecologist, Sara Creighton, because universities are microcosms of society’s systems, “their operations have many of the same consequences and opportunities for the environment as homes, offices, restaurants, and hotels,” and the recent realization of this element has invigorated universities to improve their environmental footprints
(Creighton, 1998, 15)
.
Essentially individual communities with their own particular transit, housing, and energy provisions, universities’ environmental impacts subsequently parallel those
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of cities and small towns in emissions and negative impacts
.
Therefore, it is almost imperative for colleges and higher education institutions to partake in sustainability conversations with local communities and state mandatory reporting in order to mitigate their ecological and physical damages to their surroundings
.
Although institutions have begun to play considerable roles in creating energy efficient and sustainable communities, their abilities to achieve results appear to be dependent on extrinsic elements
.
For instance, governments and governing bodies often reflect the basic values and goals inherent in the “interdependent social and economical systems that government is designed to steer” (Lafferty, 2004, 1)
.
Therefore, the individuals and group members who serve as the governing bodies for organizations and educational institutions become crucial decision makers and leaders for institutional progress
.
Because administrations are often responsive to external systems that may impede or foster desired actions, this also necessitates direct and ostensible relationships with appropriate stakeholders
.
For leadership to foster positive environmental stewardship results, it requires the development of networks founded upon trust and civic engagement by upper management teams (Chatterton and Goddard, 2000, 7)
.
It is with such interconnected and linked objectives that appropriate, desired, and effective measures are taken by higher bodies to ensure environmental protection and proper mitigation of negative impacts
.
This aspect serves as the foundational baseline for the understanding of critical issues surrounding environmental planning and the dissemination of appropriate information
.
In conjunction with governance, other components remain at large in sustainable development
.
Some suggest that since university administrators emphasize profits and the reduction of costs to such great extents that they often allocate funds into investments that may reduce costs, but produce adverse environmental impacts (Bares and Jerman, 2001)
.
In a similar sense, the lack of available financial resources gives way for cost benefit analyses that normally
5

result in the reduction of expenditures and reallocation of fund to other priority goals unrelated to energy sustainability (Velazquez and Munguía, 1999)
.
Not only may the accessibility of financial capital hamper and thwart energy initiatives, but the extent to which projects are affected remains unclear
.
Therefore, the examination of financial capital will provide additional information on the limitations of universities and methods to mitigate these effects may be produced
.
Furthermore, implementing energy neutral resources on campuses requires careful attention to existing conditions, systems, and knowledge of new technologies that may not be reachable (Creighton, 1998)
.
Thus, discrepancies in formal planning, evaluation and reporting processes further give way for misalignment of goals and outcomes on the university level
.
As others have suggested, the constant struggle for the configuration of objectives with funding accessibility proves problematic, ultimately not only hindering the achievement of goals but also jeopardizing the future of sustainability related projects
.
Not only do numerous theories addressing sustainable barriers exist, but nevertheless, there is also an apparent and ostensible asseveration that education remains both an obstacle and an opportunity for real world educational change in universities
.
Trans-disciplinary learning seems to be imperative in creating feasible institutions and honing environmentally conscious students
.
As a result of the vast disconnect between sustainability and other institutional curriculum, the infusion of sustainable principles in courses such as economics, political science, and urban planning, will prove beneficial in the long run as students are exposed to the concept of sustainability at all levels of higher education (Chase and Rowland, 2004, 57)
.
Hence, by studying the unique roles and influences that universities offer in this study, intellectual and creative capital can be stimulated to become regional catalysts for development for future generations
.
The civic engagement element that arises from educating individuals regarding their impacts and actions may ultimately assist in individual, and ultimately, collective mitigations of
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energy footprints
.
It has been observed that education for sustainable development centers on increasing capacities to alter visions for society into reality by fostering values, such as lifestyles for a sustainable future (Lee and Williams, 2006, 68)
.
Therefore the capabilities of universities to leverage existing educational networks and consequently building upon them, with sustainability objectives as the core principle, will be extremely advantageous in achieving desired results
.
There may also additional impediments that are unknown to college campuses without closer examinations (Margarita, et al, 2005)
.
As a result, additional research is crucial in providing and producing better comprehensive views of sustainability within universities
.
Factors such as available funding and knowledge may only be the beginning
.
Others such as the cooperation efforts of the administration may emerge, ultimately advocating for the full examination of intrinsic and extrinsic factors conditions, and forming the basis of this study
.
Research Strategy:
The tactical strategy adopted for the purpose of this research project consisted of both qualitative and quantitative approaches
.
The preliminary foundational components of this study were retrieved from archival analyses of greenhouse gas reports, followed by extensive reviews of internally produced documents that were subsequently corroborated, supported, and further reinforced through direct interviews with associated parties
.
Also, spatial analyses are included to present the current energy state of the University
.
In hopes of delineating and better understanding evidence and findings, this complete, wide-ranging and inclusive methodology provided a comprehensive overview and assessment of UC San Diego’s sustainable energy realm that encompassed the administration, faculty, and student body
.
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Content Analysis of Public and Internal Documents
Archival documents were first systematically examined to identify existing obstacles and the abilities of UC San Diego’s energy initiatives to meet state mandated standards by the benchmark year of 2020
.
Utilizing and assessing chronological greenhouse gas reports generated by California’s Climate Action Registry between 2003 to the present revealed the continued prominence and prevalence of carbon dioxide, particle matter, and nitric oxide as harmful repercussions of University actions
.
These numbers, measured in tons, established the
University’s preliminary baseline in examining and addressing mitigation, compliance, and challenges
.
With high concentrations of pollutants being emitted annually, the achievement of successfully curbing emission proved to be an imperative issue that supports the notion that additional projects and initiatives will have to be implemented in order to further reduce UC San
Diego’s environmental footprint
.
In conjunction with documentation of the University’s physical acts, recent media coverage, and press releases were leveraged to present the green status of the University and its continued proclivity towards additional sustainable energy projects
.
With articles titled UC San
Diego Embarks on $73 Million Energy Efficiency Program and UC San Diego Receives $11
Million in Incentives for Renewable Energy published to the University website, the penchant and the persistence of the University towards a feasible educational institution became apparent
.
The examination of the University’s image and reputation in the greening of universities is crucial in the presentation and portrayal of its innate notion to realize and accomplish clean energy initiatives
.
Not only does this signify the campus’ unremitting use of federal and state funding, implementation of pertinent curriculum, and investments in technology, but the review by third parties shows the University’s verified and recognized green industry repute
.
8

While greenhouse gas reports and media coverage demonstrated the University’s role in decreasing emissions, UC San Diego’s Climate Action Plans and Sustainability Assessment
Report served to be the direct reflection of the administration’s outlooks and viewpoints regarding energy neutrality
.
Produced as public documents for distribution to stakeholders, both reports were reviewed with the aims of identifying campus goals that reference concerns for energy emissions in upcoming years
.
With lists of goals, objectives, and annual internal aims to curtail emissions, increase capacity, and facilitate lasting dialogues, these findings supplemented the need for effective governance, communication, and engagement in the existing organizational structure of the university
.
Acknowledging environmental shortfalls in both reports, such as changing social, economic, and political atmospheres, the University has geared itself towards actions, an aspect that is imperative and conducive for its subsequent reactionary strategies
.
This closer examination of institutional commitment in the reports to campus environmental sustainability, reduction of natural resources use, and stewardship on multiple fronts, has allowed the organizational change, leadership, and management of the University to foster
.
Spatial Analysis of Energy Projects
To further illustrate campus commitments, geographic information systems (GIS) was utilized to visually demonstrate spatial distributions of energy projects
.
With UC San Diego’s main campus energy initiatives presented clearly, the separations and proximities relative to other campus buildings is better expressed
.
The use of buffers, a spatial analysis tool, allowed for the examinations of project locations in relation to student residences and student activity centers, such as on campus apartments, gymnasiums, and food courts. This exuded that energy projects were strategically placed to enhance visibility and increase student awareness, as most
9

were placed in the campus centers
.
Not only will this contribute to the discussion of deliberate placements of initiatives, but GIS also serves to illustrate potential positions to place future energy projects in proximities to student bodies and major centers of activity on campus grounds.
The use of fixed measurements in the form of regional buffers around buildings and the subsequent overlay of buildings and centers onto this graphic becomes a significant display that is highly advantageous and will generate additional support
.
Interviews: First Hand Accounts
In addition to content analysis of public documents, interviews were conducted to fully understand the current and future relationships, visions, and direction of the UC San Diego
.
Individuals from the administration, academic faculty, and students were selected to collectively offer a comprehensive inspection on campus energy sustainability
.
In the interview with key members of the campus sustainability initiative, Maggie Souder, Director of Campus
Sustainability, and John Dilliott, Energy Manager for the University, expressed their dedication and commitment to aims of climate neutrality and the establishment of a zero emissions campus in the near future
.
Souder and Dilliott identified current compliance challenges such as funding and overall campus awareness, but also referred to the areas of opportunities, the encouraging notions of the administration to support their desired visions for the University
.
The inquiring of
Souder and Dilliot’s perspectives and roles for UC San Diego illustrated the variegated energy programs and the successful stakeholder relationships that have been cultivated amidst adversity
.
In similar interviews with directors of the Urban Studies and Planning and Environmental
Systems undergraduate programs, Steve Erie and Jane Tenares respectively, revealed the administrative support as well
.
As major faculty of their disciplines, Erie and Tenares’ direction and standpoints are crucial considerations in the bridging of administrative aims and students
10

together
.
Not only did Erie and Tenares express the emergence and the evolution of their academic curriculum to incorporate issues that transcend physical boundaries, but they also referred to the desires to better prepare their students for sustainable roles in their communities
.
Therefore, academic curriculum has the potential to influence the outcome of its projects and should be thoroughly considered
.
The positive reinforcement received by students through a wide-ranging set of courses that recognize energy neutrality, sustainability, and anthropogenic effects have emerged as critical for both departments
.
Furthermore, in a meeting with the Sustainability Solutions Institute’s Green Student
Intern, Jennifer Hull, campus desires to include and involve their student body were illustrated
.
Not only were the opinions on administrative support crucial in the qualitative analysis of the organizational structure of the University, but her perspective on student oriented networks, such as the Sustainability Resources Center that is dedicated to the linkage of students to knowledge capacity regarding their energy footprint, encompassed the campus’ unique methodology to actively engage students
.
Therefore, the interviews with and personal perspectives of students were crucial in delineating student influences since peer to peer engagement allowed for further conduciveness to innovation and effective results
.
Addressing Advantages and Limitations
The research design possessed many strengths and weaknesses as more information, interviews, and reports were gathered
.
First, since greenhouse gas reports, news prints, media, and GIS information were produced by third party commissioners, its results were essentially objective, unbiased, and thus, crucial elements in an assessment of efficacy
.
Although this proved advantageous in the categorizing and inventorying gases, its limitations became evident with additional analyses
.
Because these documents are simply reporting the fact both literally and
11

visually, essentially the current campus situation, they do not fully address the notion of organizational structure
.
As the baseline for my study, the internal organization is a crucial aspect that such articles are unable to acknowledge decreasing their overall effectiveness
.
On the other hand, the Climate Action Plan and Sustainability Assessment Report outlined key goals and objectives crucial in the evaluation of University actions
.
This displayed the comprehensive and holistic view of current and future states, which allowed for the development of more efficient policies and projects such as solar panel initiatives, the cogeneration plant, and student energy saving activities
.
However, because such documents were solely produced by the University as means of distribution, bias becomes almost unavoidable
.
It becomes apparent that while key successes, such as energy emissions reductions and newly implemented projects, are highlighted in both documents, energy consumption and pollution production by the student body are fundamentally ignored
.
This subsequently introduced a level of preconception and predisposition that skewed the objective assessment of the reports
.
In addition, interviews yielded results regarding governance and leadership that were not introduced in internal documents. The division of interview participants into three fronts, administration, faculty, and students, permitted a comprehensive understanding of all parties at
UC San Diego
.
Not only did this effectively outline the interconnectedness, but it also presented three varying perspectives on actual barriers, areas of opportunities, and continued discrepancies that persist
.
Therefore, there interviews were able to provide a working understanding of intercampus relationships and how significant overlap existed
.
However, these interviews painted the University in an extremely favorable, optimistic, and positive light and it remains difficult to quantify and disassociate from the overall biasness that is present
.
Employed to carry out and execute University objectives and aims, their viewpoints display varying degrees of biasness
.
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Indicating their optimism for their respective programs and projects, and the collective vision of an energy neutral state, the relative accuracy of these statements are unknown
.
Findings:
UC San Diego’s Established Green Repute
Recent media coverage and press release present the green energy status of UC San
Diego and its consistent inclination and tendency towards additional energy projects
.
In
November 2009, UC San Diego embarked on a $73 million dollar program to increase the energy efficiency of its buildings in an attempt to lower energy consumption and inefficiency
(Energy Management, 2009)
.
In addition, the California Center for Sustainable Energy in San
Diego announced the funding of $11 million dollars in incentives for the installation and further research of energy generating fuel cells (UC San Diego News Center, 2009)
.
Expansions to the existing cogeneration plant, installations of additional solar photovoltaics, and funding increases for innovative energy research are expected
.
The image of the University as one that is unrelentingly seeking out funding for sustainable energy projects is evident
.
It becomes clear that
UC San Diego is not only receiving funding for projects, but also actively seeking grants to further its energy reductions
.
Therefore, its pragmatic and practical nature has been manifested into a portrayal of its innate aims and objectives to become a feasible educational institution
.
The Preliminary Baseline
The establishment of UC San Diego’s current status and utilizing past archives for initial starting points revealed the existing obstacles and the varying abilities of UC San Diego’s energy initiatives to meet state mandated standards by the benchmark year of 2020
.
According to the
California Climate Action Registry, a program that serves as a voluntary greenhouse gas registry to promote early actions in reductions, UC San Diego’s carbon emissions have been on an
13

upwards trend since 2003
.
In Table 1 below, UC San Diego’s carbon dioxide emissions between the years of 2003-2008 are shown
.
Measured in metric tons, these numerical figures illustrate the
Year
2003
2004
2005
2006
Direct Emissions
(metric ton)
Table 1: UCSD Carbon Dioxide Emissions 2003-2008
Net Change from Previous
Indirect Emissions
(metric tons)
Total Emissions
(metric tons)
Year
(metric ton)
155810 .
63
156845 .
86
23,085
30521 .
.
00
26
178,895
187,367
.
.
63
12 Increase of 8,471 .
49
163378 .
19
164198 .
94
33466 .
23
37808 .
92
196844 .
42
202,007 .
86
Increase of 9,477 .
30
Increase of 5,163 .
44
2007 154741 .
68 37541 .
56 192,283 .
24 Decrease of 9,724 .
62
2008 158186 .
14
Source: Climate Action Registry
31150 .
52 192,483 .
99 Increase of 200 .
75 continued prevalence and extensiveness of carbon dioxide as a result of harmful University actions
.
The high concentrations of carbon dioxide annual emitted were a clear indicator that the curbing emissions are essential and urgent
.
Though 2007 emissions were decreased by more than nine thousand metric tons, they were again on the rise in 2008 with notably less rigorously of approximately 200 metric tons compared with increases between 5000-8000 metric tons previously
.
This implies that although carbon emissions remain, the emission intensity has severely decreased and may be attributed to the University’s conscious efforts towards mitigation
.
Figure 1: UC San Diego CO
2
Equivalent Emissions Trend and Trajectories
Source: UC San Diego Climate Action Plan
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To better place UC San Diego’s carbon dioxide into perspective with respective state regulatory standards, Figure 1 demonstrates the large discrepancy between business-as-usual emissions of the University and California aims
.
It becomes ostensible that additional projects and energy initiatives will have to be implemented to further reduce UC San Diego’s environmental footprint to less than 150,000 metric tons of carbon dioxide emission per year
.
Not only does this illustrate the need to reduce emissions, but the urgency to meet 2020 compliance standards reveals that actions taken by the University in upcoming years is crucial in bridging the current target caps of 176,374 metric tons
.
Figure 2 in the Appendices displays the current energy projects on UC San Diego’s Main Campus
.
With variegated projects of parking structures, student centers, and recreational buildings, the campus has demonstrated its aims to increase energy diversity on campus
.
Also, given this wide range of energy initiatives, UC San
Diego is attempting to minimize its emissions using a variety of mediums such as solar energy and a cogeneration plant
.
The Transparency of Aims and Objectives in Internal Documents
UC San Diego possesses numerous hindrances and difficulties in achieving AB 32 regulatory standards, but a systematic examination centered on University goals of internal documents have exuded light on its organizational structure and resulting culture that has continued to contribute and play a role in the University’s achieved green status and successes
.
With the completion and publication of UC San Diego’s Sustainability Assessment
Report (SAR) and Climate Action Plan (CAP) in December and November 2008 respectively, the campus’ continued desire and strive to achieve energy neutrality is apparent and ultimately plays a imperative position in the course of actions that followed to complete these aspirations
.
The SAR, a document generated by the University, creates a broad understanding of campus
15

sustainability performance in specific areas such as energy, water, and many other elements of campus functionalities
.
Energy neutrality, emissions abatement, and reduced energy expenditure have been identified as the restrictive and complex components of sustainability
.
However, despite these admitted challenges, not only does the SAR clearly reference the university’s pledge and commitment to incorporate sustainable and feasible planning into research and curriculum in its mission statement, but this delineation of objectives and aims early on has also become the driving force behind UC San Diego’s actions in response to the state standards compliance of AB 32 (Sustainability Assessment Report, 2008, 17)
.
For instance, the University intends to train future leaders and conduct advanced research in order to address and solve challenges by aiming to “spark discussion, stimulate innovation, and promote new ideas for improving our sustainability performance” (Sustainability Assessement Report, 2008, 1). This upfront and ostensible statement of dedication to UC San Diego’s built environment implicitly holds the University accountable for their actions and subsequent results
.
Therefore, the open declaration of sustainable commitments demonstrate the University’s persistent and forward looking organizational structure from the administration level which consequently creates an atmosphere conducive to energy efficient and reduced emissions
.
Also, the SAR goes on to further make the vow to leverage and acknowledge inherent changing technological and political atmospheres that will be advantageous (Sustainability Assessment Report, 2008, 17)
.
Upper management’s acceptance and recognition of altering conditions consequently display their growing understanding of market, political, and social conditions
.
Therefore, this pivotal comprehension by governing individuals and thoroughly documented through the SAR regarding energy production, consumption, and emissions has proven gainful and helpful for the University in achieving desired energy footprints and impacts
.
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In a similar sense, the CAP exhibits UC San Diego’s standpoint on energy emissions and sustainable energy through the provision of unambiguous action plans that fully illustrate the administration’s supportive viewpoints
.
Through building on the data and notions in the SAR, the CAP references specific goals, timelines, and clear actions for purpose achievements such as decreasing emission per capita by 8% a year in order to achieve 97% below 1990 levels in 2050
.
Table 2 in the appendix further reiterates this exigency as three models are leveraged to predict emission reductions by 2050
.
It outlines results relative to 1990 emissions as defined in AB 32 under various carbon dioxide discharge reduction scenarios with variegated levels of energy efficiency, renewable energy, and the purchase of offsets that will be implemented
.
With an assortment of options to decrease UC San Diego’s carbon footprint, this demonstrates the forward looking nature of the University and its commitment in exploring diverse and a sundry of options to in due course fund the optimal reduction strategy
.
Such generated models with pertinent and applicable actions of renewable energy and outreach are also deemed as important mediums to display direct opportunities for improvement, as noted by UC San Diego
.
The governance that exists in the upper rungs of management has not only strategically commissioned the CAP, but has essentially unveiled and revealed its full commitment to support innovation energy projects, in depth research, and all inclusive civic engagement
.
Therefore, due to these driving forces from the administration, it ultimately sets the stage for collaborative efforts and open dialogues to take place on the upper executive level that encourages collaboration and efficient execution
.
The Climate Solutions Work Group (CSWG) and Advisory Committee on Sustainability (ACS), consisting of administrative, academic, and student, were created as stipulated by the CAP (Climate Action Plan, 2008, 16 ) . The collective nature of sustainable and renewable energy transcends boundaries and assistance on such issues with stakeholders in the CSWG and ACS is crucial in facilitating conversations between all
17

parties involved
.
This will serve to improve on efforts made towards energy policies on campus grounds
.
The Presence of Historical Predispositions and Strategic Placements of Energy Projects
Extending from internal documentation provided by UC San Diego stakeholders, the campus’ past development in both research and planning has provided the campus with historical predispositions in energy initiative implementation and physical planning
.
This subsequently, serves as a key explanation for its conducive environment for energy successes and milieu of innovation
.
According to Maggie Souder, Campus Sustainability Coordinator, UC San Diego is historically and passionately invested in sustainability
.
With the discovery of the Keeling Curve, a graphical displaying the variation in atmospheric carbon dioxide, by Charles David Keeling at
UC San Diego’s Scripps Institution of Oceanography, notions of sustainability and energy neutrality with respects to atmospheric pollution are firmly embedded in the University foundation
.
Therefore, as a campus heavily invested in scientific research, UC San Diego takes pride in its past discoveries and desires to continue to foster knowledge through additional investigations and actions
.
In addition, John Dilliott, UC San Diego’s Energy Manager, goes on to exclaim that the
University’s historical background of scientists, innovators, and researchers, has manifested into a well-planned campus that is relatively more energy efficient and centralized when compared to its peers
.
Built in the 1960s in an era of heavily environmental reform, UC San Diego’s campus has had the opportunity to gain knowledge from fellow universities preceding it
.
Not only has this contributed to the well-organized layout, construction, and innovative technologies implemented by the University, but this provides UC San Diego with a comparatively more advanced baseline foundation
.
This crucial notion has come to dictate much of the energy efforts,
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reforms, and successes of the University in its cogeneration plant, solar photovoltaics, and energy reform
.
To illustrate the locations of energy projects, Figure 3 in the appendices displays main campus initiatives and their proximities to student residences and activity centers such as libraries, gymnasiums, and eateries
.
Most are energy projects are near the center of the campus with Powell Structural Systems Lab, Price Center, EBU-II, and Canyonview Recreational
Building, all within 300 feet of each other
.
There, they are able to garner more awareness, while
Table 3: Strategic Locations of UC San Diego’s Current Main Campus Energy Projects
Building
Gilman Parking Structure
Hopkins Parking Structure
Powell Structural Systems Lab
Price Center
EBU-II
Canyonview Recreational Building
Rady School of Management
Campus Services Complex- C
Central Utilities Plant
Source: Figure 3
Number of Student
Residences/Activity
Centers located at 100 feet from building
0
0
1
0
0
1
0
0
0
Number of Student
Residences/Activity
Centers located at 200 feet from building
2
0
0
0
4
3
0
1
0
Number of Student
Residences/Activity
Centers located at 300 feet from building
3
0
0
0
4
4
0
0
0 other energy projects are located through the University, such as the Hopkins Parking Structure located to the North, Central Utilities Plant to the South, and Campus Services Building to the
East
.
In Table 2 above, the location of energy projects in relation to student residences and centers is tabulated
.
Although, four out of the nine initiatives are located away from student centers, five are located with close proximity to student residences and activity centers
.
For instance, Gilman Parking Structure has four buildings located within 200 feet and 4 buildings located at 300 feet from its project, a commendable placement
.
Although these results are mixed
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overall, it is clear that most buildings closest to the center of campus are predominately nearest to students as well
.
The Establishment of Progressive Institutions and Centers
The founding of several broad-minded and advanced institutions has put on view the
University’s penchant for research, engagement, and continued persistence in sustainable energy
.
In 2009, UC San Diego launched the opening of their Sustainability Solutions Institute (SSI) which focuses on cross campus initiatives, climate impacts, and green energy research
.
The first of its kind in the University of California school system, this establishment signifies the
University’s keenness and enthusiasm towards energy reform
.
The genuine interest in energy sustainability is revealed, but the mere existence of such an institution also demonstrates a level of solidified pledge to reduce carbon footprints and to increase social awareness that are carried over from the University’s CAP and SAR
.
With intentions of positioning UC San Diego as a model for energy sustainability, the SSI integrates research and operations to utilize applicable findings on the campus community to develop and evaluate more feasible approaches to issues such as energy management
.
In November 2009, the Sustainability Resource Center (SRC) formally opened to the public as a communal center dedicated to outreach and archives of campus sustainability research projects (University Communications, 2009)
.
This unique hub reveals the campus’ persistent direction and acknowledgement of global warming and that energy is a large component of anthropogenic effects
.
Therefore, this activity center permits widespread research to occur and provides a physical gathering place for students and staff to corroborate on existing energy challenges and opportunities
.
This informational gathering space ultimately serves as a meeting place and intersection for ideas, instilling a greener culture throughout the campus
.
20

Teams of Dedicated Staff and Faculty
In conjunction with strategic initiatives in the forms of internal documentation and institutions, the hardworking and progressive nature of the administration and staff members have truly advanced energy projects and have contributed to positive results
.
John Dilliott,
Energy Manager for UC San Diego, is responsible for the purchase of utilities, energy efficiency, and energy operations
.
In an interview, he lauded the commendable actions of the administration for their promise and loyalty to AB 32
.
While he addressed present challenges of complying with
1990 standards and mentioned current innovative projects with the cogeneration plant and solar panels, he expressed assent for the administration’s work on the renewable energy front
.
With a vision for carbon neutrality, a zero impact environment, and providing quality services, the administration has been extremely supportive of its staff, creating a conducive environment for changes and improvements
.
It is through the work of such individuals like Dilliott and his team that has allowed UC San Diego to prosper and continually advance
.
The team’s vital ability to leverage outside entities, such as Jacob’s School of Engineering, Qualcomm, clinical space, and lab areas to forward energy initiatives has significantly contributed to the success of the
University and funneling technological energy research
.
UC San Diego has become transparent and a living laboratory
.
In a similar sense, Margaret Souder, Campus Sustainability Coordinator for UC San
Diego indicated that the administration’s support has been fundamental in allowing her to directly connect with students
.
With the administration and staff at the forefront of energy sustainability, Souder declares that “rather than seeing a title, I’d like to see [climate neutrality] be part of the culture
.
” As a staff member and because there is a true interest from those at the upper rungs of the organizational front, it allows her to connect on the grassroots level with a plethora of support on many dimensions to attain those goals
.
It is with such elements that a
21

collaborative atmosphere has been cultivated to achieve climate neutrality
.
According to Souder, the cross pollination attitude of the University and its willingness to share knowledge regardless of governing body contributes to the successful university culture
.
The large dedication from staff members to work cohesively has furthered allowed projects to take off successfully
.
Their specific projects such as Earth Week, the Cogeneration Plant, and other solar panel projects were mentioned as being heavily funded and supported by the administration, with potential projects being continuously reviewed for adoption
.
With such devoted and enthusiastic individuals on the energy team, UC San Diego facilitates dialogues and leverages existing resources in order to make campus energy greening a culture that will allow it to excel in energy initiatives
.
Environmental and Sustainable Energy Curriculum
As stipulated in the CAP with climate change driving energy initiatives and projects, the principles of creating sustainable relationships between human societies and the natural environment are dependent on the incorporation of academic disciplines and across all levels of education and campus operations (Climate Action Plan, 2008)
.
This manifested ideal in the CAP has emerged as a driving force for curriculum addressing sustainable issues such as energy on campus grounds
.
According to UC San Diego during the 2007-2008 academic year, there were
197 environmental and sustainability courses, a number that projected to rise in upcoming years
(Sustainability Assessment Report, 2008)
.
UC San Diego’s interdisciplinary curriculum and academic practices appear to be crucial scholastic connections that permit for an active, knowledgeable, and engaged student body
.
With increasing enrollment in such courses year after year, energy environmental awareness is eminent
.
With a hub of comprehensive curriculum covering energy sustainability and environmental stewardship, positive leakage will occur as
22

information is disseminated
.
Therefore, the university’s curriculum exudes positive externalities that further its stance and setting for green energy
.
Steve Erie, Director of the Urban Studies and Planning Program, states that the program has thrived due to the practicality, forward looking nature, and supportive administrations towards energy awareness
.
Currently with 308 students, an increase of 25% this year, there are more individuals on campus with energy sustainability knowledge that ever before
.
Comparably,
Jane Tenares, Associate Director of the Environmental Systems Program, declares that their sustainability oriented curriculum caters to a growing program of 208 students
.
The recent emphasis and stress on sustainability on both fronts has created a practical curriculum that has contributed in a more informed student body
.
With courses such as Energy Economics,
Economic Development, and Public Policy listed in the course selections, it has truly allowed students to become educated about their environmental impact, especially ones relating to energy neutrality
.
Through their coordinated course selections, synchronization with other departments, and academic structure, both departments play a crucial role from the faculty perspective by thoroughly stress sustainability and renewable energy
.
As academic professors and staff, they have the opportunity and prospect of educating future leaders and they have done so
.
Student Involvement
Student involvement has become a decisive element of the organizational structure of the campus in its uniqueness to bring students together for active results
.
Engaging students, as acknowledge by its administration key members and student interns has become a large part
.
Currently, according to the SAR, 63% of all students were involved in community service in
2002-2003, 83 of all campus organizations deal with environmental, social justice or sustainability issues, and 16 of these exist strictly to address sustainability issues (Sustainability
23

Assessment Report, 2008)
.
Not only does this signify the importance of engaging students, but it also highlights the work of the University to leverage students
.
By doing so, it has been known to result in positive results and a more engaged setting, promoting a continuous culture of sustainability and energy efficiency
.
Student organizations such as One Earth One Justice and
Social and Environmental Sustainability Committee are centered on ecological issues and their prevalence has served to demonstrate the student culture throughout the University
.
With genuine interests in sustainability, it ultimately facilitates student actions and affinity for energy projects
.
Souder exclaimed that there is ample passion distributed throughout the university
.
It is the leveraging and connecting of student passions that is decisive in facilitating social networking skills and cooperative social dynamics
.
UC San Diego has promoted just this
.
Souder declares that, “[Student] passion is amazing and it’s also new and fresh, not trampled by cynicism, and they are able to push harder and charge faster
.
” Students, therefore, play a crucial role, in the organizational structure of the university regarding energy neutrality
.
According to
Dilliott, students are participating in small things, such as energy savings, and they possess the ability to evoke quick change that the administration may not be able to
.
Though students are not singlehandedly curing AB 32, it is an important portion of the larger picture
.
Despite limitations in overall effectiveness in their abilities to garner large support, students nevertheless, play a key role in educating each other, expressing peer concerns, and supporting internal energy projects such as energy reductions in dorms, apartments, and lecture halls
.
Although the choices of faculty and administration are crucial players in energy neutrality, student involvement is a key link in knowledge dissemination and peer to peer engagement
.
According to campus Green Intern, Jennifer Hull, student and university interconnectedness has allowed the campus to become more energy efficient and continues to
24

contribute to rising interest in energy efficiency
.
Through student led assessments of buildings, dorm energy competitions, and support from high ranking administrative members, the energy awareness across campus has increased
.
With the creation of the SSI, the Green Campus Intern
Program has become a crucial team on campus grounds
.
Alongside the Alliance to Save Energy and funded by public utilities, interns primarily deal with consumption reduction on campus through energy assessments, identify potential savings, and share student led certifications with other universities
.
This beneficial relationship is now an acting accent and exponent for students to voice their opinions and concerns and also a platform for action on the student level in solidifying an energy efficient culture for the university
.
Furthermore, the program has evolved into one that is currently aiming to expand into the other niche of efficiency will such as water, recycling, and fair trade purchases, demonstrating the positive externalities of such individuals
.
By serving one energy sector, the university is expected to expand in upcoming years
.
Conclusion:
The unique combination and interaction of the organizational structure and working relationships of the university in terms of its administration, faculty, staff, and students has allowed for an effective energy campus to exist (Summary of Findings, Appendix). Not only do internal publications document the crucial nature of climate neutrality, but it has largely executed its promises by bringing in stakeholders from all ends, leveraging resources, and connecting curriculum to accomplish results
.
Work groups have been created and multiple emission scenarios have been predicted to better understand current market, economical, and social conditions
.
The active governing bodies of the University have presented clear and transparent goals and aims through the SAR and CAP
.
Therefore, ambiguity is limited and proactive actions are maximized
.
25

The administration, driven by state regulatory mandates, internally has the incentive to produce energy efficient results by reducing emissions
.
However, the extent to which the
University has done so is commendable
.
The establishment of the Sustainability Solutions
Institute and Sustainability Resource Center, two unique institutions, highlight the internal prospects of the University
.
With institutions dedicated solely to sustainable causes such as energy, water, and recycling, the University has established key physical centers foundations to examine and monitor changing social, political, and economic atmospheres
.
Therefore, the
University is more prepared to leverage additional available opportunities
.
Comparably, the dedicated staff of the university and their desire to utilize their knowledge combined with student know how has made the University an energy leader and leading innovator as well
.
With individuals acting as Energy Manager and Sustainability
Coordinator, it makes a clear statement as to the direction the University is heading
.
This is further coupled with interdisciplinary curriculum centered around sustainability
.
Students are also becoming more aware throughout the university regardless of major
.
With course selections such as those in the Urban Studies and Planning, Environmental Systems, and Environmental
Sciences, UC San Diego is a clear exponent for environmental stewardship and change
.
.
Existing Challenges That Require Addressing
However, despite the successes, it is important to understand the prevalent challenges that exist in the strive for energy neutrality
.
Though AB 32 stipulates the reduction of emission to
1990 levels by 2020, there is a large discrepancy on what constitutes 1990 levels
.
According to
Dilliott, there is currently no accepted consensus
.
Therefore the University is left to determine the appropriate emission reductions needed to meet state standards
.
Until this aspect is adequately and thoroughly addressed, subsequent actions may not fully actualize its results
.
26

In a similar sense, technology serves as further restriction on the University’s ability to evoke drastic change
.
A widespread sustainable energy has not been isolated
.
Currently depending on the cogeneration plant for 80% of its energy, the University is still exploring the purchasing of carbon credits to mitigate the remaining 20% of its emissions
.
Without further technological advances that either allows for widespread proliferation of renewable solar energy or an alternative to emerge, the emission reductions of UC San Diego remain hindered
.
On the other hand, the campus’ physical structure and funding capabilities are also limiting factors to results
.
Since the UC San Diego is much decentralized with 6 different colleges, engaging staff and students becomes very different and at times, difficult
.
Though social networking and electronic advertisement has assisted and alleviated part of the problem, the issue remains unavoidable
.
The adaptability of staff members and faculty consequently play main roles in easing this transition from one location to another
.
Funding is also a consistent problem which impedes UC San Diego’s ability to fund energy sustainable projects and perform promotion and outreach
.
The number of staff, determined by funding, confines the scope and sphere of influence that upper management is able to dedicate to projects and initiatives
From a social perspective, the hardship of getting individuals to commit to behavior change is a large part of the discrepancy that still impedes the true success of the University
.
Currently, there is no unambiguous approach to altering social behavior
.
Therefore, what UC San
Diego does in terms of outreach and civic engagement to increase awareness is only part of the issue
.
The remaining portions solely rely on the proclivity and responsiveness of individuals to evoke environmental change such as reducing energy consumption and curbing their carbon footprints
.
27

The Future: Looking Forward
Nevertheless, it is through the culmination of the close interactions, collaborative efforts, and environmentally aware culture of UC San Diego that made it one of the greenest universities in California
.
Its continued presence in the green university campaign insinuates that UC San
Diego has done a praiseworthy and admirable job moving forward towards climate neutrality
.
The faculty has leveraged students for ideas and students have executed their innovative projects
.
Partnerships were created and ultimately a green culture was cultivated across the University
.
UC San Diego will remain a leader of green technology and civic engagement in upcoming years as it has thoroughly established itself to be a key player in the energy realm
.
28

Appendices
29

30

31

32

33

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