Learning. Introduce/Expand online course offerings to reduce the total and ...... 2010.html. 73 Global Energy Executive
The University of Calgary Greenhouse Gas Emission Reduction Plan
2010 CLIMATE ACTION PLAN Full Report
• • • •
Research Teaching and Learning Campus Operations Partnering for change
Released: November 25, 2010 Read the Full and Summary versions of the Climate Action Plan at: www.ucalgary.ca/sustainability Front cover: University of Calgary’s LEED® Platinum Child Development Centre Photo credit: Robert Lemermeyer
Table of Contents Message from the President ................................................................................................................................................... ii Executive Summary .................................................................................................................................................................. i 1. Introduction .................................................................................................................................................................... 1 1.1. Document Context .................................................................................................................................................. 1 1.2. Greenhouse Gas Footprint ...................................................................................................................................... 1 1.3. Greenhouse Gas Emission Reduction Goals ........................................................................................................... 2 2. Built Environment ........................................................................................................................................................... 5 2.1. Energy Supply .......................................................................................................................................................... 8 2.2. Building Energy Demand ....................................................................................................................................... 13 3. Outreach and Engagement ........................................................................................................................................... 21 4. Transportation .............................................................................................................................................................. 23 4.1. Commuting............................................................................................................................................................ 26 4.2. Institutionally Financed Travel (IFT) ...................................................................................................................... 34 4.3. Fleet ...................................................................................................................................................................... 38 5. Paper Purchasing and Organic Waste ........................................................................................................................... 45 5.1. Paper Purchasing................................................................................................................................................... 48 5.2. Organic Waste ....................................................................................................................................................... 50 6. Teaching, Research, and Service ................................................................................................................................... 55 6.1. Teaching ................................................................................................................................................................ 58 6.2. Research ................................................................................................................................................................ 62 6.3. Service ................................................................................................................................................................... 68 7. Student Leadership ....................................................................................................................................................... 71 Appendix A – Assumptions and Project Quantification ........................................................................................................ 79 Appendix B – Description of Abbreviations .......................................................................................................................... 89 Appendix C – Other Institutional GHG Reduction Goals ....................................................................................................... 90 Appendix D – List of Figures and Tables ............................................................................................................................... 91 Contributors .......................................................................................................................................................................... 94
Message from the President On behalf of the University of Calgary I am pleased to present our 2010 Climate Action Plan. As a signatory to the University and College Presidents’ Climate Change Statement of Action for Canada, the University of Calgary has committed to: achieving significant emissions reductions in our operations, finding solutions to climate change through research and partnerships with our community, and preparing our students for leadership and excellence in their post secondary endeavours. The University of Calgary has a distinguished research and teaching history within the broad field of energy and environment, and over the past decade we have driven down institutional greenhouse gas emissions despite our main campus growing by 30 percent. The 2010 Climate Action Plan and our broader Institutional Sustainability Plan build upon our past accomplishments and challenge us to reach higher and embrace new opportunities for innovation and leadership. The 2010 Climate Action Plan identifies viable actions for further reducing the university’s operational greenhouse gas emissions by 45 percent by 2015 and 80 percent by 2050 from a 2008 baseline. Many of these actions will also reduce our operating costs. The Plan highlights research activity in energy and the environment, an institutional strategic research priority. It also highlights how we are preparing our students for leadership in addressing climate change challenges in our formal curriculum and our vibrant cocurricular learning environment. The 2010 Climate Action Plan is a living document; as opportunities for realizing a stable low carbon economy evolve so too will our Climate Action Plan. Global warming and sustainable development have emerged as key local, national and international concerns. The related challenges are significant in magnitude and complexity. Society looks to universities to help lead this challenge. I call upon the community in the broadest sense to rise up to this opportunity for leadership and reinvention. To the Canadian post-secondary education community: collectively we can and must lead the challenge by achieving deep operational emission reductions and by preparing our students for leadership in addressing the challenges ahead. We must work collaboratively on critical research endeavours, we must demonstrate the significance of our collective actions, and we must share our knowledge with communities across Canada and around the world. The University of Calgary welcomes cross-institutional collaboration and leadership. To our fellow citizens, the businesses, and the public institutions of Calgary: through dialogue, partnerships and collaborative action we can make Calgary a North American leader in providing and promoting solutions to climate change. As a North American hub for energy excellence we have the knowledge, innovative capacity, and competitive advantage to lead this challenge. I invite you to read our Climate Action Plan, share your aspirations with us, and work in partnership with the University of Calgary in support of these goals. To University of Calgary students, faculty and staff: we have much to be proud of in our research, teaching and campus operations but we can and must do more. This plan identifies immediate actions that many of you will participate in. It is also an invitation to all students, faculty and staff members to explore further and to bring forward new opportunities to weave climate action into all aspects of our collective endeavours so that we can go further. I invite all of you to participate in helping the University of Calgary realize its vision of becoming a North American leader in institutional sustainability and climate action.
Dr. Elizabeth Cannon President and Vice-Chancellor University of Calgary
Executive Summary In October 2008, former University of Calgary President Harvey Weingarten signed the University and College Presidents’ Climate Change Statement of Action for Canada (UCPCCSAC), committing the University of Calgary (U of C) to complete an institutional Climate Action Plan within two years of signing the document. The purpose of the Climate Action Plan is to articulate priorities in campus operations, research, teaching, and co-curricular learning aimed at mitigating greenhouse gas emissions and catalyzing solutions for climate change in both campus operations and society as a whole. The U of C 2010 Climate Action Plan (CAP) articulates proposed actions for reducing greenhouse gas (GHG) emissions from a defined baseline as established in the Fiscal Year 2008/2009 Greenhouse Gas Inventory Report. The collective emission reduction potential of these actions enables the establishment of viable short and long term institutional GHG emission reduction goals. The greenhouse gas emission baseline for the U of C is 328,574 metric tonnes carbon dioxide equivalent (CO2e) for operations during fiscal year 2008/2009. These emissions fall under three “scopes” in accordance to the World Resources Institute’s (WRI) Greenhouse Gas Protocol. These scopes are described as follows: Scope 1: Direct GHG Emissions
Scope 2: Indirect GHG Emissions
Scope 3: Other Indirect GHG Emissions
Table 1 - Scope Description Emissions from sources that are owned or controlled by the U of C. Includes oncampus stationary combustion (natural gas, propane etc.) and University fleet vehicles. Emissions from sources not owned or controlled by the University, but that are a direct result of its operation. Includes emissions resulting from electricity and steam generated off-campus, and purchased by the U of C. All other indirect emissions. Includes commuting, institutionally financed travel, paper purchasing, and organic waste emissions.
The U of C’s green house gas emissions are expected to increase over time due to increased campus population and the resulting increase in building space, consumption and transportation needs. A projection of future greenhouse gas emissions was established based on a combination of historical growth trends and current operational practices. Table 2 summarizes the current and estimated future greenhouse gas emissions at the U of C by scope, with projections for the near term (2015), midterm (2020), and long term (2050): 1
Fiscal Year 2008 2015 2020 2050
Table 2 - U of C Current and Projected Greenhouse Gas Emissions by Scope Projected Greenhouse Gas Emissions (metric tonnes CO2e) Scope 1 Scope 2 Scope 3 50,131 189,822 88,621 53,886 204,018 94,639 56,568 214,158 98,958 72,688 274,999 127,576
Total 328,574 352,543 369,685 475,263
The Climate Action Plan divides the identified Scope 1, 2, and 3 GHG emissions into three categories in order to identify potential actions for GHG emission reductions: Built Environment, Transportation, and Paper Purchasing and Organic Waste. The priorities under each category are confirmed below. Table 3 shows the division of 2008/2009 U of C GHG emissions into these three emission categories:
1
Temporal boundary for calculations is the related fiscal year (i.e. 2008 means fiscal year 2008-09).
i
2
Fiscal Year
Total 328,574 352,543 369,685 475,263
500000 450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
GHG Emissions (metric tonnes CO₂e)
2008 2015 2020 2050
Table 3 - U of C Current and Projected Greenhouse Gas Emissions by Category Projected Greenhouse Gas Emissions (metric tonnes CO2e) Built Environment Transportation Paper Purchasing & Organic Waste 255,358 70,525 2,691 274,456 75,240 2,848 288,097 78,627 2,961 369,943 101,663 3,658
Fiscal Year Built Environment
Transportation
Paper Purchasing & Organic Waste
Figure 1 - U of C Scope 1, 2 and 3 Greenhouse Gas Emissions Projected Growth Rate
Greenhouse Gas Reduction Actions The purpose of the CAP is to identify institutional priorities in the areas of Built Environment, Transportation, and Paper Purchasing and Organic Waste to guide future planning in a way that reduces institutional greenhouse gas emissions and avoids business as usual growth. Greenhouse gas emission reduction actions fall under each of the three operational categories as follows: 1. Built Environment – Management of emissions related to Energy Supply and Building Energy Demand Energy Supply Actions relating to energy supply involve using cleaner sources of fossil fuel energy and renewable energy. Fossil fuel energy actions include retrofitting the current Central Heating and Cooling Plant with cogeneration technology and exploring the use of alternative fuel sources such as fuel derived from gasification of organic waste. Renewable energy actions involve the development of renewable energy technology on campus for the purpose of decreasing GHG emissions and for providing research opportunities related to technology development and commercialization. These technologies present opportunities for using the campus as a living laboratory for learning and teaching.
2
Temporal boundary for calculations is the related fiscal year (i.e. 2008 means fiscal year 2008-09).
ii
Building Energy Demand Building energy demand actions target energy use in new and existing buildings at the U of C, focusing on building operational models and tools, building infrastructure systems, and occupant engagement. Actions in this section include implementation of Energy Management Systems (EMS), which would allow the University to prioritize high energy use existing buildings for retrofits or repairs as well as to benchmark building performance. EMS will enable the University to assess the changes it makes to building system hours of operation (Energy Performance Initiative (EPI) Phase III), as well as set targets and assess progress for upgrades to buildings including lighting; Heating, Ventilation and Air Conditioning (HVAC); and building envelope (EPI Phase IV). Funding for the EPI will be procured through the Energy Efficiency Fund (EEF). The EEF is a revolving fund that receives capital from energy savings that have been realized at the U of C, with the savings being reinvested into other energy efficiency projects. Furthermore, all new buildings will achieve targets for energy efficiency established by the U of C Design Standards. This will act to mitigate GHG emission growth associated with increased building space, and potentially allow new buildings to achieve carbon neutrality in the future. Additional greenhouse gas reductions in regard to energy demand will be achieved through improvements to information technologies, reductions in plug loads (computers, monitors, printers etc.), and higher efficiency site lighting. Renewable Energy Certificates Recognizing constraints on available funds to achieve institutional emission reductions there is a need to prioritize emission reduction strategies. To ensure that actual institutional emissions are declining the U of C will prioritize funding to actions directly related to energy supply and building energy demand. Once the University has transitioned to cleaner sources of energy and implemented strategies to reduce overall energy demand, Renewable Energy Certificates (RECs) may be purchased to account for emissions related to power purchased from the Alberta grid. The GHG reduction potential of quantifiable actions proposed within the Climate Action Plan for the built environment is summarized in Table 4 3:
3
Renewable Energy Certificate GHG emission reductions are not included in Table 4 since they are intended to be purchased only after all other efforts to use clean energy and reduce energy use have been exhausted. iii
Action
Table 4 - Identified Built Environment Greenhouse Gas Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes (metric tonnes (metric tonnes CO2e) CO2e) CO2e)
ENERGY SUPPLY Retrofit CHCP to Cogeneration + Improve Plant Energy Efficiency Provide 0.5% Total Building Based Energy Demand From Site Based Renewable Energy Provide 1% Total Building Based Energy Demand From Site Based Renewable Energy BUILDING ENERGY DEMAND Energy Performance Initiative Phase II Energy Performance Initiative Phase III Energy Performance Initiative Phase IV Energy Performance Initiative (Further Phases) New Building Energy Performance IT Improvements Plug load Reductions LED Site Lighting
Timeline
(80,000)
(80,000)
(80,000)
2011
(750)
-
-
2015
-
(1,550)
(2,000)
2020
(29,500) (10,000) (10,100) (9,500) (3,450) (850) (800)
(29,500) (10,000) (27,000) (18,700) (6,900) (900) (850)
(29,500) (10,000) (43,900) (21,000) (92,250) (12,000) (1,250) (1,100)
2011 completion 2010 forward 2010-2025 2025-2050 ongoing TBD TBD 2010-2012
2. Transportation – Management of emissions related to Commuting, Institutionally Financed Travel, and Fleet Commuting Actions related to commuting involve achieving a shift in the transportation mode of students, staff, and faculty that commute to the U of C, focusing on a decrease in Single Occupant Vehicle (SOV) commuters. Significant progress has already been made, with the 2008 Sustainability Survey indicating that 64% of students and 32% of staff and faculty use preferable modes of transportation (i.e. walking, cycling, transit, and carpool). A Transportation Demand Management (TDM) plan will be implemented to identify priorities and actions to further reduce SOV trips to campus, while increasing transit ridership and cycling. In addition, commuting actions involve “Other” programs to reduce SOV trips, such as carpooling and car sharing as well as increasing housing on and near campus. Institutionally Financed Travel (IFT) In order to reduce greenhouse gas emissions associated with IFT, this section addresses reducing discretionary travel, confirming alternatives to travel and purchasing travel offsets to mitigate the emissions associated with vehicles and aircraft. Fleet Fleet actions include fleet renewal standards (new acquisitions), a fleet maintenance program (ensuring vehicle performance), and fleet share and rationalization (reduction in vehicle numbers and use). The GHG reduction potential of the actions proposed within the Climate Action Plan for transportation is summarized in Table 5:
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Action
Table 5 - Identified Transportation Greenhouse Gas Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Reduction Reduction Potential Potential Potential (metric tonnes (metric tonnes (metric tonnes CO2e) CO2e) CO2e)
COMMUTING Additional 6% Modal Shift Away From Single Occupant Vehicle Additional 10% Modal Shift Away From Single Occupant Vehicle Expand On-Campus Housing Develop West Campus Housing INSTITUTIONALLY FINANCED TRAVEL Travel Offset Purchasing 10 % Reduction in Institutionally Financed Travel 20 % Reduction in Institutionally Financed Travel 50 % Reduction in Institutionally Financed Travel FLEET Fleet Renewal (50% increase in fuel efficiency) Fleet Maintenance (15% increase in fuel efficiency) Fleet Share and Rationalization (50% decrease in fuel consumption)
Timeline
(7,300)
(12,600)
-
2020
-
-
(21,300)
Beyond 2020
(2,700) (400)
(5,200) (2,500)
(10,500) (6,500)
Ongoing 2025
(950) (1,450) -
(1,950) (3,100) -
(5,200) (10,700)
TBD 2015 2020 2050
(60) (60) (90)
(100) (60) (170)
(350) (50) (150)
2010 2012 2020
3. Paper Purchasing and Organic Waste – Management of emissions related to Paper Purchasing and Organic Waste Paper Purchasing Actions associated with paper purchasing are intended to modify paper type use on campus so that paper with higher recycled content becomes the standard and overall paper consumption continues to drop. Actions also address reducing the volume of paper used. Organic Waste Emissions related to organic waste will be reduced by further reducing organic content and paper and cardboard and food waste from the U of C waste stream, as well as by providing co-mingled recycling on campus. Food waste organics will be diverted to pre or post consumer composting, and paper and cardboard will be recycled. The U of C currently composts 100 percent of leaf and lawn waste on campus. An additional potential opportunity is to explore the gasification of organic waste to produce an alternative source of energy for the U of C. The GHG reduction potential of the actions proposed within the Climate Action Plan for paper purchasing and organic waste are summarized in Table 6:
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Table 6 - Identified Paper Purchasing and Organic Waste Greenhouse Gas Emission Reductions Action 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) PAPER PURCHASING Paper: Purchase all 100% PCC by 2015 (100) (220) (275) ORGANIC WASTE Waste: Paper & Cardboard Diversion (80% by (250) (440) 2020) Waste: Paper and Cardboard Diversion (100% (1,100) by 2050) Waste: Organics Diversion (80% by 2020) (400) (700) Waste: Organics Diversion (100% by 2050) (1,100)
Timeline
2015 2011 completion 2010 forward 2010-2020 ongoing
The cumulative reduction potential of the actions discussed generates a net greenhouse gas emission reduction which can be used to set viable institutional goals for the U of C. Figure 2 shows the total greenhouse gas reduction of the actions put forward by the Climate Action Plan 4 against the 2050 emissions growth trajectory: 500000
400000 350000
200000 150000 100000 50000
80% Below 08/09
250000
60% Below 08/09
300000
45% Below 08/09
GHG Emissions (metric tonnes CO2e)
450000
2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
0
Fiscal Year Total U of C Emissions Built Environment Emission Reductions Transportation Emission Reductions Paper Purchasing & Organic Waste Emission Reductions Additional Reduction to Achieve 80% Below 08/09 Figure 2 - U of C Projected Greenhouse Gas Emission Reduction Wedge Diagram
The Climate Action Plan sets specific goals for greenhouse gas reductions based on the cumulative reduction potential of the actions discussed within. Based on the cumulative GHG reductions identified, the following goals can be a viable part of the U of C’s institutional commitment to greenhouse gas reductions: 4
Figure 2 and Table 7 also include emission reductions from expected increases in vehicle and aircraft fuel efficiency increases. See Appendix A for details.
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Table 7 - U of C Projected Greenhouse Gas Emission Reduction Goals
5
Fiscal Year
Total Greenhouse Gas Emission Reductions 6 (2008/2009 Baseline)
2015 2020 2050
45% 60% 80%
GHG emission reductions on the order of 80% have been deemed necessary based on information from the Intergovernmental Panel on Climate Change (IPCC), which estimates that an 80% reduction in greenhouse gas emissions below today’s levels by 2050 is needed to prevent irreversible effects of climate change 7. An institutional greenhouse gas reduction goal of 80% by 2050 is also supported by a growing number of other higher education institutions and municipalities which have set the same goal. Therefore, based on the estimated cumulative GHG reduction potential of initiatives identified in this CAP, the necessity of achieving such a reduction, and goals set by other institutions and municipalities, GHG reductions of 80% below 2008/2009 levels are a reasonable institutional goal for the U of C. Education, Research and Service The academic direction of the U of C is determined by Academic Foundations, the University’s guiding document which articulates four academic principles to inform planning across all faculties and departments: • • • •
Student Success Excellence in Research, Scholarship and Creative Activity Interdisciplinary Education and Research Return to Community
Aligning with these principles, the University has advanced sustainability considerably in its education, research and service activities, acknowledging that, “along with our University’s roles as critic, explorer and conscience, we will strive to align our own sense of purpose, priority and potential with society’s needs and ambitions.” 8 Located in the energy capital of Canada, the U of C is uniquely positioned to be a North American leader in mitigating GHG emissions. Sustainability of Energy and Environment is identified as a research strength across the University in the U of C's Strategic Research Plan. Consequently, Energy and Environment was designated as an Institutional Research Development Priority 9 and is being addressed by the formation of interdisciplinary research teams in collaboration with the best researchers and universities in Canada and the world. Currently, 15 faculties offer over 200 sustainability related courses a significant portion of which address energy and environment. Several degree offerings, minors, specializations and concentrations provide students the opportunity to 5
Temporal boundary for calculations is the related fiscal year (i.e. 2015 means fiscal year 2015-16). These reduction goals are rounded from calculated data. Actual numbers are 47% by 2015, 58% by 2020, and 80% by 2050. 7 B. Metz, O.R. Davidson, P.R. Bosch, R. Dave & L.A. Meyer, “Contribution of Working Group III to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change,” Cambridge: Cambridge University Press, 2007, pp. 171-172. [Online]. Available: http://www.ipcc.ch/pdf/assessment-report/ar4/wg3/ar4-wg3-chapter3.pdf. (Accessed: July 15, 2010). 8 University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010). 9 University of Calgary, “University of Calgary Strategic Research Plan: January 2010”, University of Calgary, pp.13. [Online]. Available: http://www.ucalgary.ca/vpr/files/vpr/SRPv14-2010-with-exec-summary.pdf (Accessed Aug.4, 2010) 6
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develop knowledge and gain experience in sustainability and energy management from a multi-disciplinary perspective. Further experiential learning opportunities are offered that enable students to connect their learning to practical experience. Student Leadership Student leadership has been successful at driving sustainability forward at the U of C and in the larger community. Some examples of success include Eat Dirt, the campus composting pilot project which helped to initiate broader composting programs on campus, and UrbanCSA, who has raised the level of public debate concerning urban development in Calgary with their award winning blog and urban planning proposals which are self-developed and presented to key stakeholders. University support of these activities advances sustainability on campus, and fulfills the principles outlined in Academic Foundations 10. In addition student-led projects are particularly effective at advancing initiatives that involve shifting the behaviour of campus community members, and are a valuable indicator of the kind of change students seek at the U of C. Student-led initiatives aid in building leadership skill development and provide opportunities for students to apply their knowledge in real world settings.
Outreach and Engagement Outreach and engagement are critical steps in fostering the necessary behavioural change to successfully realize emissions reduction goals in both transportation and the building environment. The U of C will take action to involve the campus community in the effort to reduce institutional GHG emissions and promote sustainability. This is to be achieved through a series of campaigns, educational programs and competitions as part of the SustainabilityON initiative. Conclusion The Climate Action Plan confirms a number of actions the U of C will take to reduce institutional greenhouse gas emissions, many of which will also reduce institutional operating costs. Based on the cumulative reduction potential of these actions, the following are feasible institutional greenhouse gas reduction goals: • • •
45% below 2008/2009 by 2015 60% below 2008/2009 by 2020 80% below 2008/2009 by 2050
The viability of these goals is further supported by targets set by other leading post-secondary institutions and municipalities, which are of approximately the same magnitude as the U of C GHG reduction goals (see Appendix C). By comparison, the U of C has set reasonable goals that can be achieved and that position the institution to be a leader in mitigating institutional greenhouse gas emissions and finding solutions to climate change for society as a whole.
10
University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010).
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1.
Introduction 1.1. Document Context In October 2008 former U of C President Harvey Weingarten signed the University and College Presidents’ Climate
Change Statement of Action for Canada (UCPCCSAC). In July 2010 newly inducted President Elizabeth Cannon confirmed her support of this commitment. The U of C was the first Canadian post secondary institution to sign the UCPCCSAC after the document creators and original signatories. At the publication of this document, more than 25 Canadian institutions had become signatories, joining more than 670 US counterparts who signed the American College and University Professors Climate Commitment (ACUPCC). Signatories of UCPCCSAC confirm their commitment to demonstrating leadership, sharing knowledge, undertaking research and best practices about climate change and to pursuing responsible solutions to address the climate change challenge. The signing of the UCPCCSAC commits the U of C to complete an institutional Climate Action Plan within two years of signing the document. The 2010 Climate Action Plan (CAP) summarizes the U of C’s institutional commitment to reducing greenhouse gas (GHG) emissions from a 2008/2009 fiscal year baseline, which was established through the 2008/2009 Greenhouse Gas Inventory Report. The CAP sets forth goals which are based on the cumulative potential of actions proposed for reducing emissions in the areas of Built Environment, Transportation, and Paper Purchasing and Organic Waste. U of C’s academic leadership is confirmed in the Teaching, Research & Service section, and following that is a section demonstrating student leadership. The UCPCCSAC also commits the U of C to begin implementing selected viable actions outlined in the Climate Action Plan in order to start reducing greenhouse gas emissions, and requires the U of C to make periodic progress reports publicly available to assist in monitoring progress towards reducing greenhouse gas emissions.
1.2. Greenhouse Gas Footprint The U of C’s greenhouse gas footprint was 328,574 metric tonnes CO2e in fiscal year 2008/2009. Given projected growth rates in the areas of Built Environment, Transportation, and Paper Purchasing and Organic Waste 11, which are based on historical institutional data and current operational practices, the U of C’s greenhouse gas emissions are expected to grow to 475,263 metric tonnes CO2e by 2050.
11
See Appendix A for details
1
450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
GHG Emissions (metric tonnes CO₂e)
500000
Fiscal Year Built Environment
Transportation
Paper Purchasing & Organic Waste
Figure 3 - U of C Scope 1, 2 and 3 Greenhouse Gas Emissions Projected Growth Rate
In order to prevent this business as usual growth, the U of C has identified actions that will reduce greenhouse gas emissions, and has set goals based on these actions which are outlined in the sections to follow.
1.3. Greenhouse Gas Emission Reduction Goals Given the actions summarized in the Climate Action Plan for Built Environment, Transportation, and Paper Purchasing and Organic Waste, the University can achieve the following reductions in greenhouse gases below 2008/2009 levels: Table 8 - U of C Projected Greenhouse Gas Emission Reduction Goals
Fiscal Year 2015 2020 2050
12
Percent Reduction (2008/2009 Baseline) 13 45% 60% 80%
Figure 4 shows the wedge analysis for the GHG reduction potential from the actions proposed in the CAP, and additional greenhouse gas reductions that are yet to be determined.
12 13
Temporal boundary for calculations is the related fiscal year (i.e. 2015 means fiscal year 2015-16). These reduction goals are rounded from calculated data. Actual numbers are 47% by 2015, 58% by 2020, and 80% by 2050.
2
500000
400000 350000 300000
150000 100000 50000
60% Below 08/09
200000
80% Below 08/09
250000
45% Below 08/09
GHG Emissions (metric tonnes CO2e)
450000
2050
2048
2046
2044
2042
2040
2038
2036
2034
2032
2030
2028
2026
2024
2022
2020
2018
2016
2014
2012
2010
2008
0
Fiscal Year Total U of C Emissions Built Environment Emission Reductions Transportation Emission Reductions Paper Purchasing & Organic Waste Emission Reductions Additional Reduction to Achieve 80% Below 08/09 Figure 4 - U of C Projected Greenhouse Gas Emission Reduction Wedge Diagram
The sections to follow outline the U of C’s efforts to reduce greenhouse gas emissions; engage education, research, and service; and provide outreach and engagement to the campus community.
3
4
2. Built Environment Contents Energy Supply ........................................................................................................................................................8 Fossil Fuel Energy Supply .................................................................................................................................................... 9 Renewable Energy Supply ................................................................................................................................................. 10 Renewable Energy Certificates ......................................................................................................................................... 11 GHG Reduction Potential .................................................................................................................................................. 12 Building Energy Demand .................................................................................................................................... 13 Planning and Monitoring .................................................................................................................................................. 14 New Buildings.................................................................................................................................................................... 14 Existing Buildings ............................................................................................................................................................... 15 Information Technology .................................................................................................................................................... 17 Plug Loads ......................................................................................................................................................................... 18 Site Lighting and Power..................................................................................................................................................... 19 GHG Reduction Potential .................................................................................................................................................. 19
5
The U of C’s greenhouse gas (GHG) emissions related to the built environment accounted for nearly 255,400 metric tonnes CO2e in fiscal year 2008/2009 14. Based on projected new building growth rates 15 and current energy use patterns 16, GHG emissions are expected to reach 370,000 metric tonnes CO2e by 2050 in the absence of new actions to reduce emissions. The U of C’s built environment emissions include: • • •
Stationary Combustion: Emissions from on-site combustion of natural gas and propane (Scope 1). Natural gas and propane are used to produce heat and hot water on Main Campus and satellite campuses 17. This category also includes combustion of natural gas for steam production at the Foothills Campus (Scope 2). Electrical Power: Emissions from off-site electricity generation (Scope 2). Electrical power is purchased from the Alberta grid via a local utility company. Transmission and Distribution Losses: Emissions attributed to losses of electrical power and heat during transmission and distribution of electricity and steam, respectively. Since the University does not own these transmission systems, these emissions fall under Scope 3.
500000 450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
GHG Emissions (metric tonnes CO2e)
Figure 5 shows the built environment GHG emission growth trajectory in the absence of new emission reduction initiatives:
Fiscal Year Stationary Combustion GHG Emissions (Scope 1 & 2) Electricity GHG Emissions (Scope 2) Transmission & Distribution Loss GHG Emissions (Scope 3) Figure 5 - U of C Built Environment Greenhouse Gas Emissions Projected Growth Rate
14
University of Calgary Greenhouse Gas Inventory Report, Fiscal Year 2008-2009. Overall growth of 44.87% from fiscal year 2008 to fiscal year 2050 based on historical trends, see Appendix A for details. 16 Assuming purchase of electricity from the Alberta grid and combustion of natural gas for heating from fiscal year 2008 to fiscal year 2050. 17 Satellite properties include locations such as the Rothney Observatory, Kananaskis Field Station/Barrier Lake, Foothills and Spy Hill Campuses. See the University of Calgary Greenhouse Gas Inventory Report, Fiscal Year 2008-2009 for a full list of U of C real estate. 15
6
Figure 6 shows the GHG reduction potential of the actions proposed in this section of the Climate Action Plan. This includes actions that address energy supply and building energy demand. Based on the collective impact of the recommended actions, a target of an 80% reduction in GHG emissions by 2050 (2008/2009 baseline) is a viable institutional goal.
350000
200000 150000 100000 50000
2020: 56% Below 08/09
250000
2050: 80% Below 08/09
300000
2015: 49% Below 08/09
GHG Emissions (metric tonnes CO2e)
400000
Fiscal Year Total Built Environment Emissions New Buildings: Energy Optimization Existing Buildings: Energy Performance Initiative Energy Supply: Cogeneration Site Lighting and Power: LED Lamps Information Technologies: Server Upgrades Plugloads: Improved Desktop Device Efficiency Energy Supply: Site Based Alternatives Additional Reduction to Achieve 80% Below 08/09 Figure 6 - U of C Built Environment Greenhouse Gas Emission Reduction Wedge Diagram
2050
2048
2046
2044
2042
2040
2038
2036
2034
2032
2030
2028
2026
2024
2022
2020
2018
2016
2014
2012
2010
2008
0
The actions proposed in this Climate Action Plan describe actionable strategies and interim goals for emission reductions that have been established for fiscal years 2015 and 2020. These are expected to be reached based on the identified actions. Beyond 2020, an additional GHG reduction is projected to achieve the 80% below 2008/2009 target. This further emission reduction is based on long-term strategies that have yet to be determined, and is based on future technology and knowledge. It is anticipated that fuel switching will be a significant contributor to continued progress. Long term GHG emission reductions are anticipated to be increasingly difficult and potentially costly. Continued progress is therefore projected at a slower rate after 2020. The goal for 2050 is expected to be achieved through a combination of the short-term and long-term strategies that have yet to be determined. Table 9 summarizes built environment emission reduction goals: Table 9 - Built Environment GHG Emission Reduction Goals
Year 2015 2020 2050
Percent Reduction Below 2008/2009 FY 49% 56% 80%
Reduction (metric tonnes CO2e) Scope 1 and 2 emissions (145,000) (175,400) (319,300)
The following sections describe the context and proposed GHG reduction actions specific to energy supply and building energy demand. 7
2.1. Energy Supply Currently, the U of C’s energy supply consists of electrical power, natural gas, steam, and propane. Electricity is purchased exclusively from the Alberta grid, which has a significant greenhouse gas emission footprint due to being reliant on coal fired generation. Figure 7 shows the approximate energy mix of electricity generation from the Alberta grid, and Figure 8 shows the GHG intensity of each generation type 18.
Coal Coal 73.82%
Natural Gas Natural Gas 20.61%
Other (Diesel, Fuel Oil) 0.19%
Renewables Other (Diesel, Fuel Oil)
Renewable 5.39% 19 Figure 7 - 2007 Alberta Grid Generation Mix
Metric Tonnes CO₂e/MWh
1.2 1 0.99 0.8 0.6 0.52
0.4 0.2
0
0 Coal
Natural Gas
Renewables
Figure 8 - Generation Type GHG Intensity
20
18
The GHG intensity of each generation type is a measure of direct GHG emissions from power production, and does not include GHG emissions associated with transport or manufacturing of equipment. 19 Statistics Canada, “Electrical Power Generation, Transmission, and Distribution,” Statistics Canada. [Online]. Available: http://www.statcan.gc.ca/pub/57-202-x/2007000/tablesectlist-listetableauxsect-eng.htm (Accessed June 30, 2010) 20 Environment Canada, “National Inventory Report: Greenhouse Gas Sources and Sinks in Canada, 1990-2008,” Environment Canada. [Online]. Available: http://unfccc.int/national_reports/annex_i_ghg_inventories/national_inventories_submissions/items/5270.php (Accessed July 29, 2010)
8
The U of C has already taken a number of actions to address energy supply related emissions. These are summarized in Table 10: Table 10 - Current Energy Supply Actions Fossil Fuel Energy: Cogeneration
• •
Implementation 2005 to 2011 Retrofit of the Central Heating and Cooling Plant (CHCP) on main campus with cogeneration technology and increased energy efficiency. Will combine heating with power generation.
• Renewable Energy: Photovoltaic Generation Renewable Energy Certificates
Anticipated to result in an annual GHG emission reduction of approximately 80,000 metric tonnes CO2e on completion. See Fossil Fuel Energy Supply Section. The Child Development Center (CDC) at the U of C currently produces 65,000 kWh annually through a photovoltaic array on the exterior of the building. Renewable Energy Certificates were purchased for 145,986 kWh of electricity generated annually between July 1, 2007 to June 30, 2009.
In order to achieve reductions in the quantity of greenhouse gases released by the U of C due to its energy supply, strategies need to be implemented in regard to fossil fuel energy supply, renewable energy supply, and Renewable Energy Certificates (RECs). 2.1.1. Fossil Fuel Energy Supply Fossil fuel energy comes from the combustion of hydrocarbons like coal, methane, and propane, which release large quantities of greenhouse gases. For the foreseeable future, energy derived from fossil fuels will continue to provide a significant proportional share of the institutional and societal energy supply. An increasing range of technologies are available to reduce the environmental impact of energy from fossil fuels. Some of the current options include switching to cleaner burning fossil fuels such as natural gas, producing energy locally to reduce transmission losses, and improving the energy efficiency of the CHCP and campus distribution systems. District energy systems also present opportunities to take advantage of load sharing across multiple buildings and multiple energy sources. In addition to reducing GHG emissions, these strategies can provide significant energy cost savings and increase energy security. They also present education and research opportunities. Further, technologies under development, such as carbon capture and storage, may also present opportunities for future emission reductions. Actions related to energy supply from fossil fuel sources are as follows: Action Retrofit of CHCP: Cogeneration
Fossil Fuel Energy: West Campus
Retrofit of CHCP: Fuel Switching
Table 11 - Identified Actions for Energy Supplied by Fossil Fuels Description Implementation (Status, Timeframe, Portfolio) Retrofit the Main Campus Central Heating and Cooling Plant (CHCP) • Confirmed to cogeneration or Combined Heating and Power (CHP) technology • Completion: March 31, 2011 and increase CHCP energy efficiency. Combustion of natural gas to generate the majority (~98%) of building heating and hot water • Facilities Management & Development demand, and 60% of power. Estimated annual energy savings of $3.5 million, giving a 5 year ROI. The U of C’s West Campus represents a unique opportunity to incorporate a community energy system served by low emission energy sources and one that enables load sharing. Though the West Campus will be a separate entity and is not included in this Climate Action Plan, it presents a potential low emission energy supplier for Main Campus. Investigate the feasibility of alternative energy sources for the CHCP (i.e. Gasification of organic waste).
• • •
Under Consideration Long term
• •
Under Consideration Long term
Facilities Management and Development
9
•
Facilities Management and Development
2.1.2. Renewable Energy Supply Renewable energy presents another opportunity to reduce the greenhouse gas emissions related to the U of C’s energy supply. Renewable energy is a naturally replenished resource, which has no finite limit to the total available quantity (i.e. sunlight, wind, rivers, geothermal heat etc.) 21. Opportunities for renewable energy include both site based technologies for local production as well as grid purchased renewable energy certificates. Installations of renewable energy provide critical opportunities for research, education, technology development, and tangible demonstrations for community. Additionally, the use of renewable energy reduces greenhouse gas emissions and increases energy independence. As one of the sunniest cities in Canada with over 2,400 hours of annual sunshine, Calgary is ideally suited for active generation of solar energy including power production from photovoltaic panels as well as energy from solar thermal collectors. Similarly, the province of Alberta experiences significant winds which present a potential benefit from increasing investments in wind energy. Through fostering public and private sector partnerships, the U of C can realize new opportunities for expediting technology development and for advancing pricing and regulatory structures that currently hinder the expansion of renewable energy. Actions related to renewable energy are as follows: Action Renewable Energy : Site Based 22 Technology
Renewable Energy: Partnerships and Technology Transfer Renewable Energy: West Campus
Table 12 - Identified Renewable Energy Actions Description Implementation (Status, Timeframe, Portfolio) The U of C should become a leader in alternative energy technology • Proposed development and education through employing campus based • Near term alternative energy technologies and utilizing the campus as a living • Facilities Management & Development. Schulich laboratory for education and research. School of Engineering, Faculty of Environmental • Provide 0.5% total main campus energy demand (~775,000 kWh) Design, Institute for Sustainable Energy from site based renewable energy by 2015. Environment and Economy • Provide 1% total main campus energy demand (~1,650,000 kWh) from site based renewable energy by 2020. The U of C should develop public and private sector partnerships to • Proposed accelerate financing, technology development and transfer, as well • Near term as assist in the advancement of related public policy and • Facilities Management & Development. Schulich regulations. School of Engineering, Faculty of Environmental Design, Institute for Sustainable Energy Environment and Economy The U of C’s West Campus (WC) represents a unique opportunity to • Under Consideration incorporate a community energy system served by low/no emission • Long term energy sources. Infrastructure development for the WC should • Facilities Management and Development pursue: • Integrated resource recovery practices i.e. sewer line heat recovery and gasification of organic waste. • A district energy system that accepts multiple alternative energy sources. • Load sharing and smart grid to optimize energy use across the
21
Clean Energy Ideas, “Renewable Energy Definition,” Clean Energy Ideas. [Online]. Available: http://www.clean-energyideas.com/energy_definitions/definition_of_renewable_energy.html (Accessed: June 28, 2010). 22 The initial goals for site based renewable energy are low due to high costs and recognition of the fact that the U of C must first reduce its overall energy consumption before being able to generate a significant portion of energy through renewables.
10
Action
Description system. • Though the West Campus will be a separate entity and is not included in this Climate Action Plan, it presents a potential low emission energy supplier for Main Campus.
Implementation (Status, Timeframe, Portfolio)
2.1.3. Renewable Energy Certificates The purchasing of Renewable Energy Certificates (RECs) is a future action that can be used to mitigate the emissions associated with electricity purchased from the Alberta grid. The power that the U of C generates at the cogeneration facility will be considered to be a high efficiency and low-emission fossil fuel source, so RECs would not be purchased for the electricity produced through cogeneration. It is important to recognize that the U of C has given priority to actions that reduce energy use and provide a return on investment to enable further energy efficiencies. However, in the long term as efficiencies are realized RECs will become a viable institutional action to reduce the portion of greenhouse gas emissions remaining after achieving other more significant reductions. Figure 9 shows the projected electricity requirement from the Alberta grid after the completion of the cogeneration plant in March 2011. This figure is intended to provide a rough estimate of the changing energy demand on campus as built environment actions (cogeneration, EPI, site based renewable energy, etc.) are implemented. Based on the trend shown in Figure 9, reductions in power consumption associated with the actions outlined for the built environment begin to diminish around fiscal year 2025, which coincides with the completion of EPI Phase IV. In absence of further actions related to reducing power consumption, the U of C will consider purchasing renewable energy certificates to reduce greenhouse gas emissions at this time 23.
Required Grid Electricity (kWh)
35,000,000.00 30,000,000.00 25,000,000.00 20,000,000.00 15,000,000.00 10,000,000.00 5,000,000.00
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045 2047 2049
-
Fiscal Year Required Purchased Energy (kWh) Figure 9 - Projected Main Campus Grid Based Electricity Requirement 23
RECs have not been counted toward the total institutional GHG reductions. They are intended to be purchased only after all other reductions have been achieved.
11
2.1.4. GHG Reduction Potential The GHG reduction potential of the above actions (excluding RECs) is summarized in Table 13 24: Table 13 - Identified Energy Supply Related Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) Retrofit CHCP to Cogeneration + Improve Plant (80,000) (80,000) (80,000) Energy Efficiency Provide 0.5% Total Building Based Energy Demand (750) From Site Based Renewable Energy Provide 1% Total Building Based Energy Demand (1,550) (2,000) From Site Based Renewable Energy TOTAL (80,750) (81,550) (82,000) Action
Timeline
2011 2015 2020 -
The overall reduction potential of the actions proposed for the built environment is shown in Figure 10 on Page 20.
24
See Appendix A for calculations
12
2.2. Building Energy Demand The 2008/2009 U of C Greenhouse Gas (GHG) Emission Inventory confirmed that building operations account for approximately 50,100 metric tonnes CO2e (Scope 1 direct emissions - natural gas combustion) and 189,800 metric tonnes CO2e (Scope 2 indirect emissions - purchased electricity and steam). Further, the current annual institutional cost of heating, cooling, and providing power and water for U of C buildings is over $28 million. The U of C Main Campus is comprised of 58 buildings ranging in age from 1950 to 2009, and there are currently five satellite campuses comprising 28 buildings. In 2010 and 2011 the Main Campus will see three new buildings completed, and three new buildings will be finished on satellite campuses including the new Downtown Campus. The growth rate of new buildings and related energy demand increases the difficulty of realizing absolute reductions in institutional GHG emissions. The U of C has initiated a multi-year Energy Performance Initiative (EPI) for existing buildings to reduce energy costs and greenhouse gas emissions. EPI Phase I was implemented from 1996-2002, Phase II implementation spans 2005-2011. Phases III and IV are currently under development. The following sections summarize GHG reduction strategies related to building energy demand. The U of C has already taken actions to reduce its building energy demand, which are summarized in Table 14: Other New Buildings Child Development Centre (CDC)
Energy Performance Design Standards EPI Phase I
Table 14 - Current Building Energy Demand Actions Six new buildings under construction are pursuing LEED certification with energy optimization levels ranging from 25% to 56% better than the Model National Energy Code for Buildings. Completed in 2007, the 125,000 square-foot building has been certified as LEED® Platinum by the Canada Green Building Council. Energy cost and water use reductions are estimated to be 66% better than the Model National Energy Code for Buildings and 59% better than the LEED reference base, respectively. The U of C Design Standards requires all new facilities to exceed the Model National Energy Code for Buildings by a minimum of 55% as of November 25, 2008. • Implementation: 1996 to 2002.
•
EPI Phase II
• • • • • • • •
IT Datacenter Upgrades
•
Plug Loads
• •
Installation of building level energy and water meters in approximately 80% of main campus buildings. Extensive mechanical and electrical energy retrofits implemented. Lighting and Heating, Ventilation, and Air Conditioning (HVAC) retrofits implemented. Phase I resulted in an annual GHG emission reduction of approximately 8,100 metric tonnes. Implementation 2005 to 2011. Energy Sustainability Strategic Partnership agreement with an external vendor. Full lighting retrofits in Science Theatres, Earth Science, Math Science, Mechanical Engineering, Art Parkade and underground tunnels. HVAC Upgrades including automation upgrades, CO2 ventilation controls, heating pump speed control, air handling system adjustments, heat recovery, high efficiency electric motors, and night temperature setback control. Phase II is anticipated to result in an annual GHG emission reduction of approximately 29,500 metric tonnes CO2e on completion. (See Building Energy Demand Section) Replacement of three old, inefficient air conditioning units, resulting in a 40% increase in cooling efficiency of these units. Partnership with Xerox/Project Imagine to migrate clients from desktop, non-networked printers to multi-function devices (MFDs). Current migration is at 90%, with all Xerox office devices being Energy Star standard. More than 10,000 Energy Star monitors and CPUs on campus.
13
2.2.1. Planning and Monitoring Long term planning of energy performance improvements at the University is essential in taking action to reduce building energy demand. In addition, monitoring systems are necessary for continuous tracking and evaluation of performance metrics, assessment of the effectiveness of current initiatives, and for exposing further opportunities for both operational initiatives and infrastructure improvements. Building portfolio energy planning and monitoring actions are summarized as follows: Action Energy Management Software
Benchmarking
Metering
Table 15 - Building Portfolio Energy Planning and Monitoring Actions Description Implementation (Status, Timeframe, Portfolio) Enhance the collection, analysis, and reporting of energy use data • Confirmed by using Energy Management Software (EMS). Capabilities of EMS • 2010 include data archiving, analytics, and reporting. EMS software will • Facilities Management & Development track electricity, hot and chilled water, natural gas, and domestic water use across campus. Participate in the CaGBC GREEN UP program to confirm whole • Confirmed building and building sub-system benchmarking with other post • 2010-11 secondary and public sectors building portfolio holders. GREEN UP • Facilities Management & Development also enables detailed trend logging of building subsystems. Benchmarking assists industry as a whole by identifying appropriate targets and areas for improvement. Complete building level metering. Provide sub-system and • Under Consideration departmental metering in future projects. • TBD • Facilities Management & Development
2.2.2. New Buildings To realize the benefit of emission reduction strategies in other categories, management of energy demand and emissions growth due to the construction of new buildings is essential. As new buildings are not likely to be retrofitted for energy performance until the end of a 25-30 year life cycle, it is essential to build to the highest level of energy efficiency now, with increasingly stringent energy performance standards over time as technologies develop. Although initial capital costs may be slightly higher, when assessed over the total cost of ownership, high performance green buildings are a superior investment. High performance buildings on campus also present education and research opportunities. Further, students that learn in physical environments that are congruent with course content are far more likely to apply their knowledge in post graduation endeavours. The U of C will increase the energy performance standards for the design of new buildings to achieve a reduction in the Energy Use Intensity (EUI) in the operation of new buildings. Energy performance standards, when used with appropriate project delivery models, facilitate the construction of cost effective high performance buildings. Additionally, they drive innovation in design and technology enabling U of C leadership in high performance green buildings. Actions related to new buildings are as follows:
14
Action Energy Performance Standards
Operating Model and Project Delivery Model for High Performance Buildings
Table 16 - New Building Actions Description Align energy performance standards to achieve the GHG reduction targets outlined by the Architecture 2030 Challenge as follows (required EUI targets based on buildings of similar location and use 25 are provided ): 2 • 60% reduction in 2010 (0.632 GJ/m /yr) 2 • 70% reduction in 2015 (0.474 GJ/m /yr) 2 • 80% reduction in 2020 (0.316 GJ/m /yr) 2 • 90% reduction in 2025 (0.158 GJ/m /yr) • 100% reduction in 2030, achieving carbon neutrality (w/ 20% allowance for offsets and/or RECs) Implement an Operating Model and supporting Project Delivery Model to guide internal design, facilities operations, and project management staff in realizing cost effective energy efficient buildings. Support related staff capacity building.
Implementation (Status, Timeframe, Portfolio) • Under Consideration • Near-Term, ongoing • Facilities Management & Development
• • •
Under Consideration Near-Term, ongoing Facilities Management and Development
2.2.3. Existing Buildings Existing building are the largest contributor to institutional GHG emissions, presenting the largest opportunity for emission reductions and operating cost savings. To this end the U of C launched the multi-phased Energy Performance Initiative (EPI) to achieve significant reductions in the energy intensity of buildings on campus. Phase I concluded in 2002 and Phase II will reach completion in Spring 2011 (See Table 14 for a description of EPI Phase I and II). Phase III and Phase IV are currently in development: 2.2.3.1. Energy Performance Initiative – Phase III A series of low/no capital cost common sense operational approaches to reducing costs and GHG emissions. Action Building System Operating Hours
Occupant Engagement in Energy Efficiency Program
Energy Efficiency Fund (EEF)
25
Table 17 - EPI Phase III Description Description Anticipated to reduce annual operating costs by approximately $1 million through: • Aligning building HVAC system operating hours with scheduled building occupancy • Grouping weekend and evening class locations to limit the number of operating HVAC systems • Reducing HVAC system operations during statutory holidays. SustainabilityON Coordinator Program: • Training and resources for departments to help them identify and take actions to reduce energy use and improve their measures toward institutional sustainability objectives • Shadow billing and dashboards to confirming departmental energy and water costs • Participation incentive through departmental access to the Energy Efficiency Fund. Pool savings from energy efficiency initiatives for reinvestment in energy efficiency projects with a specified return on investment. Supported by utility budget savings, this annual fund will be used
Implementation (Status, Timeframe, Portfolio) • Confirmed • Immediate • Facilities Management & Development
• • •
Confirmed Fall 2010 Facilities Management & Development
• • •
Confirmed Fall 2010 Facilities Management & Development 2
As a comparison, the LEED Platinum Certified Child Development Center’s EUI is 0.5 GJ/m /yr
15
to leverage further reductions in utility costs and GHG emissions.
2.2.3.2. Energy Performance Initiative – Phase IV Identification and implementation of targeted infrastructure upgrades to reduce costs and GHG emissions. Estimated energy savings from EPI Phase IV is 25% across the building portfolio. Action Identify and Prioritize Energy Efficiency Opportunities
Building System Upgrades
Re-commissioning
Staff Knowledge Building Financing
Table 18 - EPI Phase IV Description Description • Complete Building Performance Audits (BPA) of subsystem performance (i.e. Lighting, fan, pump power densities, etc.). Benchmark performance and confirm performance targets. • Complete project scoping and cost analysis. • Complete diagnostics to ascertain priorities for infrastructure upgrades, re-commissioning, and further operational improvements. Implement energy efficiency projects to realize targeted building sub-system performance targets. Based on outcomes of the BPA’s. Includes upgrades to lighting and controls, HVAC systems and controls, building envelopes, etc. Develop and implement a re-commissioning program with a five year re-occurring cycle to optimize energy and water performance as well as indoor environmental quality. Align with priorities identified in the BPA’s. Provide staff (design, project management, facilities management) professional development opportunities. Develop expertise in Energy Management Systems and Re-commissioning. • Energy Efficiency Fund (see EPI Phase III) • Align Infrastructure Maintenance Program with identified energy efficiency priorities • Pursue external funding through partnerships and grants.
Implementation (Status, Timeframe, Portfolio) • Confirmed, pilot project complete • 2010, ongoing • Facilities Management & Development
• • •
Confirmed 2010, ongoing Facilities Management & Development
• • •
Confirmed 2010, ongoing Facilities Management & Development
• • • • • •
Proposed 2010, ongoing Facilities Management & Development Confirmed 2010, ongoing Facilities Management & Development
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2.2.4. Information Technology Universities are significant consumers of IT services. Technology densities and data centre demands on campuses are experiencing exponential growth which drives up power and cooling needs. Over a twenty year period data center operating costs are estimated to be three to five times the original capital costs. Managing the GHG footprint and enterprise costs of this growth is an important aspect of institutional planning. The U of C will strive to improve the energy performance of its Information Technology (IT) data centers as noted below:
Action IT Energy Management Software
Strategic Plan
Data Center Consolidation
IT Power Management System
Utilize Free Cooling for Data Centers
Virtualization
Table 19 - Identified IT Actions Description Use Energy Management Software to collect data on server energy use (instrumentation or software), correlate data to assess the efficiency and valuable use of servers, and identify unused servers to be removed from the current IT infrastructure. May also incorporate Power Management to reduce energy use in servers. Develop a comprehensive strategic plan for energy optimization and GHG reduction associated with Information Technology at the U of C. Include baseline energy use profile for institutional IT services and a Green IT Action Plan. Green IT Action Plan to outline operating standards and performance monitoring protocol. Use measurement technologies to determine which computing facilities should be continued or consolidated to increase cooling and power use efficiency. Achieve higher server density through consolidation. Implement new power management systems which would increase the efficiency of server energy use. New power management is 95% efficient, whereas the old power management is 75% efficient. Power management systems also have the capability to track unused desktop stations, and reduce power use (See Plug Loads Section). New data centers to use air side free cooling when available to offset air conditioning and compressor operation. First free cooling data center to be installed in Math Sciences building by 2010. Continue to use the 7500 hours of free cooling available in the Calgary area when adding data center capacity. Run multiple servers on a single piece of hardware. Potential to reduce space, cooling, and power requirements on a 20:1 scale.
Implementation (Status, Timeframe, Portfolio) • Proposed • Near term • Finance and Services (Information Technologies) • • •
Proposed TBD Finance and Services
• • •
Confirmed 2010, ongoing Finance and Services (Information Technologies)
• • •
Confirmed Near term Finance and Services (Information Technologies)
• • •
Confirmed 2010 Finance and Services (Information Technologies), Facilities Management and Development
• • •
Confirmed Near term Finance and Services (Information Technologies)
17
2.2.5. Plug Loads Despite a continuous reduction in Energy Use Intensity from HVAC and lighting upgrades, energy use in campus buildings continues to rise due to increased plug load demand. The U of C will align procurement policies and operating procedures with institutional energy efficiency, GHG reduction, and cost reduction priorities. Actions related to plug loads are as follows: Action Desktop Device Strategic Plan Document Management Devices
Desktop Computing
Thin Client Computing
Power Management Other Devices
Residence Plug Loads
26
Table 20 - Identified Plug Load Actions Description Implementation (Status, Timeframe, Portfolio) Develop a comprehensive strategic plan for energy optimization • Under Consideration and GHG reduction associated with desktop devices at the U of C. • TBD Include baseline energy use profile. • Finance and Services Under Consideration • Complete campus migration from non-networked, desktop • print/scan/fax devices to Energy Star multi-function print devices • Near term (MFDs). Currently at 90%. • Finance and Services • Establish policy to limit the use of desktop printing devices, phase out personal desktop printers. • Establish energy management performance standards and • Proposed policies • Near term • Implement energy management software to identify and • Finance and Services automatically change non-compliant power configuration settings. Identify and shutdown inactive workstations. Reduce the power draw of desktop computing by centralizing the • Proposed processing capacity of computers in the IT datacenters. Thin client • Near term computing lowers power consumption and increases the life span of • Finance and Services 26 hardware . Use a power management system to automatically detect a lack of • Proposed use in distributed computer desktops and turn them off after a • Near term specified period of time. • Finance and Services • Require all new equipment acquisitions to be no less than Energy • Proposed Star compliant; strive for highest energy efficiency products in • Near term product type category • Finance and Services • Establish an equipment replacement strategy to phase out low energy efficiency appliances and high energy related costs. The replacement policy should include an incentives program. • Establish an operating standard that limit the use of personal heating and cooling devices. Proposed • Require all new appliances in residences to be the highest • available energy efficiency • Near term • Prohibit incandescent lamps in residences • Student Enrolment Services • Provide information to students to encourage the use of energy efficient plug load devices.
E. Davis, “Green Benefits Put Thin Client Computing Back on the Desktop Hardware Agenda,” March 2008. [Online]. Available: http://www.hp.com/canada/products/landing/thin_clients/files/Forrestor_-_Green_and_TCs.pdf (Accessed July 29, 2010).
18
2.2.6. Site Lighting and Power The U of C will improve the energy use related to site lighting and power. This includes all lamp post and parkade lighting on campus as well as parking space electrical outlets, which are used for block heaters in the winter. Actions related to site lighting and power are as follows: Action Site Lighting Upgrade Parking Space Outlet Timers
Table 21 - Identified Site Lighting and Power Actions Description Implementation (Status, Timeframe, Portfolio) Upgrade all existing site lighting from high pressure sodium lamps • Confirmed to higher efficiency light emitting diode (LED) lamps. All new site • Near-term, ongoing lighting should also use LED lamps. • Facilities Management & Development Install timers on all parking space outlets to prevent use for • Under Consideration unnecessary periods of time as well as over holidays. • Near-Term • Facilities Management and Development
2.2.7. GHG Reduction Potential The GHG reduction potential of the above actions is summarized in Table 22 27: Table 22 - Identified Building Performance Related Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) Energy Performance Initiative Phase II (29,500) (29,500) (29,500) Action
Timeline
Energy Performance Initiative Phase III Energy Performance Initiative Phase IV Energy Performance Initiative (Further Phases) New Building Energy Performance IT Improvements Plug load Reductions LED Site Lighting TOTAL
2011 completion 2010 forward 2010-2025 2025-2025 ongoing TBD TBD 2010-2012 -
(10,000) (10,100) (9,500) (3,450) (850) (800) (64,200)
(10,000) (27,000) (18,700) (6,900) (900) (850) (93,850)
(10,000) (43,900) (21,000) (92,250) (12,000) (1,250) (1,100) (211,000)
The Energy Performance Initiative, new building energy performance, and site lighting GHG reductions have the potential to reduce campus energy demand to a point where the cogeneration facility will have the capacity to generate the majority or all of the electrical power needs of the main campus, thereby reducing or eliminating grid purchases during peak loads. Based on the identified strategies in the Building Energy Demand section, the U of C has the potential to reduce emissions in 2050 from 370,400 metric tonnes CO2e to 159,400 metric tonnes CO2e; a 38% decrease from the 2008/2009 baseline. An additional reduction of 82,000 metric tonnes from energy supply actions further reduces the total built environment emissions from 159,400 to 77,400 metric tonnes CO2e for a total identified greenhouse gas reduction of 70% below 2008/2009 levels by 2050. It is anticipated that an additional reduction of 26,300 metric tonnes CO2e can be achieved through other to-bedetermined (TBD) actions by 2050 to reach an overall reduction of 80% below 2008/2009. These TBD emission reductions will be achieved through future knowledge and technology that is currently not feasible or available. 27
See Appendix A for calculations
19
400000
Additional Reduction to Achieve 80% Below 08/09
350000
Plugloads: Improved Desktop Device Efficiency
300000
Energy Supply: Site Based Alternatives
250000
Information Technologies: Server Upgrades
200000
Site Lighting and Power: LED Lamps
150000
Energy Supply: Cogeneration 50,652
0
112,713
50000
129,489
100000 255,358
GHG Emissions (tonnes CO2e)
Figure 10 shows the cumulative GHG reduction potential of the quantified energy supply and building energy demand actions, including the TBD emission reductions.
2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year
Existing Buildings: Energy Performance Initiative New Buildings: Energy Optimization Total Built Environment Emissions
Figure 10 - U of C Projected Energy Supply and Energy Demand Greenhouse Gas Emission Reductions
By following through with the actions discussed, as well as continually implementing further actions as technology or budgets allow, the U of C can achieve significant reductions in greenhouse gas emissions related to the built environment. Based on the above, a viable institutional goal for a reduction in greenhouse gas emissions is 80% below 2008/2009 baseline by fiscal year 2050.
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3. Outreach and Engagement In addition to technical and operational solutions, strategies to promote changes in the everyday behaviour of students, faculty and staff are also necessary. Everyday decisions provide opportunities to increase energy efficiency, shift commuting choices, reconsider procurement choices and reduce the U of C’s overall emissions. The U of C has a strong outreach and engagement foundation to build upon and will continue to evolve a range of tools and strategies aimed at promoting broad participation through showcasing institutional and individual climate action (and sustainability) initiatives and providing necessary information and resources. Under the brand “Sustainability ON – U of C Stepping Up Together” the actions below in Table 23 are aimed at building recognition of the campus community’s individual and collective capacity to make change happen:
21
Table 23 - Outreach and Engagement Program Implementation Description
Action Website
Evolve the U of C sustainability website as a comprehensive and up-to-date source of institutional climate action initiatives in teaching, research, service and campus operations. Include interactive social media options (ie. Twitter), active media (ie. videos), and cross institutional perspectives.
Internal Communications
•
External Communications
SustainabilityON Coordinators Program
Publish regular stories through campus media options (UToday, U Magazine, Research in Action, student media, etc.) showcasing climate action initiatives within research, teaching, service and campus operations. • Continue expanding the subscription rate to the U of C Green Bulletin, a bimonthly e-blast that provides links to climate action and sustainability news on campus, tips, opportunities for involvement, and more. • Continue evolving relevant on-campus signage to effectively communicate and highlight institutional strengths and opportunities for the campus community to affect change. Implement a campus sustainability tour that highlights best practice on campus. Share information on climate action initiatives within research, teaching, service and campus operations with relevant external media focusing on local, provincial, and North American opportunities to highlight leadership and share best practices.
Implementation (Status, Timeframe, Portfolio) • Ongoing • Fall 2010 • Office of Sustainability • • •
Ongoing Fall 2010 Office of Sustainability (Facilities Management & Development)
• • •
Ongoing Fall 2010 Office of Sustainability (Facilities Management & Development) Ongoing Fall 2010 Office of Sustainability (Facilities Management & Development)
Evolve and expand the Eco-Representative Pilot Program into an ongoing annual SustainabilityON Coordinators Program. Provide training and resources to a broad cross section of representatives from departments across campus and from student residences. Provide engagement campaigns and competitions to encourage actions to reduce the U of C’s GHG emissions through energy use reductions, water use reductions, alternative commuting choices, alternative procurement choices, and diverting organic material into composting infrastructure, etc. Roll out commuting campaigns and programs to make commuting easier, more affordable and more sustainable i.e. Campus Commuter Challenge, a week-long, nation wide competition among post-secondary institutions to encourage sustainable transportation choices.
• • •
SustainabilityON – Power OFF
Initiatives to reduce campus energy use. Includes campaigns to encourage shutting off lights, changing computer settings, greening labs, etc.
• • •
SustainabilityON – Waste and Responsible Purchasing SustainabilityON – Water
Campaigns to provide education on recycling and waste reduction on campus.
• • •
Program to conserve water by setting new standards for retrofits and renovations and finding more ways to use non-potable water.
• • •
Idle-Free
Provide education and information on the consequences of idling to commuting vehicles. Raise awareness of the U of C Idle-Free commitment. Discourage idling through a system of warnings and infraction tickets
• • •
Opportunities for involvement
Continue to build participation in the Sustainability Stewardship Working Group, the Student Sustainability Street Team, SustainabilityON Coordinators Program, and other project-related participation opportunities.
• • •
SustainabilityON – Commuting
• • •
Completed Fall 2010 Parking & Transportation Services (Student & Enrolment Services), Office of Sustainability (Facilities Management & Development) Ongoing Fall 2010 Office of Sustainability (Facilities Management & Development) Confirmed Winter 2011 Office of Sustainability (Facilities Management & Development) Confirmed Winter 2011 Office of Sustainability (Facilities Management & Development) Ongoing Fall 2010 Parking & Transportation Services (Student & Enrolment Services) Ongoing Fall 2010 Office of Sustainability (Facilities Management & Development)
22
4. Transportation Contents Commuting ........................................................................................................................................................... 26 Planning and Monitoring .................................................................................................................................................. 28 Commuting Actions ........................................................................................................................................................... 29 GHG Reduction Potential .................................................................................................................................................. 32 Institutionally Financed Travel (IFT) ...............................................................................................................34 Planning and Monitoring .................................................................................................................................................. 35 Institutionally Financed Travel Actions ............................................................................................................................. 35 GHG Reduction Potential .................................................................................................................................................. 36 Fleet ....................................................................................................................................................................... 38 Planning and Monitoring .................................................................................................................................................. 39 Fleet Actions...................................................................................................................................................................... 40 External Contract Fleet ..................................................................................................................................................... 41 Courier Services................................................................................................................................................................. 42 GHG Reduction Potential .................................................................................................................................................. 43
23
The U of C’s transportation related emissions accounted for 71,000 metric tonnes CO2e in fiscal year 2008/2009. Based on projected staff and student growth rates and current transportation patterns, transportation related greenhouse gas emissions are expected to reach 101,700 metric tonnes CO2e by 2050 in absence of actions to reduce emissions. The U of C transportation GHG emissions include: 1. Commuting – GHG emissions resulting from trips to and from the U of C made by students, staff, and faculty (Scope 3). 2. Institutionally Financed Travel – GHG emissions related to travel for business, education, or sports funded by the University (Scope 3). 3. Fleet – GHG emissions from vehicles owned and operated by the University (Scope 1).
120000 100000 80000 60000 40000 20000 0 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
GHG Emissions (metric tonnes CO2e)
Figure 11 shows the transportation GHG emissions growth trajectory in the absence of new initiatives to reduce emissions.
Fiscal Year Commuting Emissions (Scope 3) Institutionally Financed Travel Emissions (Scope 3) Fleet Emissions (Scope 1) Figure 11 - U of C Transportation Greenhouse Gas Emissions Projected Growth Rate
Figure 12 confirms the GHG reduction potential of the proposed actions in this section of the Climate Action Plan. Based on the collective impact of proposed actions, a target of an 86% reduction (2008/2009 baseline) by 2050 is a viable institutional goal.
24
120000
40000
2050: 86% Below 08/09
2015: 38% Below 08/09
60000
2020: 67% Below 08/09
80000
20000
2050
2048
2046
Fiscal Year Total Transportation Emissions Single Occupant Vehicle Reduction Commuter Vehicle Efficiency On-Campus Housing Emission Reduction West Campus Housing Emission Reduction Travel Vehicle Efficiency Aircraft Fuel Efficiency Improvements Travel Offset Purchasing Fleet Renewal, Fleet Maintenance, Fleet Share & Rationalization Avoided Travel
2044
2042
2040
2038
2036
2034
2032
2030
2028
2026
2024
2022
2020
2018
2016
2014
2012
2010
0 2008
GHG Emissions (metric tonnes CO2e)
100000
Figure 12 - U of C Transportation Greenhouse Gas Emission Reduction Wedge Diagram
25
4.1. Commuting Daily commuting by students, staff and faculty to the U of C was a source of 56,500 metric tonnes CO2e in fiscal year 2008/2009 fiscal year (Shown in Figure 13). Based on historic student and staff growth patterns and modal splits, by the fiscal year 2050/2051, commuting related GHG emissions are expected to reach 79,500 metric tonnes CO2e. Commuting Emissions 56,597 Institutionally Financed Travel Emissions 13,491 437
Fleet Emissions
(metric tonnes CO₂e) Figure 13 - 2008/2009 Commuting Share of Overall Transportation Emissions
28
The U of C is primarily a commuter campus, with over 90% of the campus population commuting to the University on a daily basis. More than 95,000 trips are made to and from campus each day 29. Overall, the distribution of transportation modes on campus is shown in Figure 14 and the relative GHG emissions of each mode are listed in Table 24.
Students
Staff and Faculty Cycling 3%
Walking 15%
Single Occupant Vehicle 26% Car w/ Passenger(s) 11%
Transit (Bus) 19%
Walking 10% Single Occupant Vehicle 51%
Transit (Bus) 7% Transit (LRT) 7%
Car w/ Passenger(s) 19%
Transit (LRT) 26%
Figure 14 - U of C Student and Staff/Faculty Modal Distribution
Cycling 6%
30
28
University of Calgary Greenhouse Gas Inventory Report, Fiscal Year 2008-2009. City of Calgary Transportation Planning Survey – September 30, 2009. 30 City of Calgary Transportation Planning Survey – September 30, 2009. 29
26
31, 32
Table 24 - Modal GHG Emission Intensity Transportation Mode Emissions (g CO2e/ passenger km) Vehicle Driver 253.2 Transit: Bus 162.8 Vehicle w/ Passenger 126.6 Transit: C-Train 0 Bicycle 0 Pedestrian 0
90000 80000 70000
30000 20000
62,601
40000
60,092
50000
79,508
60000
56,597
GHG Emissions (metric tonnes CO2e)
Figure 15 shows the projected commuting GHG emissions growth trajectory in the absence of new initiatives to reduce emissions.
Total Emissions
10000 0 2008/2009
2015/2016 2020/2021 Fiscal Year
2050/2051
Figure 15 - U of C Commuting Greenhouse Gas Emissions Projected Growth Rate
The University currently has a number of transportation demand management initiatives in place, which are summarized in Table 25: UPass Carpool Program Commuter Challenge Community Bike Shop and Library Campus Master Plan
Car Share
Increased Residence Capacity
Table 25 - Current U of C Commuting Initiatives Students pay a reduced fee during the Fall/Winter semesters (~$85/term) for full access to Calgary Transit’s services. Calgary’s Light Rail Transit system is powered by wind energy. Beginning in 08/09, parking rates were discounted and preferential parking was offered to carpool participants, with over 19,000 uses recorded the first year and double that for 2009/2010. A weeklong event held each year to encourage students and staff to use preferable means of transportation (carpool, transit, bike, walk). Student-run initiative to provide repair services, bike loan services and other incentives to commute by bicycle. 25-year vision for the campus that builds upon previous planning efforts. Rooted in the academic and research missions of the institution, the plan addresses sustainability priorities including enhancing pedestrian and cycling environments and improving public transit infrastructure. Pilot project introduced in 2008 in collaboration with local organization to offer car sharing service to campus population. Members can use car on as-needed basis without having to own a personal vehicle. Student Enrolment Services has set a goal to achieve housing for 15% of Full Time Equivalents.
31
The Calgary Light Rail Transit system is completely powered by green energy (i.e. wind): Calgary Transit, “Ride the Wind,” Calgary Transit. [Online]. Available: http://www.calgarytransit.com/environment/ride_the_wind.html (Accessed July 29, 2010). 32 Clean Air Cool Planet, “Campus Carbon Calculator,” Clean Air Cool Planet. [Spreadsheet]. Available: http://www.cleanaircoolplanet.org/toolkit/inv-calculator.php (Accessed July 30, 2010).
27
The actions proposed in the Climate Action Plan fall into two distinct groups: short term actions and actions drawn from emerging best practice which will require further planning and quantification. Over time, these will be supplemented by knowledge and technologies yet to be developed. The interim goals established for fiscal years 2015 and 2020 will largely be realized through the identified short term actions. Beyond 2020, continued progress can be conservatively estimated. Table 26 - Commuting GHG Emission Reduction Goals
Year 2015 2020 2050
Percent Reduction Below 2008/2009 FY 38% 70% 84%
Reduction (metric tonnes CO2e) Scope 3 emissions (25,100) (45,400) (70,200)
4.1.1. Planning and Monitoring With over 95,000 trips to and from campus daily, the U of C requires a transportation demand management strategic plan to mitigate traffic loads on campus and surrounding regions, and to reduce GHG emissions. Further, to effectively monitor the success of campus transportation management initiatives and progress towards institutional goals, it is necessary to track commuter behaviour through student, faculty, and staff surveys and physical modal split counts. Planning and monitoring initiatives provide long term direction for campus transportation planning, enable establishment of a baseline measurement of commuter behaviour, development of appropriate TDM targets and milestones, and progress tracking of TDM programs. Actions associated with Planning and Monitoring are summarized as follows: Action Transportation Demand Management (TDM) Strategic Plan Transportation Survey (biannual) Modal Split Count (bi-annual)
Table 27 - Planning and Monitoring Actions Description Implementation (Status, Timeframe, Portfolio) Develop a TDM Strategic Plan to address the growing needs of • Under consideration campus commuters. The plan would consider commuter behaviour, • Near-term / 2011 preferences, and all modes of transportation to set long term • Student & Enrolment Services (Parking & targets for achieving an improved commuting experience that is Transportation Services) accessible, convenient, environmentally friendly, and economically viable. Administer survey to campus population to assess progress of TDM • Under consideration programming, commuter satisfaction and preferences, modal • Near-term / 2011 choice, and distances travelled. • Student & Enrolment Services (Parking & Transportation Services) Physical modal split count. • Under consideration • Near-term / 2011 • Student & Enrolment Services (Parking & Transportation Services)
28
4.1.2. Commuting Actions Below are a series of actions to mitigate campus emissions related to commuting. 4.1.2.1. Public Transit Public transit presents the largest single opportunity for reducing commuting-related GHG emissions. As a preferred mode of transportation, particularly with respect to Calgary’s wind-powered Light Rail Transit (LRT), it is essential to expand U of C public transit ridership. To achieve this, the U of C will require the support of Calgary Transit to expand the level of services provided, improve on-campus public transit infrastructure, expand the UPass program offering to include staff, and enhance outreach and engagement programs to raise awareness within the campus community. Further, the current low price of campus parking is a reverse incentive to promoting public transit. Increasing use of public transit will reduce Scope 3 GHG emissions, improve local and regional air quality, and reduce traffic load on campus and the surrounding regions. If the actions below are implemented, transit will become a more comfortable and viable means of transportation. Action Spring and Summer UPass Expansion Staff UPass Expansion
Enhance Public Transit Access
Bus Waiting Areas
Campus Shuttle
LRT Weather Protection
Way-Finding
Table 28 - Public Transit Actions Description Implementation (Status, Timeframe, Portfolio) Extend the current UPass program to summer for full time students • Confirmed at the University. • Spring 2011 • Student & Enrolment Services (Parking & Transportation Services) Work with Calgary Transit, as well as AUPE and MAPs • Under consideration representatives to extend the UPass program to staff. • Near-term /2012 • Student & Enrolment Services (Parking & Transportation Services) Partner with the City of Calgary in the development of regional • Under consideration public transit services taking into account U of C strategic goals and • Near-term / TBD future needs of West Campus, University Innovation Park, and other • Student & Enrolment Services (Parking & North West precinct developments. Improve transit service levels, Transportation Services), Campus Planning, and service frequency, service routes, safety, and cleanliness. West Campus Development Group. Enhance the quality and convenience of on campus bus waiting • Confirmed areas; install electronic arrival dashboards and route schedules; • 2010, ongoing provide improved waiting facilities and lighting. • Facilities Management & Development, Student & Enrolment Services (Parking & Transportation Services) Provide a shuttle service to connect the west side of campus as well • Under Consideration as the Research Park. • TBD • Student & Enrolment Services (Parking & Transportation Services) Provide wind protection on the Light Rail Transit Overpass. • Under Consideration • TBD • Facilities Management & Development ,Student & Enrolment Services (Parking & Transportation Services) Increase the visibility of transit infrastructure to encourage use by • Under Consideration the campus population. Provide signage at key locations to indicate • TBD available transit services, campus shuttles, and transit nodes. • Facilities Management & Development, Student & Enrolment Services (Parking & Transportation Services)
29
4.1.2.2. Cycling Commuting by bicycle, or active commuting, is an efficient mode of transportation, with almost no environmental impact. Promoting cycling through the actions described below will reduce Scope 3 GHG emissions, reduce vehicular load on campus, compliment transit and improve interconnections across campus, and provide residence students with improved access to community services. Active commuting also contributes to a healthier community. The U of C can improve the viability of cycling as a means of transportation for the campus community through a number of programs and enhancement of cycling infrastructure on campus. These opportunities are summarized in Table 29. Action Bike Library
Table 29 - Cycling Actions Description Support development of a campus bike library, a service that lends bicycles on a temporary basis.
Class 1 Secure Bicycle Shelters
Provide Class 1 high density secure bicycle storage as a part of new capital projects on campus, beginning with EEEL, TFDL, and Phase VI Residence.
Class 2 Bicycle Rack Improvements
Improve the location and quality of Class 2 bicycle storage on campus to provide convenient racks for bicycles. Upgrade and improve Class 2 bicycle storage across campus as development continues.
Bicycle Routes
Provide dedicated and clearly marked bicycle routes on main campus. Coordinate entry and exit points for routes on campus with regional bicycle routes.
End-of-trip Facilities
Incorporate end-of-trip indoor locker and shower facilities into new capital projects.
Way-finding
Increase the visibility of cycling infrastructure to encourage use by the campus population. Provide signage at key locations including route maps with bicycle storage and end-of-trip facility locations as well as Engagement and Outreach.
Implementation (Status, Timeframe, Portfolio) • Proposed • Near term, TBD • Student & Enrolment Services (Parking & Transportation Services), Campus Planning • Confirmed • 2011, ongoing • Facilities Management and Development, Student & Enrolment Services (Parking & Transportation Services) • Under Consideration • 2010, ongoing Student & Enrolment Services (Parking & Transportation Services), Facilities Management and Development • Under Consideration • Near term, TBD • Facilities Management and Development , Student & Enrolment Services (Parking & Transportation Services) • Proposed • TBD • Facilities Management and Development, Student & Enrolment Services (Parking & Transportation Services) • Under Consideration • TBD • Facilities Management and Development, Student & Enrolment Services (Parking & Transportation Services)
30
4.1.2.3. Other Transportation Demand Management (TDM) Programs This section addresses other TDM programs that provide alternatives to single occupant vehicle commuting or lower impact commuting options.
Action Car Share Program
Carpool Expansion
Compressed Work Week Distance Learning Tele-Commuting
First Year Residence Parking Alumni Parking
Table 30 - Other Transportation Demand Management Actions Description Implementation (Status, Timeframe, Portfolio) Expand Car Share program: increase number of available vehicles • Confirmed and decrease minimum user age from 25 to 18. • Fall 2010 • Student & Enrolment Services (Parking & Transportation Services) Expand carpool program to all lots on campus. Increase available • Under consideration number of carpool spots. • Near-term / 2011 • Student & Enrolment Services (Parking & Transportation Services) Encourage compressed work week (e.g. 4 day work week) offering • Proposed • TBD • Finance and Services (Human Resources) Introduce/Expand online course offerings to reduce the total and • Proposed peak hour commutes to campus. • TBD • Faculty specific Offer work-from-home option to employees at least one day per • Confirmed week. Expand tele-work capabilities. • 2011 • Finance and Services (Human Resources) Eliminate parking for first year residence students to encourage use • Under consideration of preferable modes of transportation. • TBD • Student & Enrolment Services (Parking & Transportation Services) Phase out retiree parking incentives to encourage use of preferable • Under consideration modes of transportation. • TBD • Student & Enrolment Services (Parking & Transportation Services)
31
4.1.2.4. Student and Staff Housing Increasing housing options for students and staff would allow the U of C to begin a transition from the current commuter campus model towards a residential campus model. In doing so, preferable modes of transportation like walking and cycling would be viable for a larger percentage of U of C staff and students. Expanded on-campus housing also helps to build campus community and vibrancy. Currently student residences can accommodate 10% of full time equivalents (FTEs) including family housing. Actions related to Student and Staff Housing are as follows: Action Expand OnCampus Housing
Develop West Campus Housing
Table 31 - Student and Staff Housing Actions Description Implementation (Status, Timeframe, Portfolio) Expand housing available on campus for students to meet the • 15% Target Confirmed, further targets proposed following goals: • Ongoing • Student & Enrolment Services, Facilities • 15% of FTEs by 2015 (additional 1,700 beds) Management and Development • 20% of FTEs by 2020 (additional 3,250 beds)
• 25% of FTEs by 2050 (additional 6,500 beds) Provide opportunities for students and staff housing on the West Campus. Aim to achieve 50% of West Campus housing for U of C staff and students (approximately 3500 units)
• • •
Proposed 2015 – 2030 U of C Development Corporation, U of C Development Trust
4.1.3. GHG Reduction Potential The collective impact of increased transit ridership, cycling actions, and enhanced Transportation Development Management (TDM) Programs cannot be calculated in advance. To ascertain potential targets for modal shifts away from single occupant vehicle use, current U of C progress (44.7% student transit ridership, 14.2% employee transit ridership, over 1000 daily cyclists to campus, and various TDM program offerings) was compared against TDM programs and outcomes at other universities such as TREK at UBC,. A conservative estimate of a 2020 target of 6% and a post 2020 target of a 10% 33 further modal shift away from single occupant vehicle use has been proposed with increasing percentage over time. On completion of an updated student and employee modal split survey and the Transportation Development Strategic Plan, these targets will need to be revisited. Additionally, independent of any U of C action, emission projections will be influenced by legislated fuel efficiency standards. Company Average Fuel Consumption (CAFC), which aligns with the American Corporate Average Fuel Economy (CAFE) standards, sets targets for fuel efficiency of 35 mpg by 2050. This is equivalent to a 40% improvement over current standards 34,35. Table 32 summarizes the GHG emission reduction potential of the proposed actions within the commuting category 36.
33
Based on progress made by UBC Trek Program (See Appendix A for details) Transport Canada, “The FCP – A Brief History,” Transport Canada. [Online]. Available: http://www.tc.gc.ca/eng/programs/environment-fcp-history-630.htm (Accessed July 30, 2010). 35 th United States Congress, “Energy Independence and Security Act,” 109 Congress, H.R. 6-8, January 4, 2005. 36 See Appendix A for details 34
32
Table 32 - Identified Commuting Related Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) 6% Modal Shift Away From Single Occupant (7,300) (12,600) Vehicles 10% Modal Shift Away From Single Occupant (21,300) Vehicles Expand On-Campus Housing (2,700) (5,200) (10,500) Develop West Campus Housing (400) (2,500) (6,500) Improved Vehicle Fuel Efficiency (14,600) (25,000) (31,800) TOTAL (25,000) (45,300) (70,100) Action
Timeline
2020 Beyond 2020 Ongoing 2025 -
Based on the identified strategies in the Commuting section, the U of C has the potential to reduce emissions in 2050 from 79,500 metric tonnes CO2e to 9,400 metric tonnes CO2e; an 84% decrease from the 2008/2009 baseline. As further strategies are quantified, that figure will grow. Figure 16 shows the cumulative GHG reduction potential of the quantified commuting actions. The effectiveness of programs will be tracked by the recurring transportation survey and modal split count as discussed in the Planning and Monitoring Section. Projections for emission reduction projects in the future will be based on the effectiveness of programs that have been implemented and tracked. Commuter Vehicle Efficiency Emission Reduction (40% by 2020)
80000
Single Occupant Vehicle Reduction
70000 60000
West Campus Housing Emission Reduction
50000 40000
On-Campus Housing Emission Reduction
0
9,291
10000
17,236
20000
35,016
30000 56,597
GHG Emissions (metric tonnes CO2e)
90000
Total Commuting Emissions
2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year Figure 16 - U of C Projected Commuting Greenhouse Gas Emission Reductions
By following through with the actions discussed, as well as continually implementing further actions as technology or budgets allow, the U of C can achieve significant reductions in greenhouse gas emissions related to commuting. Based on the above, a viable institutional goal for reducing greenhouse gas emissions is 84% below the 2008/2009 baseline by fiscal year 2050.
33
4.2. Institutionally Financed Travel (IFT) The U of C finances travel for business, education, and sports. This includes expenditures for air, bus, train, and vehicle travel. In fiscal year 2008/2009, emissions related to institutionally financed travel totalled 13,500 metric tonnes CO2e (Shown in Figure 17), and based on institutional growth trends, by 2050 emissions are expected to reach 21,500 metric tonnes CO2e. Figure 18 shows the current and projected emissions related to travel financed by the U of C. 437
Institutionally Financed Travel Emissions
13,491
Commuting Emissions 56,597 Fleet Emissions (metric tonnes CO₂e) Figure 17 - 2008/2009 Institutionally Financed Travel Share of Overall Transportation Emissions
37
20000
5000
21,460
15,523
10000
14,673
15000
13,491
GHG Emissions (metric tonnes CO2e)
25000
Total Emissions
0 2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year Figure 18 - U of C IFT Greenhouse Gas Emissions Projected Growth Rate
The U of C currently has a number of initiatives in place to reduce emissions related to travel: Video Conferencing Conference Calling
E-Technologies Sports Travel
37
Table 33 - Current U of C Institutionally Financed Travel Initiatives Technology and workspace is available to conduct meetings with audio and visual connections in order to prevent the need for travel. Paid and free facilities are available. Current telephone can be used to connect 3 or more people (without additional costs or preemptive planning through a phone company) for a conference call in order to mitigate the need to physically meet. Programs such as Blackboard, Breeze, and Elluminate are available as e-teaching and e-learning tools. These programs have the potential to be used for distance learning. Alignment of male and female out of town tournament schedules for shared bus transport.
University of Calgary Greenhouse Gas Inventory Report, Fiscal Year 2008-2009
34
Based on the potential GHG reductions of the actions proposed in this section of the Climate Action Plan, the following goals are deemed viable: Table 34 - GHG Emission Reduction Goals
Year 2015 2020 2050
Percent Reduction Below 2008/2009 FY 36% 57% 100%
Reduction (metric tonnes CO2e) Scope 3 emissions (6,100) (9,700) (21,500)
4.2.1. Planning and Monitoring In fiscal year 2008/2009, the University was responsible for over 34,900,000 kilometres of air travel and 4,140,000 kilometres of vehicle travel, resulting in over $33.7 million in expenses. In order to effectively manage this travel, the U of C will implement a program to centrally track travel related emissions and costs. Tracking is currently difficult due the decentralized nature of travel procurement. Travel monitoring enables efficient reporting of data for institutional use (such as the U of C Greenhouse Gas Inventory), allows for tracking of the effectiveness of travel related initiatives, and facilitates the analysis of travel patterns to determine potential areas of travel reductions and cost savings. Table 35 - Planning and Monitoring Actions Action
Description
Travel Planning and Monitoring
Develop a Planning and Monitoring system for air, train, bus, and vehicular travel including business, education, and sports travel (ideally in distance travelled). Develop a strategic plan and institutional targets for reducing GHG emissions and IFT costs.
Implementation (Status, Timeframe, Portfolio) • Proposed • Near term, TBD • Finance and Services (Supply Chain Management)
4.2.2. Institutionally Financed Travel Actions Reducing the amount of institutionally financed travel mitigates GHG emissions, direct travel costs, and indirect costs from lost time. Travel associated with sports teams and student study abroad programs do not have viable alternatives, but can achieve reductions GHG emissions by purchasing GHG emission offsets. Within other education and business travel, teleconferencing and e-technologies can be employed to reduce a portion of travel requirements. These actions are summarized in Table 36:
35
Table 36 – Institutionally Financed Travel Actions Action
Description
Travel Guidelines
Develop and implement guidelines for institutionally financed travel that define: • Goals for emission reductions and travel reductions. • Interactions suitable for teleconferencing, video conferencing, WebEx, etc. • The use of central travel planning and monitoring. • Purchasing of travel offsets. Purchase travel offsets through a central program that ensures high quality offsets and pooling of offsets for greater institutional impact and monitoring. Offset costs to be borne by department responsible for travel. 38 Purchase offsets for emissions with goals that increase with time : • Offset 10% of total IFT emissions by 2015 ($10,000 CAD). • Offset 25% of total IFT emissions by 2020 ($20,300 CAD). • Offset 100% of total IFT emissions by 2050 ($48,600 CAD). Increase the total space and number of locations available for audio and video conferencing.
Purchase Travel Offsets
Expand Audio and Video Conferencing Space
Invest in New Audio and Video Conferencing Technology Education and Outreach
Implement new technologies such as Tele-Presencing. Consider travel levy to offset cost of Tele-Presencing facility. Consider partnerships and sponsors to assist in the development of state-of-the-art Tele-Presencing facilities. Increase awareness on available resources on campus for teleconferencing and information on how to access WebEx and other proposed services
Implementation (Status, Timeframe, Portfolio) • Proposed • Near term, TBD • Finance and Services
• • •
Proposed Near term, TBD Finance and Services (Supply Chain Management)
• • •
Proposed TBD Finance and Services (Information Technologies) Proposed TBD Finance and Services (Information Technologies) Proposed 2010 Finance and Services (Information Technologies), Facilities Management and Development (Office of Sustainability)
• • • • • •
4.2.3. GHG Reduction Potential Preliminary targets for reducing the volume of institutionally financed travel are shown below. These will need to be updated on completion of a strategic plan for IFT. Outside of the institutional control of the U of C, air and vehicle travel are projected to improve in fuel efficiency. The result of improved fuel efficiency in different modes of transportation will correspond with a decrease in GHG emissions associated with travel. Company Average Fuel Consumption (CAFC) projects a 40% increase in fuel efficiency by 2020 39,40 for road vehicles. The Intergovernmental Panel on Climate Change (IPCC) anticipates that airline fuel efficiency will increase by 40% for 2050. In addition, IPCC projects new air traffic management strategies to increase aircraft fuel efficiency by an additional 18% by 2020 41.
38
Offset costs for 2015/2020 are $10.00 USD/tonne, and for 2050 are $9.00 USD/tonne from Carbon Clear [www.carbon-clear.com] United States Congress, “Energy Independence and Security Act,” 109th Congress, H.R. 6-8, January 4, 2005. 40 Transport Canada, “The FCP – A Brief History,” Transport Canada. [Online]. Available: http://www.tc.gc.ca/eng/programs/environment-fcp-history-630.htm (Accessed July 30, 2010). 41 IPCC, “Aviation and the Global Atmosphere,” IPCC. [Online]. Available: http://www.ipcc.ch/pdf/special-reports/spm/av-en.pdf (Accessed July 30, 2010) 39
36
Travel offsets are intended to be purchased as a last resort after all other emission reduction actions have been achieved. GHG offsets should be purchased from a Clean Development Mechanism (CDM) Gold Standard source. The cost estimates for purchasing offsets in Table 36 are based on this standard 42. The initial cost estimate should decrease as the U of C reduces travel and fuel efficiency improvements are realized in transportation sectors. In addition to the estimated GHG reduction potential of the actions discussed, a reduction in institutionally financed travel, influenced by increasing travel costs and improved video conferencing and the introduction of Tele-Presencing options, the following travel reduction targets are recommended: a 10% reduction by 2015, 20% reduction by 2020, 50% reduction by 2050. Table 37 summarizes the GHG reduction potential of the actions discussed: Table 37 - Identified IFT Emission Reductions 2015 Annual GHG 2020 Annual GHG Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) Vehicle Fuel Efficiency (40% by 2020, 60% by 2050) (90) (150) Aircraft Fuel Efficiency (20% by 2015, 40% by 2050) (2,600) (2,800) Air Traffic Management Enhancements (18% by 2020) (1,000) (1,700) Travel Offset Purchasing (950) (1,950) 10 % Reduction in Institutionally Financed Travel (1,450) 20 % Reduction in Institutionally Financed Travel (3,100) 50 % Reduction in Institutionally Financed Travel TOTAL (6,090) (9,700) Action
2050 Annual GHG Reduction Potential (metric tonnes CO2e) (350) (4,100) (1,150) (5,200) (10,700) (21,500)
Timeline
TBD 2015 2020 2050 -
IFT Reduction (10% by 2015, 20% by 2020, 50% by 2050)
25000
Vehicle Fuel Efficiency (40% by 2020)
20000
10000
Aircraft Fuel Efficiency (20% by 2015, 40% by 2050)
0
Travel Offset Purchasing 0
5000
5,831
Air Traffic Management Enhancements (18% by 2020)
8,597
15000
13,491
GHG Emissions (metric tonnes CO2e)
Figure 19 shows the U of C’s GHG emissions after implementation of the actions outlined above, as well as projected increases in vehicle and aircraft fuel efficiency.
2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year
Total Emissions
Figure 19 - U of C Projected IFT Greenhouse Gas Emission Reductions
By adopting the actions discussed above, the U of C can achieve reductions in emissions related to institutionally financed travel of 100% below 2008/2009 levels. 42
The Gold Standard, “Premium Quality Offsets,” The Gold Standard. [Online]. Available: http://www.cdmgoldstandard.org/ (Accessed July 30, 2010).
37
4.3. Fleet The operation of the 156 U of C owned fleet vehicles in fiscal year 2008/2009 was the source of 440 metric tonnes CO2e (Shown in Figure 20). Based on current operation and institutional growth trends, fleet related GHG emissions are expected to reach 700 metric tonnes CO2e by 2050. Figure 21 shows the current and projected emissions related to the operation of the U of C fleet. 437
Fleet Emissions
13,491
Commuting Emissions 56,597 Institutionally Financed Travel Emissions
(metric tonnes CO₂e)
43
800 700 600 500
200
Total Emissions
503
300
476
696
400 437
GHG Emissions (metric tonnes CO2e)
Figure 20 - 2008/2009 Fleet Share of Overall Transportation Emissions
100 0 2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year
Figure 21 - U of C Fleet Greenhouse Gas Emissions Projected Growth Rate
The U of C already has a number of initiatives in place to manage fleet GHG emissions, as summarized in Table 38: Biodiesel Vehicles Hybrid Vehicles High Fuel Efficiency Vehicles Alternative Transportation
Table 38 - Current Fleet Management Initiatives U of C fleet includes one biodiesel vehicle, and four biodiesel lawnmowers. U of C fleet includes one hybrid vehicle. U of C fleet includes a “Fourtwo” Smart Car. U of C fleet includes electric golf cart
Based on the potential GHG reductions of the actions proposed in this section of the Climate Action Plan, the following goals are deemed viable:
43
University of Calgary Greenhouse Gas Inventory Report, Fiscal Year 2008-2009
38
Table 39 – Fleet GHG Reduction Goals
Year 2015 2020 2050
Percent Reduction Below 2008/2009 FY 38% 61% 66%
Reduction (metric tonnes CO2e) Scope 3 emissions (210) (330) (550)
4.3.1. Planning and Monitoring The U of C fleet is currently a decentralized operation which presents a number of challenges in regard to the management of vehicles and fuel consumption. The U of C will implement a system to plan operations and monitor vehicle usage and performance. Planning and monitoring is beneficial because it enables efficient reporting of vehicle related data for institutional use (such as the U of C Greenhouse Gas Inventory), optimization of vehicle use, consolidated purchasing and maintenance programs, and allows for tracking of the effectiveness of fleet related actions. Table 40 – Fleet Planning and Monitoring Actions Action
Description
Fleet Planning and Monitoring
Monitor fleet vehicle use, fuel consumption, driving patterns, and efficiency. Vehicle metrics would be compared to vehicles of similar type and use in order to ascertain which vehicles are performing or being operated inefficiently.
Fleet Renewal Plan
Develop a fleet renewal plan that requires the purchasing of higher fuel efficiency and alternative fuel vehicles, as well as the reduction of overall fleet size. Develop fleet renewal standards and as experience is gained with new technologies, adjust standards. Renew fleet to support a decrease in fuel consumption of 50% upon complete renewal of fleet.
Implementation (Status, Timeframe, Portfolio) • Confirmed • 2010 • Facilities Management and Development • Confirmed • Ongoing • Facilities Management and Development (Motor Pool)
39
4.3.2. Fleet Actions The U of C should implement actions aimed at reducing emissions related to fleet operation. Actions taken toward reducing these emissions are beneficial because there are secondary benefits like decreased fuel and maintenance costs. The description of such actions is given below: Table 41 - Fleet Actions Action
Description
Fleet Acquisitions
Explore partnerships to enable a full fleet replacement to low-emission/alternative 44 fuel vehicles. Fleet fuel efficiency standards should be no less than that of CAFC .
Fleet Maintenance
Implement a fleet maintenance plan to ensure vehicles run at optimum efficiency. Improved vehicle upkeep to support 15% decrease in fuel consumption.
Fleet Share and Rationalization
Implement actions such a job site trailers, shuttle services, commuter shuttle integration, and vehicle sharing. Decrease the overall fleet size and encourage behavioural shift to select modes of transportation like walking and cycling. Reduction in fleet size to achieve fuel consumption reduction of 50%. Provide education and information on the consequences of idling Provide branded signage and bumper stickers to enhance the No-Idle Program. Discourage idling through a system of warnings and infraction tickets.
Idle-Free
44
Implementation (Status, Timeframe, Portfolio) • Under Consideration • 2011 • Facilities Management and Development • Confirmed • 2010 • Facilities Management and Development (Motor Pool) • Under Consideration • 2011 • Facilities Management and Development (Motor Pool) • Confirmed • 2010 • Facilities Management and Development, Finance and Services (Supply Chain Management), Student Enrolment Services (Transportation & Parking Services)
Transport Canada, “The FCP – A Brief History,” Transport Canada. [Online]. Available: http://www.tc.gc.ca/eng/programs/environment-fcp-history-630.htm (Accessed July 30, 2010).
40
4.3.3. External Contract Fleet The U of C does not have direct control over the operation of contracted fleet vehicles, and therefore is not responsible for related GHG emissions. However, the U of C does have the capacity to influence the delivery of external services, and in doing so can reduce GHG emissions and traffic impacts on campus. Though emissions from external fleet are relatively small compared to other transportation categories, actions can be taken to influence the operation of vehicles on campus belonging to contractors such as Thyssen Krupp, Chartwells, and Simplex. Table 42 summarizes actions related to contracted fleet: Action Participation in No-Idle Program
Table 42 - External Fleet Actions Description Require and enforce external contract fleet to comply with the U of C NoIdle standard through contract requirements, education and outreach, and infraction enforcement.
Fleet Management Programs
Express preference for service providers with Fleet Management Programs.
Service Expectations
Evaluate delivery service use frequency. Reduce the total number of delivery trips made on campus.
Delivery Vehicle RightSizing
Use delivery vehicles appropriately sized based on the load being delivered.
Implementation (Status, Timeframe, Portfolio) • Confirmed • Fall 2010 • Finance and Services (Supply Chain Management), Student & Enrolment Services (Transportation & Parking Services) • Under Consideration • TBD • Finance and Services (Supply Chain Management), • Proposed • TBD • TBD • Proposed • TBD • Finance and Services (Supply Chain Management),
41
4.3.4. Courier Services Courier services are currently not centrally coordinated. Multiple courier trips are made to campus each day by a number of courier service providers. Similar to external contract fleet, The U of C does not have direct control over the operation of courier services, and therefore is not responsible for related GHG emissions. The U of C does, however, have the capacity to influence the management of courier services to campus. Though emissions from courier services are relatively small compared to other transportation categories, actions can be taken to influence the operation of courier vehicles on campus and reduce local traffic impacts. Table 43 summarizes actions related to courier services on campus: Action Courier Management Policy
Participation in No-Idle Program
Table 43 - Courier Service Actions Description Implement preferred vendor contracts for courier services (local, national, international destinations). Work with preferred vendors to establish efficient pick-up and delivery schedules to reduce traffic. Develop strategic drop box locations for preferred couriers for outbound volume. Establish effective communication strategy to educate University Community. Encourage faculties and departments to evaluate courier service needs. Require and enforce courier service provider compliance with the U of C No-Idle standard through contract requirements, education and outreach as well as enforcement.
Implementation (Status, Timeframe, Portfolio) • Under Consideration • 2015 • Finance and Services (Supply Chain Management), • • •
Fleet Management Programs
Express preference for use of service providers with fleet management Programs.
• • •
Courier Vehicle Right-Sizing
Encourage use of courier vehicles appropriately sized based on the load being delivered and/or implement centralized pickup in order to warrant use of larger courier vehicles.
• • •
Confirmed 2010 Finance and Services (Supply Chain Management), Student & Enrolment Services (Transportation & Parking Services) Under Consideration 2015 Finance and Services (Supply Chain Management), Under Consideration 2015 Finance and Services (Supply Chain Management),
42
4.3.5. GHG Reduction Potential The actions above can have a measurable impact on reducing transportation emissions. As planning progresses, quantification of emission reduction potential and cost considerations can be confirmed. For actions that can be quantified at this time, the cumulative reduction potential is shown below: Table 44 - Identified Fleet Emission Reductions 2015 Annual GHG 2020 Annual GHG Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) Fleet Renewal (50% increase in fuel efficiency) (60) (100) Fleet Maintenance (15% increase in fuel efficiency) (60) (60) Fleet Share and Rationalization (50% decrease in (90) (170) fuel consumption) TOTAL (210) (330) Action
2050 Annual GHG Reduction Potential (metric tonnes CO2e) (350) (50) (150)
Timeline
(550)
-
2010 2012 2020
The total emission reductions are a sum of the result of fleet actions, and include a reduction in fuel consumption from maintenance, sharing and rationalization, and fleet renewal 45. Figure 22 shows the quantified reductions that cumulatively achieve a 66% reduction by 2050.
700 600
Fleet Renewal
500
Fleet Maintenance
400 Fleet Share and Rationalization
300
Total Fleet Emissions
148
0
172
100
269
200 437
GHG Emissions (metric tonnes CO2e)
800
2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year Figure 22 - U of C Projected Fleet Greenhouse Gas Emission Reductions
The U of C will implement the actions outlined above, as well as maintain a policy to adopt programs and infrastructure as new concepts and technology become available, and as resources allow. The University will strive to make purchasing policies more stringent in regard to fuel efficiency and emissions, and policies will be re-evaluated as experience is gained with new technology.
45
See Appendix A for details.
43
44
5. Paper Purchasing and Organic Waste Contents Paper Purchasing ...........................................................................................................................................48 Paper Purchasing Actions.................................................................................................................................................. 49 GHG Reduction Potential .................................................................................................................................................. 50 Organic Waste ................................................................................................................................................50 Organic Waste Actions ...................................................................................................................................................... 52 GHG Reduction Potential .................................................................................................................................................. 53
45
In fiscal year 2008/2009, the U of C’s total paper purchasing and organic waste related greenhouse gas emissions were 2,700 metric tonnes CO2e. Based on projected institutional growth rates 46 and current practices, by 2050, emissions in this category are expected to reach 3,650 metric tonnes CO2e in the absence of action to reduce emissions. Paper purchasing and organic waste emissions are described as follows: 1. Paper Purchasing: Emissions embodied in purchased paper 47. 2. Organic Waste: Emissions resulting from the decomposition of organic waste 48. Decomposition produces methane, a greenhouse gas with a Global Warming Potential (GWP) 21 times greater than that of carbon dioxide.
4000 3500 3000 2500 2000 1500 1000 500 0 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
GHG Emissions (metric tonnes CO2e)
Figure 23 shows the paper purchasing and organic waste GHG emission growth trajectory without further emission reduction actions:
Fiscal Year Total Paper Purchasing Emissions (Scope 3) Total Organic Waste Emissions (Scope 3) Figure 23 - U of C Paper Purchasing and Organic Waste Projected Greenhouse Gas Emission Growth
The Paper Purchasing and Organic Waste category encompasses actions aimed at reducing GHG emissions related to the purchasing of paper products and the disposal of waste on campus. By following the actions outlined below, the U of C could decrease the total emissions projected for 2050 to 56% below 2008 levels. Figure 24 shows the potential reduction.
46
See Appendix A. Emission coefficients derived from the Clean Air Cool Planet Campus Carbon Calculator: Clean Air Cool Planet, “Campus Carbon Calculator,” Clean Air Cool Planet. [Spreadsheet]. Available: http://www.cleanaircoolplanet.org/toolkit/inv-calculator.php (Accessed July 30, 2010). 48 Emissions coefficients based on: S. Eggleston, L. Buendia, K. Miwa, T. Ngara, & K. Tanabe, “2006 IPCC Guidelines for National Greenhouse Gas Inventories,” IPCC, Vol. 5. Japan: IGES 2006. 47
46
4000
2000 1500 1000
2050: 56% Below 08/09
2500
2020: 41% Below 08/09
3000
2015: 23% Below 08/09
GHG Emissions (metric tonnes CO2e)
3500
500 0
Fiscal Year Total Paper Purchasing & Organic Waste Emissions
Waste: Paper & Cardboard Diversion Increase
Paper: Recycled Content Purchasing Policy
Waste: Organics Diversion Increase
Figure 24 - U of C Paper Purchasing and Organic Waste Greenhouse Gas Emission Reduction Wedge Diagram
Based on the cumulative GHG emission reduction potential of the actions described below, the following are viable institutional goals for the U of C: Table 45 - GHG Reduction Goals
Year 2015 2020 2050
Percent Reduction Below 2008/2009 FY 23% 41% 56%
Reduction (metric tonnes CO2e) Scope 3 emissions (750) (1,350) (2,475)
47
5.1. Paper Purchasing In fiscal year 2008/2009, the University purchased 430,000 pounds ($386,000) of copy paper products, contributing 550 metric tonnes CO2e to the U of C’s Scope 3 greenhouse gas emissions. Given predicted institutional growth 49, paper use is projected to be 585,000 pounds by 2050, resulting in emissions of 750 metric tonnes CO2e. Paper is used by academic departments, operations business units, the U of C Imagine Printshop, and the University Bookstore. It is purchased from preferred suppliers as needed without a mandated recycled content purchasing standard. However, there is a voluntary migration toward the use of 30% and 100% post consumer (PC) recycled paper, as well as a goal to establish eventual mandatory PC recycled paper purchasing standards. The 2010 Climate Action Plan (CAP) does not address emissions resulting from other forms of institutional purchasing like food or furnishings. This is due to the limitations in availability of standardized data and methodologies for calculating emissions of these products. The next update of the CAP and U of C Greenhouse Gas Inventory is anticipated to include some of these purchasing categories. In the interim, the U of C continues to undertake sustainability related initiatives during procurement of these items (i.e. use of local food where available and preferences for furnishings manufacturers with a demonstrated commitment to sustainable practices) and will endeavour to expand purchasing metrics to aid GHG monitoring and reporting. Past and current initiatives to reduce paper consumption on campus are summarized in Table 46. The cumulative benefit of these initiatives has been a reduction of 16 million sheets over the past three years. Migration to Multi-Function Devices
Offer Recycled Content Paper
Behavioural Change Program: Erase the Waste
49
Table 46 - Current Paper Purchasing Initiatives Partnership with Xerox/Project Imagine to migrate university clients from desktop, non-networked printers to multi-function devices (MFDs), which provide double-sided print, scan, fax, and copy functions with one machine. Current migration is at 90%. In 2006/2007, paper consumption went from 72 million sheets annually to 56 million. In 2007, U of C's paper supplier, Grand & Toy, began offering both 30% and 100% recycled content papers. In April 2009, the price of 30% PC recycled content and Sustainable Forest Initiative (SFI) copy paper was negotiated to be nearly equal to virgin content paper. Prior to the price decrease, 4% of total paper purchased on campus was recycled content paper. In 2009/2010 the percentage of PC recycled paper purchased increased to 12%. Information and awareness campaign to reduce printing and purchase PC recycled and SFI paper.
Growth projection based on estimated student enrollment growth rate of a 3%, four year growth rate to a 35,000 full load equivalent in 2050. Based on 2010-2014 Environmental Scan growth projections.
48
5.1.1. Paper Purchasing Actions The following actions have been identified to limit the impact that the U of C’s paper purchasing has on the environment as well as to limit overall paper consumption: Action Paper Strategy
Paper Procurement
U of C Course Calendars Equipment
Personal Printer Operating Standard Printshop Standards
Education and Awareness
Policy
50
Table 47 - Identified Paper Purchasing Actions Description Implementation (Status, Timeframe, Portfolio) • Identify potential areas for paper consumption reductions • Proposed considering progress that has already been made. Set • Near term institutional paper use reduction targets. • TBD Supply Chain Management Paper Standard: • Proposed • Negotiate a volume discount on 30% post consumer (PC) • Near term recycled paper and mandate 30% PC recycled paper as • Finance and Services (Supply Chain Management) minimum standard across campus by 2012. • Negotiate a volume discount on 100% PC recycled content in anticipation of mandating 100% PC as minimum standard by 2015. • As an alternative to virgin content paper, consider offering High Yield Business paper. High Yield uses a mechanical pulping process rather than a chemical process, which effectively uses 90% of the tree weight rather than 45% in traditional business 50 paper . • Distribute course calendars electronically, and when printing is • Proposed necessary, use recycled content paper. • Near Term • Finance and Services (Supply Chain Management) • Migrate remaining 10% of clients on campus still using single • Proposed function, non-networked devices, to Multi-Function Devices. • Near-term • Set all devices to duplex printing. • Finance and Services (Information Technologies, Supply Chain Management) • Phase out of personal desktop printers. • Proposed • Education and outreach to gain voluntary compliance in the • Near term interim. • Finance and Services (Supply Chain Management) Address Imagine Printshop Standards: • Proposed • All documents printed on minimum 30% recycled content • Near term paper by 2011 • Finance and Services (Supply Chain Management) • All University business cards printed on 30% or 100% recycled content paper by 2011 • All documents printed on minimum 100% recycled content by 2015 • All external publications will be printed on 100% recycled content paper by 2011. • Use education and awareness to facilitate behavioural change • Proposed in campus community in regard to printing. Make information • Near-term / 2011 such as sustainable procurement options available to • Finance and Services (Supply Chain Management), departments, faculties, and business units. Facilities Management and Development (Office of Sustainability) Supply Chain Management (SCM) Sustainability Policy: • Confirmed • Develop Supplier Code of Conduct that sets performance • 2011 expectations for U of C suppliers with the goal of reducing GHG • Finance and Services (Supply Chain Management), emissions associated with products from those suppliers. Facilities Management and Development (Office • Adopt sustainability principles to guide SCM activities. of Sustainability)
Xerox Global Services: Office of Sustainability Information Request, June 2010, p.7.
49
5.1.2. GHG Reduction Potential The GHG reduction potential of the above actions is summarized in Table 48 51: Table 48 - Identified Paper Related Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) Paper: Purchase all 100% PCC by 2015 (100) (220) (275) Action
Timeline
2015
The overall reduction potential of the actions proposed for paper purchasing is shown in Figure 25 on Page 53. It is also anticipated that the above actions will generate a reduction in GHG emissions from the decrease in paper consumption on campus. However, this reduction will not be quantified until a detailed study regarding the U of C’s paper use has identified potential areas of improvement. Future progress toward decreasing overall paper use will provide data to predict changes that further actions will make.
5.2. Organic Waste The U of C generated over 5,600 tonnes of solid waste in fiscal year 2008/2009. Approximately 2,300 tonnes are organic based52: leaf and yard waste, food, and paper and cardboard53. If not properly recycled or composted, organic waste has the potential to generate methane, a greenhouse gas with a global warming potential 21 times greater than that of carbon dioxide. In fiscal year 2008/2009, approximately 1,000 tonnes of organic solid waste went to the landfill, generating over 2,100 metric tonnes CO2e 54. Table 49 shows the size of each organic waste stream in 2008/2009. Based on projected institutional growth rates 55 and current waste disposal practices, by the fiscal year 2050/2051, emissions resulting from waste disposal are expected to reach 2,900 metric tonnes CO2e 56 in the absence of new actions to reduce emissions. Waste Stream Leaf and Yard Waste Paper and Cardboard Organic Food Waste Total
Table 49 - Organic Solid Waste Total (metric tonnes) Diverted (metric tonnes) 561.04 561.04 1187.22 712.33 555 16.65 2303.26 1290.02
% Diverted 100 60 3 56
To Landfill (metric tonnes) 0 474.89 538.35 1013.24
51
See Appendix A for calculations. Note: non-organic waste streams may also represent an opportunity for the U of C to reduce scope 3 emissions, but are not covered within the scope of this Climate Action Plan. 53 Solid Waste Tracking Tool, 2008/2009, U of C Facilities Management. 54 Emission coefficients based on: S. Eggleston, L. Buendia, K. Miwa, T. Ngara, & K. Tanabe, “2006 IPCC Guidelines for National Greenhouse Gas Inventories,” IPCC, Vol. 5. Japan: IGES 2006. 55 Growth projection based on estimated student enrollment growth rate of a 3%, four year growth rate to a 35,000 full load equivalent in 2050. Based on 2010-2014 Environmental Scan growth projections. 56 Emission coefficients based on: S. Eggleston, L. Buendia, K. Miwa, T. Ngara, & K. Tanabe, “2006 IPCC Guidelines for National Greenhouse Gas Inventories,” IPCC, Vol. 5. Japan: IGES 2006. 52
50
All leaf and yard waste is diverted from landfill and composted on campus, and about 60% of paper and cardboard on campus is diverted and sent to a municipal recycling facility. In 2008, a pilot project was launched to capture organic food waste, and in 2008/2009, about 3% of food waste was diverted to post consumer compost. Below are actions the University has undertaken to reduce the GHG emissions attributed to organic waste: Trash Bash 2007 Solid Waste Tracking Tool Eat Dirt
Post-Consumer Food Waste Pilot
Pre-Consumer Food Waste Pilot
Leaf and Yard Waste
Paper and Cardboard
Table 50 - Current Organic Waste Initiatives First ever waste audit conducted to determine the composition of the U of C waste stream and the relative size of each waste stream. Launched in 2008, all waste streams are tracked and logged on a quarterly basis. Student pilot project launched in Fall 2008. Funded by the Students’ Union, volunteers collected organics from three food vendors and two post-consumer collection bins. Waste was sorted and weighed. In 2009, the post-consumer organics collection program began at select locations. Included installation of new collection bins and an in-vessel composter on campus. Collected organics are transported to the University's in-vessel composter, which optimizes composting environment conditions. Finished compost material is used on university grounds. In 2009, the University began phasing in composting to all food service vendors across campus. The Den/Black Lounge, the Dining Centre, and vendors in ICT have already started composting. Organics from the program are taken to the City of Calgary's windrowing facility where they are composted and the finished compost is used in city green spaces. From grass mulching and composting to leaf and branch composting the U of C has been diverting organic materials from its grounds for decades. The University diverts more than 500 tonnes of “yard” waste each year. The University uses the finished compost on campus grounds completing the circle. The U of C diverts a large portion of paper and cardboard waste from landfill (60% in 2008/2009)
51
5.2.1. Organic Waste Actions Moving forward, the U of C has identified the following actions to reduce GHG emissions from Organic Waste: Action Institutional Waste Diversion Goal: “80/20 by 2020”
Recycling and Solid Waste Management (RWM)Plan
Recycling and Waste Infrastructure
Post-Consumer Food Waste
Table 51 - Identified Organic Waste Actions Description Implementation (Status, Timeframe, Portfolio) Set a target to divert 80% of all solid waste by 2020, in alignment • Confirmed with the City of Calgary’s waste diversion goals. To achieve this • Fall 2010 target, the University will reduce the total amount of waste it • Facilities Management and Development produces, and divert as much of the remaining waste streams as possible. The lower the total tonnage of waste produced, the more feasible it will be to divert 80%. The 80/20 by 2020 goal is intended to divert organic waste as well as other types of waste in the waste stream. This includes recycling of e-waste, car batteries, toner cartridges, tires, fluorescent bulbs, beverage containers, engine oil, filters, antifreeze, cooking oil, shrink wrap, wood, scrap metal, dismantled furniture and wood pallets, which though may not generate a significant GHG emission reduction provide secondary benefits like the proper disposal of electronics and fluorescent bulbs. Multi-year plan will be developed to outline internal needs and constraints, benchmark external trends, and detail alignment of external service providers with internal systems. The RWM Plan is intended to support the 80/20 by 2020 goal. Further goals should be strived for, such as diverting 100% of organics and paper and cardboard. Develop and install multi-stream waste and recycling collection units throughout campus. Four streams to include: • Paper and cardboard • Organics • Refundables (cans and bottles) • Non-recyclable waste Collection infrastructure to be expanded in conjunction with new Recycling and Waste Infrastructure.
• • •
Confirmed Fall 2010 Facilities Management and Development
• • •
Confirmed Fall 2010, ongoing Facilities Management and Development, Students’ Union, Graduate Students Association, Student & Enrolment Services,
• • •
Confirmed Near term Facilities Management &and Development, Students’ Union Confirmed Near term Facilities Management and Development, Student & Enrolment Services, Students’ Union Proposed Mid term Facilities Management and Development
Pre-Consumer Food Waste
Expand collection to all campus food vendors.
• • •
Waste to Fuel
Evaluate the viability of gasification of organic waste to produce alternative energy in conjunction with the development of energy infrastructure for West Campus.
• • •
52
5.2.2. GHG Reduction Potential The GHG reduction potential of the above actions is summarized in Table 52 57: Table 52 - Identified Purchasing and Organic Waste Related Emission Reductions 2015 Annual GHG 2020 Annual GHG 2050 Annual GHG Reduction Potential Reduction Potential Reduction Potential (metric tonnes CO2e) (metric tonnes CO2e) (metric tonnes CO2e) Waste: Paper and Cardboard Diversion (80% by (250) (440) 2020) Waste: Paper and Cardboard Diversion (100% by (1,100) 2050) Waste: Organics Diversion (80% by 2020) (400) (700) Waste: Organics Diversion (100% by 2050) (1,100) TOTAL (650) (1,140) (2,200) Action
Timeline
2011 completion 2010 forward 2010-2020 Beyond 2020
Based on the identified strategies in the Paper Purchasing and Organic Waste section, the U of C has the potential to reduce emissions in 2050 from 3,650 metric tonnes CO2e to 1,175 metric tonnes CO2e; a 56% decrease from the 2008/2009 baseline. As further efforts are made to purchase more environmentally friendly goods and reduce waste, the greenhouse gas reductions that can be achieved will also increase. Figure 25 shows the cumulative GHG reduction potential of the quantified paper purchasing and organic waste actions:
Waste: Organics Diversion Increase
3500 3000 2500
Paper: Recycled Content Purchasing Policy
2000 1500 1,190
0
1,599
500
2,080
1000 2,691
GHG Emissions (tonnes CO2e)
4000
2008/2009 2015/2016 2020/2021 2050/2051 Fiscal Year
Waste: Paper & Cardboard Diversion Increase
Total Paper Purchasing & Organic Waste Emissions
Figure 25 - U of C Paper Purchasing and Organic Waste Projected Greenhouse Gas Emission Reductions
It also is important to note that greenhouse gas emission reductions are not the sole motivation of changing purchasing standards, reducing waste and composting of waste. For example, reduced paper consumption decreases institutional expenses and mitigates deforestation and habitat loss associated with resource extraction. Composting and the use of compost on campus adds valuable nutrients to campus soil structures, reduces transportation emissions from hauling of materials to other sites, etc. By following through with the actions discussed, as well as continually implementing further actions as opportunities become available, the U of C can achieve significant reductions in greenhouse gas emissions related to paper purchasing and organic waste. Based on the above, a viable institutional goal for reductions in greenhouse gas emissions is 56% below the 2008/2009 baseline. 57
See Appendix A for calculations
53
54
6. Teaching, Research, and Service Contents Teaching ............................................................................................................................................................... 58 Research ............................................................................................................................................................... 62 Service .................................................................................................................................................................. 68
55
The academic direction of the U of C is informed by Academic Foundations 58, the institution’s guide for strategic planning and decision making. The document identifies education, research, scholarship and creative activity as the core activities of the U of C: • • •
Education providing the highest and most current knowledge to our students, stakeholders and communities; Research and scholarship disseminated to a community of peers around the world, and applied for the benefit of humankind and the natural world; and Creative activity enhancing our world with an impressive range of integrative practices and expressions that cross our institutional boundaries, sustain and vivify our cultural past, and shape our cultural world for generations to come.
Education, research, scholarship and creative activity related to sustainability is ongoing across nearly all faculties in the university. Where there is consensus, and as appropriate, extending these activities would support the principles outlined in Academic Foundations: •
•
•
•
Student Success Academic programs that integrate sustainability prepare students for current and future career opportunities and meet society’s growing need for ecologically literate graduates. These opportunities will continue to grow as society increasingly calls for action on mitigating climate change. This involves formal curriculum in sustainability knowledge development and experiential learning opportunities to apply knowledge in real world settings, including co-curricular learning through student led sustainability initiatives. Excellence in Research, Scholarship and Creative Activity U of C’s Strategic Research Plan identifies the university’s research strengths and establishes Energy & Environment as one of three Institutional Research Development Priorities based on areas in which the U of C is poised to demonstrate, or is already demonstrating, excellence at the national or international level. Interdisciplinary Education and Research The complexity of sustainability is addressed at the U of C by taking an interdisciplinary and multi-disciplinary approach to education and research. Interdisciplinary curriculum is advanced by offering combined degrees, multi-faculty minors, concentrations, and other collaborative programming. Interdisciplinary research involving multi-departmental and multi-faculty collaboration continues to be enhanced and expanded. The goal of achieving a healthy, just, and sustainable society challenge us individually and collectively to better understand the ecosystem and atmosphere upon which life on earth depends and the complex interdependencies of our social, economic and political systems. Return to Community The U of C provides “…highly qualified personnel and makes the results of its research, scholarship and creative activity publicly available. As a public university, the U of C welcomes this service role as it attempts to respond to societal needs, not only locally and provincially, but also nationally and internationally.” 59 Collaboration with community and community service learning fosters civic engagement, accelerates the transfer of knowledge, and enables collective action for meaningful scales of change in support of sustainability.
58
University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010). 59 University of Calgary, “2009-13 Business Plan,” University of Calgary, pp.19. [Online]. Available: http://www.ucalgary.ca/provost/files/provost/2009-13-Business-Plan.pdf (Accessed August 4, 2010).
56
The Calgary Context Calgary is the energy capital of Canada, the 6th largest exporter of oil in the world and the 3rd largest exporter of natural gas 60, home to the headquarters of every major oil and gas company in the country, the industry’s major trade associations, and the National Energy Board 61. Calgary-based energy companies drive $75 billion of the $108 billion of major energy-related projects in the province 62. Calgary is also at the forefront of renewable energy development. Over 40% of Canada’s current wind power capacity has been installed by, or in partnership with, Calgary businesses 63. Canada is second globally in hydro power generation capacity, and hydro power makes up nearly 8% of Alberta’s current generation capacity 64, with several projects being undertaken by Calgary-based companies to expand that capacity. Other Calgary firms are advancing solar, biomass, fuel cell and nuclear technologies 65. As the energy sector increases its focus on emissions reductions, further leadership from the U of C will be needed and sought as a critical partner in the development of knowledge and the preparation of students for the unique challenges and opportunities in this area. U of C Leadership The U of C is uniquely positioned to be a North American leader in mitigating GHG emissions and finding solutions to climate change, and has established a critical mass of researchers in energy, environment, and other fields in support of this. Sustainability of Energy and Environment is identified as a research strength across the university in U of C's Strategic Research Plan, and consequently Energy and Environment was designated as an Institutional Research Development Priority 66. The programs that comprise this area have formed interdisciplinary research teams in collaboration with the best researchers and universities in Canada and the world. The summary of initiatives mentioned in the following sections demonstrates the U of C’s leadership potential in mitigating climate change.
60
British Petroleum, “BP Statistical Review of World Energy: June 2010,” British Petroleum. Available: http://www.bp.com/productlanding.do?categoryId=6929&contentId=7044622 (Accessed August 4, 2010). 61 Calgary Economic Development, “Calgary: Canada’s Energy Capital – Energy Sector Profile,” Calgary Economic Development. Available: http://www.calgaryeconomicdevelopment.com/files/Sector%20profiles/CED_EnergySectorProfileFINAL.pdf (Accessed August 4, 2010) 62 Calgary Economic Development, “Energy Overview,” Calgary Economic Development. Available: http://www.calgaryeconomicdevelopment.com/keyIndustries/Energy/energyOverview.cfm (Accessed August 4, 2010) 63 1514 MW (652 MW in Alberta and 862 in other provinces) over wind power generation capacity has been installed by Calgary companies. Total capacity for Canada is 3,472 MW. http://www.canwea.ca/farms/wind-farms_e.php. See also, http://www.canwea.ca/pdf/CanadaCurrentInstalledCapacity.pdf. 64 Calgary Economic Development, “Calgary: Canada’s Energy Capital – Energy Sector Profile,” Calgary Economic Development, pp.37. Available: http://www.calgaryeconomicdevelopment.com/files/Sector%20profiles/CED_EnergySectorProfileFINAL.pdf (Accessed August 4, 2010) 65 Calgary Economic Development, “Calgary: Canada’s Energy Capital – Energy Sector Profile,” Calgary Economic Development, pp.36. Available: http://www.calgaryeconomicdevelopment.com/files/Sector%20profiles/CED_EnergySectorProfileFINAL.pdf (Accessed August 4, 2010) 66 University of Calgary, “University of Calgary Strategic Research Plan: January 2010,” University of Calgary, pp.13. [Online]. Available: http://www.ucalgary.ca/vpr/files/vpr/SRPv14-2010-with-exec-summary.pdf (Accessed Aug.4, 2010)
57
6.1. Teaching The U of C offers learning opportunities through formal curriculum and experiential learning according to its guiding principles 67, and in response to “… societal needs for a steady supply of highly qualified personnel, providing intellectual leadership, and contributing to community development.” 68 Detailed below, the U of C provides students not only with an understanding of general principles of sustainability, but also provides opportunities to develop knowledge in energy, greenhouse gas management and other climate change related topics. Curriculum 15 faculties offer more than 200 sustainability related courses, a significant portion of which address energy and environment. Several degree offerings, minors, specializations and concentrations provide students the opportunity to develop knowledge and gain experience in sustainability and energy management 69: Faculty
Education Environmental Design Haskayne School of Business Kinesiology Law Medicine Nursing Schulich School of Engineering Science Social Work Continuing Education Arts Communications and Culture Fine Arts Humanities Social Sciences
Table 53 - U of C Sustainability Related Curriculum Sustainability Graduate Undergraduate Courses Majors
10 24 33 3 3 10 7 23 63 16 32 79 29 5 12 33
4 3
5
2
1
5 1
Undergraduate Minors, Specializations Concentrations
and
3
2 2 1
2 1
1
Experiential learning The U of C supports experiential learning, enabling students to connect their formal learning to practical experience, and giving students the “opportunity to integrate abstract, conceptual knowledge into concrete applications, leading to broader, more enduring learning outcomes.” 70 Experiential learning varies widely, and includes workplace learning, client-based projects, community service learning, undergraduate research, peer mentoring and cocurricular activities related to course goals. Each of these types of learning opportunities is an effective means of advancing sustainability education at the U of C.
67
University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010). 68 University of Calgary, “2009-13 Business Plan,” University of Calgary, pp.5. [Online]. Available: http://www.ucalgary.ca/provost/files/provost/2009-13-Business-Plan.pdf (Accessed August 4, 2010). 69 Counts based on submissions for the 2009 U of C Sustainability Course Inventory and 2010 U of C Sustainability Curriculum and Research Inventory. 70 University of Calgary, “Experiential Learning,” University of Calgary. [Online]. Available: http://comcul.ucalgary.ca/experientiallearning (Accessed: August 4, 2010)
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Co-curricular Co-curricular activities are experiential learning opportunities occurring outside of the classroom, lab, practica, or internship. At the U of C several university initiatives and over 200 student groups offer co-curricular activities that promote student engagement. Many of these address reducing greenhouse gas emissions and sustainability in general, one of many examples being the Urban Calgary Students’ Association’s tour of the Drake’s Landing Solar Community in Okotoks last year. 71 In 2009 the U of C Co-Curricular Record was launched in partnership with the Students’ Union. The first in Western Canada, it is the university’s official document recognizing students’ out-ofclass experiences. Since its launch, over 6000 students have registered. Faculty of Environmental Design (EVDS) Climate change is a core component of the teaching programs in the Faculty of Environmental Design, with 24 courses related to sustainability: 1) In the Master of Architecture Program the focus is on sustainability in the built environment (buildings and cities). Lectures courses offer both basic and advanced best practices for reducing green house gas emissions and responding to climate change through the design of buildings and their systems. Students then put these concepts into practical application within the design studio courses. 2) In the research based Master of Environmental Design Program the focus is on sustainability issues at the city, regional, and landscape scale. The theme for this year’s interdisciplinary seminar (90+ students) is energy and society and will include climate change discussion as it relates to design of the human environment. 3) The anticipated Masters of Environmental Design (Planning) Degree Program will have a strong focus on environmental planning including planning for low carbon communities and adaptation to climate change. Haskayne School of Business The Haskayne School of Business at the University of Calgary is a progressive and innovative business school with an international reputation for influencing the practice of management and leadership through quality teaching and research. The Haskayne MBA program was rated second in Canada by Corporate Knights for the integration of environmental and social issues, and undergraduate programs were rated third 72: 1) The Global Energy Management and Sustainable Development (GEMS) MBA prepares students for decisions and planning within the global energy industry and covers management processes of particular significance to energy enterprises. 2) The Global Energy Executive MBA was formally announced in Summer 2010 in partnership with IHS Cambridge Research Associates. Beginning Summer 2011, the 18 month program will see high potential executives participating in five modules located in key energy centres around the world 73. Participants will build a strong knowledge base on key climate change and sustainability issues and develop perspectives on the impact of potential solutions by engaging in energy industry-related lectures, case study analyses, team projects, executive panel discussions, site visits, networking events and simulations. 3) The Corporate Social Responsibility Sustainable Development Program (CSR-SD) is offered to all Haskayne undergraduates. Coordinated by the Commerce Undergraduate Society in partnership with faculty advisors, this
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For more information on the experiential learning opportunities offered by the Urban Calgary Students’ Association and other student groups, see the Student Leadership section. 72 Corporate Knights 2010 Report: http://www.corporateknights.ca/special-reports/68-knight-school-guide/598-knight-schools2010.html 73 Global Energy Executive MBA: http://www.energyemba.com/
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certificate provides core materials on corporate social responsibility in sustainable development to build on the foundations of the Bachelor of Commerce program 74. 4) The Interdisciplinary Master’s Degree in Sustainable Energy Development is the only program of its kind in North America offering an integrated, comprehensive education relating to sustainable energy development in the broadest sense. This program is designed to provide a technical background while giving a balanced education with instruction in the areas of law business, engineering and environmental design. The program is taught by Haskayne in conjunction with Schulich School of Engineering, Faculty of Environmental Design and Faculty of Law. The program is offered at the U of C and the Universidad San Francisco de Quito in Quito, Ecuador. Schulich School of Engineering Corporate Knights rated Schulich School of Engineering 1st in Canada out of 36 schools for its initiatives pertaining to social and/or environmental impact management 75. Schulich is home to the Centre for Engineering Research and Education (CEERE) which offers programs in: 1) The Energy and Environment (ENEE) undergraduate degree specialization is accessible to students registered in any of the five engineering departments. It provides interdisciplinary knowledge of direct and indirect environmental impacts of energy-related activities, including its exploration, generation, production, storage, transformation, transportation, transmission, usage and recovery. 2) Environmental Engineering (ENEN) is a multi-disciplinary graduate program specialization. Numerous courses are offered by CEERE faculty members that cover energy use impacts on climate, greenhouse gas emissions monitoring and control, impacts and adapting to climate change, sustainable development methodologies, and alternate (renewable) energy sources. Both programs are interdisciplinary with participation from all five engineering departments as well as other Faculties. The multidisciplinary approach is a major strength and provides students with a detailed and more complete understanding of the issues surrounding this complex problem. Looking forward course offerings will continue to increase the emphasis on energy efficiency and adaptation to climate change. CEERE, being an academic centre with the primary focus of teaching and research in environmental engineering and science, has a mandate to produce future leaders capable of identifying and managing environmental and sustainability issues. Over the last 14 years, CEERE and associated engineering departments have graduated more than 100 professionals who are contributing immensely to the environmental well being of Canadian society, some of which hold key positions in corporations, government and consulting industry. Faculty of Science Students are offered a rich experiential learning tableau and an array of inter- and multi-disciplinary experiences: 1) The Environmental Science Program (offered in conjunction with the Faculty of Arts) emphasizes learning in a multi-disciplinary approach to understanding environmental issues facing society. 2) The Natural Sciences Program is aimed at students with a broad interest in science and wish to emphasize the fundamental importance of a multi-disciplinary approach. Within this approach students gain substantial expertise in two areas, one of which is the Energy Science concentration which examines trends in alternative energy sources and how they can become viable means of energy for the future.
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Corporate Social Responsibility Sustainable Development Program: http://www.ucalgary.ca/~cus/ProgramsCSR-
SD.html Corporate Knights 2010: http://www.corporateknights.ca/special-reports/68-knight-school-guide/598-knight-schools-2010.html
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3) Over 63 courses related to sustainability are offered, include many intended for non-science students who wish to improve their science literacy. Institute for Sustainable Energy, Environment and Economy (ISEEE) ISEEE’s Energy and Environmental Systems (EES) Group is the University’s centre for applied work on issues that arise at the intersection of energy systems and the environment, and supports problem-driven, policy-relevant interdisciplinary research. It is the goal of the EES Group to provide students the foundation for tackling real-world problems which demand not only disciplinary knowledge, but also the ability to collaborate effectively across and between disciplines. The EES Group offers the Energy and Environmental Systems interdisciplinary graduate specialization, which enables students to research problems arising from the interaction of energy systems with the social and natural environments that surround them. The specialization consists of a set of four core EES courses that are completed in addition to the requirements of their home graduate program, and students in research-based programs (MSc/PhD) in any one of ISEEE’s partner Faculties and Schools are eligible for the specialization. Specifically, the courses are: EESS 601 (Introduction to Energy and Environmental Systems); EESS 603 (Project Course); EESS 605 (Graduate Seminar); and EESS 607 (Tools for Systems Analysis). The Project Course in particular provides students with an experiential learning opportunity, as they work together on project teams to respond to a specific real-world problem for an external client. One group from the Fall 2009 class presented a final report entitled, “Reducing Greenhouse Gas Emissions in Calgary through Vehicle Technologies” to the City of Calgary. ISEEE is currently in the process of obtaining University approval for its own stand-alone research degree programs (MSc/PhD) in Energy and Environmental Systems.
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6.2. Research The U of C Strategic Research Plan identifies Energy and Environment as one of three Institutional Research Development Priorities, which “have the potential for groundbreaking discovery, measurable contributions to Canada, and for placing the University in a position of national and international leadership.” 76 Research in Energy and Environment is a disciplinary and interdisciplinary effort spanning faculties including, Science, Schulich School of Engineering, Environmental Design, Law, Haskayne School of Business, Social Sciences, Social Work, and the School of Public Policy. These collaborative partnerships are necessary to effectively address the complexity of sustainability issues and more specifically, climate change related issues. The U of C will be a leader in addressing climate change by transferring solutions to society. This includes broadly communicating new discoveries, technologies and the most current knowledge, building community partnerships, advancing public and regulatory policy, and facilitating commercialization and technology transfer. Faculty of Environmental Design (EVDS) The Faculty of Environmental Design has a long history of top level research in a variety of sustainability and climate change related issues. One of the Faculty’s six core research areas entitled “Sustainable Development and Design” includes a variety of research topics that engage greenhouse gas emission reduction and responses to climate change. These include the Cultural Dimensions of Sustainability, Industrial Ecology, Life cycle Assessment, Design for Environment, Sustainable Buildings and Products, Sustainable Affordable Housing, Adaptive Reuse, Open Building Systems, Green Building Design, Sustainable Planning and Climate Change, Sustainable Cities and Communities, and Low Carbon Communities. Jim Love advises design teams on leading edge building performance and has provided energy consultation services for the U of C’s LEED Platinum Child Development Centre and the Banff Community High School (the first LEEDcertified school in Canada), among others. Adaptation to climate change and abating the effects of human activity on climate change and the design of future environments are a key part of the research of Mary-Ellen Tyler and Mike Quinn in the Calgary region, Cormack Gates in the grasslands, and Marco Musiani on the effects of climate change on biodiversity. Getachew Assefa, the recently appointed Athena Research Chair in Life Cycle Assessment, is a leader in the use of life cycle assessment to measure the effects of climate change. Chris Hugenholtz joins the Faculty as the first recipient of the Cenovus Chair in Canadian Plains Mitigation and Reclamation Research and will be leading researching on the assessment, mitigation and reclamation activities associated with the exploration and development of oil and gas resources. Faculty of Law The Faculty of Law is an internationally recognized leader in resources, energy and environmental law, offering 21 courses in this specialization and facilitating research through the Natural Resources, Energy and Environmental Law Research group (NREELR). NREELR coordinates interdisciplinary collaboration and engages related institutions, the legal professions and the community. To further advance research and education in these expertise areas, the faculty is developing the Centre for Resources, Energy and Environmental Law (CREEL) to serve as an umbrella for a range of existing programs and new faculty initiatives in this critical legal field. This includes graduate programs, new chairs, research, scholarship, visiting scholars and speakers, a clinical environmental law program and continuing legal education. 76
University of Calgary, “University of Calgary Strategic Research Plan: January 2010,” University of Calgary, pp.13. [Online]. Available: http://www.ucalgary.ca/vpr/files/vpr/SRPv14-2010-with-exec-summary.pdf (Accessed Aug.4, 2010)
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Haskayne School of Business Located in Haskayne, the International Resource Industries and Sustainability Centre (IRIS) researches state-of-the art innovative management practices and their impacts on societal issues, both environmental and social. IRIS has identified the development and implementation of successful climate change mitigation and adaptation strategies as one of their research priorities. Research at IRIS is driven by several concurrent trends in resource-based industries in recent years: 1. There has been increasing pressure on organizations in these industries to use approaches that are more environmentally and socially acceptable than historical practices, and to deal with local communities, First Nations, environmentalists and others as legitimate stakeholders in resource development. 2. With the sustained high price of oil, the Alberta Oil Sands have become recognized internationally as the second most significant source of oil in the world after Saudi Arabia. Developing this resource in a socially acceptable manner is a major challenge. 3. The Western Canadian Sedimentary Basin, which formed the historical basis of the region's conventional energy wealth, is slowly becoming depleted. Canadian energy companies are looking globally for new sources of oil and gas to develop. These new sources offer greater productivity and are more often than not found in developing parts of the world and in environmentally and socially sensitive areas. The success of industry in these endeavours hinges on both technical prowess and skill at managing the environmental and social risks of these 'upstream' activities. Increasingly, companies operating in Canada are developing technical and managerial skills, with skills in managing environmental and social risks being a key success factor. School of Public Policy Launched in 2008, the School of Public Policy aims to provide a practical, global and focused approach to public policy research and education that builds policy capacity in government; enhances public policy discourse outside of government and brings a global perspective to bear on Canadian public policy theory and practice. 77 Environmental policy, designated as one of three key priority areas, will be the focus of Energy for Life, an innovative research and education program to expand the understanding of the energy and environmental sectors by policy makers, the public and regulators. The program will coordinate research and education in scientific, environmental and regulatory policy to encourage a more efficient, effective and informed approach to the debate around energy. 78 In coordination with the Canada School of Energy and Environment, Institute for Sustainable Energy, Environment and Economy, Haskayne School of Business, and the Faculties of Law and Social Sciences the Energy for Life program aims to improve understanding of the energy sector in the context of local, regional and Canadian economies, as well as the benefits and costs of various energy development strategies. Schulich School of Engineering Schulich’s research efforts related to climate change are focused around its Centre for Environmental Engineering Research and Education (CEERE). Faculty associated with CEERE conduct research on emissions of greenhouse gases and their mitigation, energy and material footprints and their minimization, lifecycle analysis of materials and products, development of advanced, sustainable and eco-friendly materials for different applications, biomass/waste 77
University of Calgary, “What is the School of Public Policy?” University of Calgary. [Online]. Available: http://policyschool.ucalgary.ca/about (Accessed: September 27, 2010)
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University of Calgary, “About the Energy for Life Program,” University of Calgary. [Online]. Available: http://policyschool.ucalgary.ca/node/81 (Accessed: September 27, 2010)
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to energy, and the minimization of energy use while making sure that low-cost energy sources (such as LEDs) are available in developing countries. Schulich professors also conduct research on carbon capture and sequestration as well as harvesting energy from renewable sources. Our top-class scientists and engineers are leading the way in developing technologies and systems that can be used in addressing different aspects of the U of C Climate Action Plan. Research is conducted with financial support from all levels of government as well as from the industry, eager to improve current practices and transition to more environmentally responsible and energy efficient practices. One such example is the Calgary Biocell project led by several CEERE faculty members. Jointly undertaken with the city of Calgary and local consultants, this award winning project has received considerable local and international attention because of its unique nature. The project focus is to develop and demonstrate technologies to maximize the resource potential of traditional waste by recovering energy, recyclables and compostable material and to extend the life of local existing landfill sites several folds. Further research is being undertaken to ensure we increase Canada’s capability to adapt to climate change. Faculty of Science Two of the Faculty of Science’s six research priorities relate to climate change: 1) Creating knowledge to develop technologies for clean and efficient use of energy resources; exploration for resources and improvement in extraction of hydrocarbon energy sources, non-hydrocarbon (biofuel, solar) and fuel cell energy sources, greenhouse gas capture and storage, petroleum microbiology, and modeling of financial systems for integrated resource management. 2) Exploring the environment and mitigating human impacts; aquatic and population ecology, hydrological systems, the changing Arctic environment, environmental contaminants. Eighteen researchers in the faculty and numerous onand off-campus collaborators are involved in some twenty-two projects related to sustainability and climate change issues. Many members of the Faculty of Science pursue sustainability and climate change related issues. Much of this occurs through participation in the Canada Research Council, U of C and faculty institutes as well as through external affiliations. Among the institutes that play a prominent role in these ventures are ISEEE, the Biogeoscience Institute, the Institute of Environmental Toxicology (IET) and the Institute for Subsurface Imaging (ISI). These institutes allow inter- and multi-disciplinary collaborations that transcend the campus community. Some examples include: • • •
Research on the electrochemistry of materials for fuel cells and related energy applications is being conducted by Dr. Viola Birss, Canada Research Chair, Tier I. The Faculty’s Biogeoscience Institute is a founding member of the National Ecological Observatory Network (NEON), a U.S. National Science Foundation entity. NEON is a continental-scale research platform for discovering and understanding the impacts of climate change, land use change, and invasive species on ecology. The Faculty of Science represents the University in the Western Canadian University Marine Sciences Society, owner and operator of the Bamfield Marine Sciences Centre (BMSC). Some students at BMSC have been fortunate to help with “truthing” of two nodes of Project NEPTUNE Canada (North-East Pacific Time-series Undersea Networked Experiments). NEPTUNE Canada is part of a Canada-U.S. venture to build the largest cablelinked ocean observatory. Some of the areas of Project NEPTUNE research that are significant to climate action are ocean-atmosphere interactions, methane and greenhouse gas cycling in the ocean, long-term changes in ocean productivity and pollution.
Collaborative, inter- and multi-disciplinary research platforms such as NEON and NEPTUNE are vital data gathering tools that are essential for enhancing societal understanding of the impacts of climate change and adaptation to change. 64
Canadian Institute of Resources Law The Canadian Institute of Resources Law is the leading national centre of expertise on legal and policy issues relating to Canada's natural resources since its establishment in 1979. A few examples follow: Jenette Yearsley together with Nigel Bankes, is conducting research under a contract from ISEEE on legal issues related to carbon capture and storage. Jenette Yearsley with Nigel Bankes and Trevor Ference received a contract from Natural Resources Canada to complete a project entitled “The Legal and Regulatory Treatment of Carbon Capture and Storage in North America: A Comparative Analysis”. The paper provides a comparative analysis of the merging regulatory treatment of CCS in North America. A key purpose of the paper is to compare the regulatory proposals in the US and Canada to regulate the underground injection of CO2. The Institute receives funding from the Alberta Law Foundation to undertake a project on Alberta’s Water for Life Strategy. The project involves research and publication on the fundamental legal rights and duties, and institutional relationships, which underlie Alberta’s Water for Life Strategy. The project consists of three modules. The first module has been completed and the paper entitled “Looking Through Cloudy Waters - A Historical Analysis of the Legislative Declarations of Crown Water Rights in Alberta” by Michael Wenig was published by the Institute in January 2010. With input from Owen Saunders, Michael Wenig has completed research on the second module regarding institutional relationships and has submitted a report. The third module is designed to draw out the implications of the first two modules. The Institute receives funding from the Alberta Law Foundation to undertake a project on legal and policy issues with respect to renewable energy and energy efficiency in Alberta. The purpose of the project is to address the legal and non-legal policy framework for alternative energy in Alberta in order to provide a basis for ongoing considerations by, and dialogue among, the public, government and industry officials, about what steps should be taken by government to promote alternative energy. The paper from the first module entitled “Is “Conservation” worth Conserving? – The Implications of Alberta’s “Energy Resource Conservation” Mandate for Renewable Energy” by Michael Wenig and Michal Moore was published in August 2007. Research for the second module on institutional barriers to Alternative energy in Alberta has been completed. The paper from the third module entitled “Wind Power and Renewable Energy in Alberta” was published in June 2010. Nickie Vlavianos has completed the fourth module entitled “The Regulation of Wind Power in Alberta: The Case of Municipalities”. The paper for the fifth module on fundamental rights and duties with respect to sources of renewable energy focusing particularly on solar power has also been completed. Institute for Sustainable Energy, Environment and Economy (ISEEE) The four key current research priorities that ISEEE is leading or engaged in (which are also the U of C’s Energy and Environment Priorities) are: 1) Low-emission Hydrocarbon Recovery and Processing To develop the insights and technologies that can be used to reduce the environmental footprint of our fossil fuel energy systems, including carbon-efficient recovery and processing, carbon capture and storage, improved water management and reduced toxins in the environment. This priority was significantly advanced when ISEEE, in conjunction with the Canada School of Energy and Environment, created Carbon Management Canada Inc. This new university-led, multi-partner research network, hosted by the U of C, is supported by $50M in federal and Alberta government funding. •
ISEEE is coordinating, at the request of U of C senior administration, the production of a document that defines the scope of, identifies the capacity for, and makes recommendations on the U of C’s fossil carbon management research strategy to the year 2010 and beyond. This document will be completed by the end of August 2010. 65
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ISEEE and the Canada School of Energy and Environment spearheaded a major initiative that led to the creation, in December 2009, of Carbon Management Canada (CMC). CMC is the first nation-wide, universityled research network that aims to accelerate Canada’s hydrocarbon energy sector toward a zero-carbon emissions future. The federal Networks of Centres of Excellence program and the Government of Alberta have each contributed $25 million toward the research network, which is hosted by the U of C. The network’s goal is to reduce greenhouse gas emissions from Canada’s fossil fuel industry by 80 per cent over the next two decades. David Keith, Schulich professor and director of ISEEE’s Energy and Environmental System Group, led the Wabamun Area Sequestration Project (WASP), which began in early 2008 and was completed in summer of 2009. Alberta’s energy industry partnered with top researchers from the U of C on the largest-scale geological study in Canadian history for the permanent underground storage of millions of tonnes of industrial greenhouse gases. Results of the WASP study were made available to the government, public and industry, and will be published in academic journals. In 2008, ISEEE received a $5-million, four-year grant from Natural Resources Canada to support research on carbon capture and storage; we have used this funding to support a number of initiatives and projects across Faculties at the U of C. In November 2008, ISEEE partnered with the Pembina Institute, a non-governmental organization, to present the Thought Leader Forum on Carbon Capture and Storage. This forum brought together the public and private sectors, academics and experts from environmental non-governmental organizations to discuss and debate two critical CCS policy questions. Participants focused on 1) the best policy options for paying the cost gap for starting CCS projects; and 2) the best options to deal with post-abandonment liability for the stored carbon dioxide.
2) North American Energy Systems 2030+ To become Canada’s leading source of valuable insights and critical analysis on how best to transform North America’s energy systems to meet the demands for environmental, economic and ethical sustainability. This priority focuses on the characteristics (and alternative strategies) for creating a North American energy system that will address the challenges of energy security and climate change, and the technologies, policies and programs needed to achieve this vision by 2030. This priority will require an interdisciplinary research approach by U of C E&E researchers, in conjunction with partners in industry, government and non-governmental organizations. Under this priority, ISEEE over the next two years plans to develop and deliver, under this priority, a definitive, world-class Natural Gas Energy Systems Project. This project is aimed at helping accelerate Canada’s move toward highly efficient, cost-effective, clean energy systems – framed around natural gas – with significantly reduced carbon emissions and toxins. 3) Sustainable Energy Development in the Arctic To lead a national research effort, in partnership with stakeholders from Northern communities, industry and governments, focused on developing optimal technologies and policies for the sustainable (environmental, economic, ethical) development and use of the Arctic’s energy resources. This priority focuses on research required to ensure that Arctic hydrocarbon resources can be developed without forcing climate change or severely impacting ecosystems, and with the support of traditional communities. ISEEE will work closely with the Arctic Institute of North America on this priority as well as with affiliated U of C faculties and schools. 4) Low-carbon Communities To develop the tools and implementation strategies that will help overcome the technological, socio-economic and policy barriers associated with transforming Alberta’s communities to low- or zero-carbon emissions. This priority focuses on the research and teaching required to ensure that vibrant, attractive and desirable communities can be designed and built to achieve half the energy use per person and a high quality of life. ISEEE is seeking a U of C academic ‘champion’ to lead this initiative. 66
Another key priority for ISEEE over the next two years is to grow its Energy and Environmental Systems Group, the U of C’s academic unit for interdisciplinary research (including policy-related research) and teaching/training in the inter-related areas of sustainable energy, environment and economy, and at the interface of technology and society. ISEEE has produced a paper with recommendations aimed at encouraging and supporting interdisciplinary (as well as multidisciplinary research and teaching) at the U of C which is available upon request. ISEEE’s is engaged in multiinstitutional research partnerships and partnerships that support commercialization and technology transfer; these are also available upon request.
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6.3. Service The university embraces its leadership role, both in the immediate community and beyond. The most current information and new discoveries in climate change and sustainability in general are communicated to policy makers, business leaders, and the general public. Academic Foundations states: “The U of C contributes to the development of an increasingly inter-connected and interdependent society in the most innovative and effective ways possible, often in partnership with other institutions and corporate entities (public, private and non-profit). As a public University, we welcome our service role as we respond to and address societal needs. We must be mindful of the diverse needs of our society when articulating our role, developing and delivering our programs, designing and conducting our research, communicating our work and otherwise interacting with our communities, whether our communities are local, provincial, national or international in scope.” 79 Below are recent contributions the U of C has made to the community and beyond: Faculty of Environmental Design (EVDS) Members of the Faculty of Environmental Design serve on a wide range of federal and provincial government committees that focus on sustainable land use and planning. In the field of architecture Jim Love is a member (and immediate past-president) of the Canadian National Committee / Commission Internationale De L’Eclairage which provides advice to National Resources Canada on lighting standards and is involved in knowledge dissemination. Within the U of C Jim Love has served in an energy engineering consulting capacity for the Taylor Family Digital Library, among others. Tang Lee served as a member of the National Building Code of Canada group responsible for the 2015 code update which will integrate the Model National Energy Code to advance energy conservation standards throughout Canada. Haskayne School of Business Haskayne’s International Resource Industries and Sustainability Centre (IRIS) has run the IRIS Public Seminar Series since 1994 with a focus on making research on Sustainability accessible to a general audience. In 2010, several talks were hosted including “Wind Farms on Provincial Lands in Alberta”, “The Failed Copenhagen Accord, Climate Policy and the Consequences for Alberta Business” and “Energy Development in Canada: Economic Benefits and Environmental Externalities”. IRIS also recently launched its Executive Briefing Series, designed to showcase Haskayne / U of C research on the social and environmental dimensions of business decisions in the resource industries to non-academic audiences. Past briefings have covered topics on carbon accounting, managing long-term liability from carbon capture and storage, wind farms on crown lands. Schulich School of Engineering Faculty in Schulich’s Centre for Environmental Engineering Research and Education (CEERE) provide public talks and presentations at national and international level related to climate change, mitigation of greenhouse gases and adaptation to climate change. The audiences vary from researchers, public officials, consultants, corporate executives to church groups. The focus is to provide the larger community with a broader understanding of climate change causes and impacts, how to minimize greenhouse gas emissions and methods to adapt to a changing climate. A near term plans is to develop short, high level courses that will be available to the community at large. These short courses and associated literature will be written in simple language and derive from a variety of sources. In addition, faculty
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University of Calgary, “University of Calgary Strategic Research Plan: January 2010,” University of Calgary, pp.11. [Online]. Available: http://www.ucalgary.ca/vpr/files/vpr/SRPv14-2010-with-exec-summary.pdf (Accessed Aug.4, 2010)
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members are providing leadership to local and national initiatives aimed at reducing greenhouse gas emissions, reducing ecological footprint of communities and environmental sustainability. Institute for Sustainable Energy, Environment and Economy (ISEEE) Since ISEEE’s creation in 2004, ISEEE’s executive director, chairs, professors, fellows, staff and students have participated in and made substantial contributions to upwards of 100 workshops, task forces and committees at provincial, regional, national and international levels. A few examples include: Bob Page, the TransAlta Professor of Environmental Management and Sustainability with ISEEE’s Energy and Environmental Systems Group, is Chair of the National Round Table on the Environment and the Economy, which advises Parliament and the prime minister’s office. Dr. Page also serves as Canada's environmental chair responsible for establishing the ISO 14000 series standards for environmental management, which are used by organizations in countries around the world. David Keith, director of the EES Group, was the only member from academia on the joint Alberta-Federal ecoEnergy Carbon Capture and Storage Task Force. Joule Bergerson, an ISEEE faculty member with the EES Group, led the secretariat of this task force. Dr. Keith also was a member of the working group for the U.K. Royal Society’s 2009 report on geoengineering, and he co-authored the sub-chapter on geoengineering in the mitigation volume of the Third UN IPCC Report. ISEEE’s community outreach/service activities also include its popular ISEEE Distinguished Speaker Series, the EES Group Seminar Series, the new ISEEE Experts Series of breakfast talks aimed at the downtown business audience, and the proposed new Downtown Campus Urban Energy and Environment Issues Series, which would pair U of C researchers and experts from industry/government/NGO/community for lunch-hour talks/dialogues focused on E&E issues that are relevant to people working and living downtown.
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7. Student Leadership Contents Students’ Union (SU) ............................................................................................................................................................. 73 Graduate Students’ Association (GSA).................................................................................................................................. 73 Bike Root Community Bicycle Shop ...................................................................................................................................... 74 Eat Dirt .................................................................................................................................................................................. 74 Eco Club................................................................................................................................................................................. 74 Engineers Without Borders (EWB) ........................................................................................................................................ 74 Faculty of Environmental Design Students’ Association (EVDS SA) ...................................................................................... 74 Environmental Science Students’ Association (ESSA) ........................................................................................................... 75 Institute for Sustainable Energy, Environment and Economy Students’ Association (ISEEESA) .......................................... 76 Save NRG ............................................................................................................................................................................... 76 Solar Car ................................................................................................................................................................................ 76 Solar Decathlon Team ........................................................................................................................................................... 77 Urban Calgary Students’ Association (UrbanCSA) ................................................................................................................ 77
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Student leadership in sustainability at the U of C has demonstrated real, measurable progress. Support of these activities advances sustainability on campus, and fulfills the principles outlined in Academic Foundations 80. Robust student leadership is essential if the university is to be a leader in addressing climate change. Student-led projects are particularly effective at advancing initiatives that involve shifting behaviour of campus community members, and are a valuable indicator of the kind of change students seek at the U of C. Experiential Learning and the Co-curricular Record Co-curricular activities outside of formal curriculum provide essential opportunities to develop organization, communication, leadership skills, and students are enabled to connect classroom lessons to practical experiences. To provide a formal incentive for students to get involved in student groups and activities on campus, the Co-Curricular Record was introduced in 2009. The first in Western Canada, it is the university’s official document recognizing students’ out-of-class experiences. This includes any activity that occurs outside of the classroom, lab, practica, or internship, but which is still connected to the university. Since its launch, over 6000 students have registered. Return to Community Community service in sustainability strengthens civic engagement and enables students to connect classroom lessons to practical experiences, “The graduates of the U of C are our future citizens and leaders at international, national, provincial and local levels. The U of C embraces its role of graduating highly-qualified, critically-aware and creative alumni who contribute to the growth and vibrancy of their communities.” 81 In support of the U of C’s Academic Foundations, the Centre for Service-Learning and Community Engagement 82 strives to integrate the learning experiences of U of C students with the overall needs of our community. Their objectives are to: • • •
Educate To design programs to educate incoming and continuing students about the value of community service and the responsibilities of global citizenship. Community Partnerships To develop partnerships with key community organizations, civic leaders and alumni, and to involve these stakeholders as co-educators and mentors. Service-Learning To make civic partnerships and Community Service-Learning an integral part of the U of C's culture that is effective and rewarding for students and faculty.
Student Groups There are several sustainability-related student groups active on campus, working on initiatives addressing the full spectrum of sustainability. These projects have had a real, measurable impact on campus, and hint at the potential of deeper student involvement in advancing sustainability. Over the past few years there have been striking examples of student-initiated projects that not only provide learning and development opportunities for students, but that also have a lasting effect on sustainability at the university. These
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University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010). 81 University of Calgary, “Academic Foundations: Principles to Guide University Planning: October 2009,” University of Calgary, pp.11. [Online]. Available: http://www.ucalgary.ca/files/er/Academic_Foundations.pdf (Accessed August 4, 2010). 82 University of Calgary, “Community Service – Learning and Civic Engagement,” University of Calgary. [Online]. Available: http://www.ucalgary.ca/servicelearning/ (Accessed August 4, 2010)
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projects go above and beyond their peers. They demonstrate the extraordinary initiative students can display when taking ownership in finding solutions to sustainability issues on campus and beyond. What sets these projects apart, of course, has to do with the exceptional students involved, but they are also frequently the product of authentic support from the university. The most successful student groups are advised by faculty, staff, and community members, and projects concerning campus sustainability additionally require that the university is accommodating, or even willing to collaborate. Student-led projects can be far more effective at behaviour change and occupant engagement than any university-led equivalent. The Students’ Union, and about a dozen other student groups on campus, is developing projects specifically focused on climate action, highlighted below:
7.1. Students’ Union (SU) The Students’ Union is the government body for all undergraduate students at the U of C. The SU provides a wide range of services to students and advocates on their behalf to the university and all levels of government. Sustainability is being integrated with operations and governance, and actions are being taken to address climate change. Action Students’ Union Sustainability Board (SUSB)
Sustainability @ MacEwan Student Centre (MSC)
Quality Money Funding
Table 54 - Students' Union Actions Description 83 Established the SU Sustainability Board to: • Influence decision making in the Students’ Union and at the U of C in matters outlined in the U of C Sustainability Policy, and to assist in the implementation of student based projects. • Carry out awareness and education programs to promote better understanding of environmental issues. • Assist in the implementation of student based sustainability projects • Funded Eat Dirt (Campus Composting) Pilot Project • Hosted Green Cafe for students to present and discuss their ideas on sustainability on campus • Supports My Market, a student-run flea market that is working to have local food producers join as vendors The SU operates the MacEwan Student Centre, which houses several student services and well over a dozen food vendors: • Using LEED-certified guides in renovations • Elimination of Styrofoam from all SU-run businesses • Introduction of post-consumer composting in MSC • Motion-sensors on all new light fixtures • Introduced compostable beer cups for Den and Black Lounge $1.5 million is allotted by the university to be spent on student-identified projects on campus. The Students’ Union awards funding to successful applicants and assists student groups in developing the project. Past projects to receive funding include The Bike Root Community Bike Shop. $85,000 has been marked for SUSB Initiatives.
7.2. Graduate Students’ Association (GSA) The Graduate Students’ Association operates under a mandate to promote and serve the academic, intellectual, cultural and social interests of graduate students through advocacy accountability, support, sustainability and integrity. The GSA eliminates paper from their operations wherever possible, including newsletters, award applications, health/dental claims, etc. and reduces energy consumption by turning off lights, office equipment, and appliance when not in use. The GSA recycles all streams possible. 83
Students’ Union, “Committees,” University of Calgary. [Online]. Available: http://www.su.ucalgary.ca/governance/committees/committees.html#c1763 (Accessed August 4, 2010)
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7.3. Bike Root Community Bicycle Shop The Bike Root’s mandate is to foster healthy lifestyles, a sense of community, and environmental sustainability at the U of C and in the surrounding community by providing members with the tools, space and expertise needed to build and maintain one’s bicycle. Table 55 - Bike Root Actions Action
Description
Bike Repair Shop
Clinics/Workshops
Launched in 2008, over 30 student volunteers run a community bicycle shop in which members can learn how to maintain their bicycles year round. For a small annual fee, members are able to use the shop space and tools, and have access to cheap or free bike parts. Volunteer mechanics are on hand to provide instruction on repairs. Nearly 500 members use the shop throughout the year A pilot project where members can borrow bikes for a week at a time at no cost. Provides low barrier way for students and staff to try cycling as an alternate mode of transportation. Bikes for cross-campus trips eliminate vehicular trips. Repair and riding skill workshops held throughout year
Community Involvement
•
Bike Library
•
Frequently participates in community events and festivals, providing on-site repair services and information on cycling and commuting in Calgary. Co-organized Bike Charette with Office of Sustainability in 2008 to survey available cycling resources on campus and identify unmet needs.
7.4. Eat Dirt In Fall 2008, students launched a pilot composting project on campus. Throughout the year, volunteers collected organic waste from 3 food vendors and 2 post-consumer collection bins across campus. In the first 3 months alone, nearly 8,000 lbs of waste was diverted from the landfill. The success of the project led to a larger, university-run pilot project, and now in Fall 2010, the university begins roll out of a campus wide composting program.
7.5. Eco Club EcoClub works to reduce the campus’ environmental footprint and to encourage sustainable behaviours at the University. They educate students, faculty members and the public about their effects on the environment, and steps that can be taken to minimize those effects. Past event and initiatives include the annual Enviropalooza fair, the Eco-Living fair at Southern Alberta Institute of Technology, green living outreach programs for high schools, e-waste recycling and even a lending program for reusable cutlery and platterware beside the MacEwan Students’ Centre food court.
7.6. Engineers Without Borders (EWB) Engineers Without Borders creates opportunities for rural Africans in Zambia, Malawi, Ghana and Burkina Faso to create positive change in their lives. We harness the skills and creativity of the Canadian engineering sector to find practical solutions to one of the world’s most urgent problems – extreme poverty. EWB runs awareness and education initiatives on Fair Trade, a certification that has environmental standards built in.
7.7. Faculty of Environmental Design Students’ Association (EVDS SA) EVDS SA represents the collective interests of the student body within EVDS. The EVDS SA aims to create and deliver value added events and services that coincide with the scholarly work in the faculty.
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Table 56 - EVDS SA's Actions Action
Description
EVDS BrownBag Sessions
Monthly, a guest from outside of the faculty was invited in for noon-time discussion with students on topics relating to sustainability. One student would chair the session in an interview-style format and the audience would be encouraged ask questions and engage in the discussion. The student interviewer would be matched with the guest based on mutually shared areas of interest. Typically saw a turnout of 15-30 people. Created a sticker program whereby students could place sticker ‘votes’ on items around the faculty that they though provided a good example of sustainability in action, or areas that could use improvement. A posterboard was set up that also asked for student input on what they thought could be improved. The intent is for the ideas garnered to be translated into the first ‘action’ initiatives undertaken by this student team. The EVDS workshop booklet would promote health, safety, and sustainability within the workshop. One of the key objectives was to reduce the amount of waste, especially non-biodegradable or recyclable waste, generated in the workshop. A second objective was to promote the safe use of the often toxic materials in the workshop. The idea was to create a succinct reference book that would provide a comparative analysis of common materials used in light of their biodegradability, recyclability, and best and worst practices for use. The hope is for this project to be completed when the new SA Executive is determined for the upcoming school year.
Sustainability Action Crew (SAC)
EVDS Workshop Booklet
7.8. Environmental Science Students’ Association (ESSA) The Environmental Science Student’s Association (ESSA) is an SU sanctioned club for members of the Environmental Science (ENSC) program here at the U of C. The club organizes fundraising events, co-ordinates volunteers for causes around Calgary, provides academic mentoring, and sets up social events where ENSC students can get to know each other. Table 57 - ESSA's Actions Action
Description
Eat Dirt
An initiative to get more food businesses on campus to compost their pre-consumer organic waste was recently started by a group of ENSC students. This is pertinent to global warming as the release of carbon dioxide and methane into the atmosphere from Calgary’s three landfills (caused by breakdown of organic waste in oxygenpoor trash piles) constitutes the largest single GHG source in Calgary according to the City website. The ESSA executive endorsed this action and became involved as volunteers to demonstrate their commitment to lessening the U of C’s ecological footprint. Students meet in an informal, professor-moderated setting to discuss given topics in environmental management. These seminars have been a success and will be continued through the end of this academic year and in to the next.
ENSC Cafe
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7.9. Institute for Sustainable Energy, Environment and Economy Students’ Association (ISEEESA) Creates initiatives that reflect the growing movement to obtain a cleaner energy supply, healthy environment, and efficient economy. ISEEESA is proud to partner with industry, faculty, and government to provide students with vast opportunities to learn, explore, and act on issues related to sustainability. Table 58 - ISEEESA's Actions Action
Description
Energy and Environment (E&E) Trek
Approximately 40 students take a bus downtown to hear presentations from TransCanada, Enbridge and Shell. The presentations focused on interesting aspects of each company’s operations. TransCanada, for example, talked mainly about their power-trading floor whereas Enbridge spoke about emerging technology. This is a program that spans the course of the academic year and gives a group of about 40 students, from various academic years and backgrounds, the opportunity to learn, in-depth, about Energy, the Environment, and the Economy. The event spans over four, Saturdays throughout the school year, culminating in a case competition in March, where attendees compete against each other in teams to solve a business case related to a pressing issue related to the E’s. The event gives students a chance to gain in depth technical and high-level knowledge that they can take with them upon graduation. This event is an evening of networking with a cutting edge keynote. Each year the event has a different theme, and key note speaker. This past year, the theme was water, with Kim Sturgess, the CEO of WaterSMART as our keynote speaker. It is held in the Lower MacEwan Hall Ballroom and has 39 tables (all sponsored) that sit 4 students and 4 corporate representatives. The title sponsor of the Dinner is Total E&P. The idea of the Energy Challenge is to have people compete for great prizes by lowering their energy, waste and water footprints. This was a partnership with Students In Free Enterprise’s (SIFE’s) Green Month.
Energy, Environment and Economy Development Program (E3DP) th
ISEEESA 4 Annual Networking Dinner
Energy Challenge Energy 101 Series
Newsletter/Blog
7.10.
The 101 Series aims to give students a basic overview and further understand of different topics within the Energy, Environment and Economy Industries. This is a lunch-n-learn seminar series offered once a month over lunch, that brings in speakers from industry and academia to speak to around 30-40 students on different things like Oil and Gas, Carbon Capture and Storage, Geothermal, Renewable, etc. ISEEESA issues a monthly newsletter to all stakeholders in addition to writing regular blogs on the blog section of our website. The newsletter and blog posts discuss our club, and general issues surrounding sustainability and the three E’s (Energy, Environment and Economy).
Save NRG
A Residence Committee focusing its actions on, but not restricting it to, the U of C residence community. save NRG works towards lowering energy use and costs, and is involved with reducing global warming, increasing recycling and raising awareness about the student body's environmental footprint. Hosts event-oriented campus-wide activities to communicate ideas of sustainability, past events include video screening (Planet Earth) combined with environmental educational, poster campaign in the U of C Dining Center, acoustic concert with awesome music and free giveaways, playful education event with the youth from U of C family housing.
7.11.
Solar Car
Team designed and built solar cars to compete in the World Solar Challenge (WSC) and the North American Solar Challenge (NASC), the most recent of which was a 2000km race from Tulsa to Chicago in June of 2010. Table 59 - Solar Car Actions Action
Description
2008 North American Solar Challenge
Placed 6 overall in race from Austin, Texas to Calgary, Alberta.
2010 North American Solar Challenge
Place 6 overall in 2,000km race from Tulsa, Oklahoma to Chicago, Illinois, and was given the Mechanical Award for the car’s mechanical systems.
th
th
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7.12.
Solar Decathlon Team
The U of C participated in the US Department of Energy 2009 Solar Decathlon, and will be competing again in 2011. The competition challenges 20 collegiate teams to design, build, and operate solar-powered houses that are costeffective, energy-efficient, and attractive. The winner of the competition is the team that best blends affordability, consumer appeal, and design excellence with optimal energy production and maximum efficiency. Table 60 - Solar Decathlon Actions Action
Description
2009 Solar Decathlon (www.solabode.ca)
U of C partnered with Mount Royal, Southern Alberta Institute of Technology, and Alberta College of Art and Design to represent Alberta in Washington, D.C. Placed sixth out of 20 international teams
2011 Solar Decathlon (www.asd2011.ca)
U of C will return to Washington, this time as Team Canada. The home will address issues of health and safety, suitability, durability, ownership, and high infrastructure costs in First Nations communities in Southern Alberta.
7.13.
Urban Calgary Students’ Association (UrbanCSA)
The UrbanCSA mandate is to create student awareness of and facilitate student involvement in the local development and planning process. UrbanCSA aims to provide innovative solutions to urban and regional problems, reorienting urban development along sustainable lines. Table 61 - Urban CSA's Actions Action
Description
Secondary Suite Proposal
Developed an amendment to City of Calgary’s secondary suites bylaw that would allow for higher density housing around existing transit hubs. This plan, which has been formally presented to City planning staff and Aldermen at the time of this paper’s writing, promotes transit ridership, reducing the need for car ownership among secondary suite populations, and reducing pressures on the City’s already overburdened road networks. To be developed over 2010/2011. Will address housing for Calgary’s senior population with a focus on mobility and transit access.
Senior’s Housing
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Speaker Sessions
Have hosted several speaker sessions over the past year on topics including urban farming and sustainable food production, public policy, etc.
Field Trips
Organized field trips to Drake Landing Solar Community in Okotoks, Calgary Transit, Garrison Woods (LEED Neighbourhood Development Certified project), etc.
UrbanCSA.org
Recently noted as Calgary’s 3 best local blog in Fast Forward (FFWD) Weekly . Provides news and updates concerning a variety of urban planning and sustainability issues.
rd
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Fast Forward Weekly, “Best of Calgary 2010 Winners,” Fast Forward Weekly. [Online]. Available: http://www.ffwdweekly.com/article/life-style/best-calgary/best-of-calgary-winners-2010-5836/ (Accessed August 4, 2010)
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Appendix A – Assumptions and Project Quantification Growth Rate Assumptions Name Overall built environment emissions
Classroom/administration/learning building growth Residence building growth Arts building growth Science/Engineering building growth Foothills Campus building growth Other building growth IT power consumption growth
Student growth Staff and faculty growth
Commuting emissions, Institutionally Financed Travel emissions Fleet emissions Paper and organic waste emissions
Table 62 - U of C Growth Rate Assumptions Growth Rate Description 44.87% by 2050 Based on cumulative estimated growth of all building types (classroom/administration/learning, residence, arts, science/engineering, South Campus, and other) 22.7% from 208-2030 Based on Campus Utility Infrastructure Plan - 2001 11.3% from 2030-2050 100% from 2008-2025 Based on requirement to achieve housing for 15% of FTEs 50% from 2025-2050 22.7% from 2008-2030 Based on Campus Utility Infrastructure Plan - 2001 11.3% from 2030-2050 22.7% from 2008-2030 Based on Campus Utility Infrastructure Plan - 2001 11.3% from 2030-2050 22.7% from 2008-2030 Based on Campus Utility Infrastructure Plan - 2001 11.3% from 2030-2050 22.7% from 2008-2030 Based on Campus Utility Infrastructure Plan - 2001 11.3% from 2030-2050 100% every 5 years Based on EPA historical growth estimate - doubling energy 85 consumption for servers and& data centres every 5 years . Also correlates with U of C power consumption growth over the last 5 years. 3% four year growth rate from Based on growth to a 35,000 full load equivalent in 2050. 2008-2050 From 2010-2014 Environmental Scan growth projections. 24%, 20 year growth rate from Based on historical growth trends of Full Time and Full Time 2008-2050 Equivalent staff and faculty as provided by the Office of Institutional Analysis (http://www.oia.ucalgary.ca/node/60). Combination of student and staff and faculty growth rates based on the emission contribution of each group See staff and faculty growth rate See student growth rate
Project Quantification Cogeneration The emissions reductions achieved through producing energy at a cogeneration facility on campus are due to the lower GHG intensity of natural gas as a fuel compared to coal used by much of the Alberta electricity grid. Although direct onsite emissions will increase, the overall U of C GHG emissions will decrease. The estimated annual capacity of the cogeneration facility is calculated based on the average temperature variation in the Calgary area 86, and was found as follows: 𝐴𝑛𝑛𝑢𝑎𝑙 𝐸𝑙𝑒𝑐𝑡𝑟𝑖𝑐𝑎𝑙 𝐻𝑜𝑢𝑟𝑠 𝑃𝑒𝑟 𝐶𝑜𝑔𝑒𝑛𝑒𝑟𝑎𝑡𝑖𝑜𝑛 = � 𝑃𝑜𝑤𝑒𝑟 𝑂𝑢𝑡𝑝𝑢𝑡 ∗ 𝑌𝑒𝑎𝑟 𝑎𝑡 𝑂𝑢𝑡𝑝𝑢𝑡 𝐴𝑡 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋
The increase in natural gas consumption for cogeneration as well as the decrease in natural gas consumption for use in boilers is calculated with the formulas below: 85
Economist Intelligence Unit, “IT and the Environment, A New Item on the CIO’s Agenda?” Economist Intelligence Unit,[Online]. Available:
86
Senior Manager, Energy & Utilities, Facilities Management
http://www.businessreviewonline.com/cbr/DiningClub/downloads/EIU_report_IT_Environment.pdf.
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𝐴𝑛𝑛𝑢𝑎𝑙 𝐶𝑜𝑔𝑒𝑛𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝑁𝐺 𝐻𝑜𝑢𝑟𝑠 𝑃𝑒𝑟 𝑌𝑒𝑎𝑟 𝑎𝑡 𝑁𝑎𝑡𝑢𝑟𝑎𝑙 𝐺𝑎𝑠 = � 𝐶𝑜𝑛𝑠𝑢𝑚𝑝𝑡𝑖𝑜𝑛 𝐴𝑡 ∗ 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋 𝐶𝑜𝑛𝑠𝑢𝑚𝑝𝑡𝑖𝑜𝑛 𝐻𝑒𝑎𝑡 𝑅𝑒𝑐𝑜𝑣𝑒𝑟𝑦 𝐻𝑜𝑢𝑟𝑠 𝑃𝑒𝑟 𝐴𝑛𝑛𝑢𝑎𝑙 𝐵𝑜𝑖𝑙𝑒𝑟 𝑌𝑒𝑎𝑟 𝑎𝑡 𝐴𝑡 ∗ 𝑁𝑎𝑡𝑢𝑟𝑎𝑙 𝐺𝑎𝑠 = � 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋 𝑇𝑒𝑚𝑝𝑒𝑟𝑎𝑡𝑢𝑟𝑒 𝑋 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
It was found that 1,365,141.7 GJ of natural gas would be required annually for cogeneration, but a total of 825,000 GJ of waste heat would be recovered, thus offsetting the need to combust natural gas in boilers to heat water. The estimated annual capacity of the cogeneration facility is therefore found to be 115,073,884.9 kWh. Using an estimated emission factor of 0.93 metric tonnes/MWh for the Alberta grid electricity and 49.68 metric tonnes/TJ for natural gas, the following GHG emission reduction was found: 𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂2 𝑒 1 𝑀𝑊ℎ ∗ 0.93 = 107,018.7 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂2 𝑒 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 115,073,884.9 𝑘𝑊ℎ ∗ 𝑀𝑊ℎ 1000 𝑘𝑊ℎ 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
𝐷𝑖𝑟𝑒𝑐𝑡 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂2 𝑒 1 𝑇𝐽 ∗ 49.68 = 26,834.2 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂2 𝑒 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = (1,365,141.7 − 825,000)𝐺𝐽 ∗ 𝑇𝐽 1000 𝐺𝐽 𝐼𝑛𝑐𝑟𝑒𝑎𝑠𝑒 𝑁𝑒𝑡 𝐷𝑖𝑟𝑒𝑐𝑡 𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 − 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝟖𝟎, 𝟎𝟎𝟎 𝒕𝒐𝒏𝒏𝒆𝒔 𝑪𝑶𝟐 𝒆 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐼𝑛𝑐𝑟𝑒𝑎𝑠𝑒
On Campus Renewable Energy Total GHG savings of operating renewable energy on campus were calculated by estimating a percentage of total U of C electrical power to be produced by renewable technology as follows: • •
0.5% of total power by 2015 1% of total power by 2020
The projection for future electrical use was based on the growth rate for built environment (Table 62).The calculation was done as follows: 𝑅𝑒𝑛𝑒𝑤𝑎𝑏𝑙𝑒 𝐸𝑛𝑒𝑟𝑔𝑦 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝑅𝑒𝑛𝑒𝑤𝑎𝑏𝑙𝑒 𝐸𝑛𝑒𝑟𝑔𝑦 𝐴𝑙𝑏𝑒𝑟𝑡𝑎 𝐺𝑒𝑛𝑒𝑟𝑎𝑡𝑖𝑜𝑛 ∗ 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝑃𝑜𝑤𝑒𝑟 𝐶𝑜𝑛𝑠𝑢𝑚𝑝𝑡𝑖𝑜𝑛 ∗ 𝐺𝑜𝑎𝑙 𝑓𝑜𝑟 𝑌𝑒𝑎𝑟 𝑋 𝐹𝑎𝑐𝑡𝑜𝑟 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑖𝑛 𝑌𝑒𝑎𝑟 𝑋
Energy Performance Initiative The Energy Performance Initiative emission reductions are calculated by summing the separate reduction potential (realized or projected) of each of the four phases. Table 63 summarizes the reduction potential of each separate phase:
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Table 63 - EPI GHG Emissions Reductions Phase GHG Emission Reduction (metric tonnes CO2e) 87 I 8,100 88 II 29,500 III 10,000 IV 43,800 Further Phases (to 2050) 21,000
The reduction potential of EPI Phase 3 is based on a projection of building system hours of operation changes made across the U of C building portfolio. This projection is built on the estimated energy savings provided by the U of C Energy Manager. An approximated total savings of $1 million dollars (approximately 10.5 million kWh) was to calculate the potential GHG savings as follows: 𝐺𝐻𝐺 𝐸𝑃𝐼 𝑃ℎ𝑎𝑠𝑒 3 𝐴𝑛𝑛𝑢𝑎𝑙 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = �𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 ∗ 𝑘𝑊ℎ � 𝐹𝑎𝑐𝑡𝑜𝑟 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
The result of this calculation is a net savings of 10,035 tonnes CO2e. Further reductions are estimated for EPI Phase 4, and are calculated based on achieving a 25% improvement in building efficiency across the building portfolio: 𝑁𝑒𝑤 𝐵𝑢𝑖𝑙𝑑𝑖𝑛𝑔 2033/2034 𝐶𝑜𝑔𝑒𝑛𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝐸𝑃𝐼 𝑃ℎ𝑎𝑠𝑒 4 − 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 − 𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛� 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 25% ∗ � 𝐺𝐻𝐺 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
It is anticipated that further stages of the EPI will be implemented after the completion of EPI Phase IV in 2025, and will involve new technologies and concepts which will facilitate further emission reductions. As a conservative estimate, 25% of the emission reduction trend for EPI Phase 4 is continued to fiscal year 2050 to quantify further phases of the Energy Performance Initiative that are yet to be determined. New Building Efficiency The emission reduction estimated to be achieved by increasing new building efficiency targets is calculated to eventually achieve carbon neutrality in new buildings. This is in alignment with Architecture 2030’s 2030 Challenge, which states the following goals for reductions in GHG emissions associated with new buildings: • • • • •
60% in 2010 70% in 2015 80% in 2020 90% in 2025 100% in 2030, achieving carbon neutrality in new buildings
The following formula was used to calculate the GHG reduction potential of decreased built environment related GHG emissions, using the 2030 challenge as an external goal: 𝑇𝑜𝑡𝑎𝑙 𝐵𝑢𝑖𝑙𝑡 𝑇𝑜𝑡𝑎𝑙 𝐵𝑢𝑖𝑙𝑡 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 % 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐸𝑛𝑣𝑖𝑟𝑜𝑛𝑚𝑒𝑛𝑡 𝐸𝑛𝑣𝑖𝑟𝑜𝑛𝑚𝑒𝑛𝑡 − � ∗ 𝐺𝑜𝑎𝑙 𝑖𝑛 𝑌𝑒𝑎𝑟 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑖𝑛 = 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑖𝑛 + � 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑖𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑖𝑛 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 − 1 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 − 1 87 88
2007 Sustainability Assessment, http://wcmprod1.ucalgary.ca/sustainability/files/sustainability/2007%20CSARR_6.pdf 2007 Sustainability Assessment, http://wcmprod1.ucalgary.ca/sustainability/files/sustainability/2007%20CSARR_6.pdf
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Information Technologies The GHG emission reduction associated with IT was calculated based on a conservative estimate of power savings from implementing energy management and server shut down technologies similar to those implemented at Dell 89, by estimating the U of C could achieve at least half of the power consumption savings that Dell did from such technologies (total 20% reduction). The power consumption of IT was projected out to 2020 based on the assumption list in Table 62. The total GHG reduction was calculated as follows: 𝑇𝑜𝑡𝑎𝑙 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝐼𝑇 𝐼𝑇 𝐸𝑙𝑒𝑐𝑡𝑟𝑖𝑐𝑎𝑙 1 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝐸𝑙𝑒𝑐𝑡𝑟𝑖𝑐𝑎𝑙 𝑃𝑜𝑤𝑒𝑟 ∗ 20% ∗ ∗ 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 2 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐹𝑎𝑐𝑡𝑜𝑟 𝑖𝑛 𝑌𝑒𝑎𝑟 𝑋
After the year 2020, to maintain a conservative estimate, the GHG reduction potential of IT related projects was assumed to grow at 25% of the rate between 2015 and 2020. In reality, emission reductions related to IT have the potential to be much higher, but due to a lack of data, a conservative estimate was applied to the information at hand. As IT energy management software becomes available at the U of C, a more concise estimate can be made on IT power use and the reduction potential of related actions. Desktop Devices The GHG emission reduction associated with desktop devices such as computers and printers was found based on the replacement of current devices with thin client technology 90. Using an EnergyStar PC equipment calculator, the emissions from the estimated 5000 PCs and 5000 monitors 91 were estimated based on regular computer technology and thin client technology. The estimated reduction in power consumption from 221.8 to 45.5 kWh per year was applied to estimate a GHG savings for a complete conversion to thin client computers. The projection for the increase in computer energy use was made based on the growth rate for built environment (Table 62). The calculation was made as follows: 𝐷𝑒𝑠𝑘𝑡𝑜𝑝 𝐷𝑒𝑠𝑘𝑡𝑜𝑝 𝐷𝑒𝑣𝑖𝑐𝑒 45.5 𝑘𝑊ℎ � ∗ 𝐷𝑒𝑣𝑖𝑐𝑒 𝐺𝐻𝐺 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = �1 − 221.8 𝑘𝑊ℎ 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
As a more accurate inventory of current desktop devices is obtained, a more accurate estimate of current GHG emissions and potential reductions associated with desktop devices can be made. Single Occupant Vehicle (SOV) Modal Shift Calculations were based on the successes measured for the UBC Trek Program 92 by applying a conservative estimate to the potential of the actions outlined in the CAP (50% of the change measured at UBC). The growth for students, staff, and faculty commuting was estimated based on the growth rates summarized in Table 62, and were assumed to achieve the following reductions: • •
2020 target of a 6.5% of commuters away from SOV Post 2020 target of 9.75% of commuters away from SOV
The GHG reduction was calculated as follows:
89
http://www.energystar.gov/index.cfm?c=power_mgt.pr_power_mgt_ss http://www.eu-energystar.org/en/en_008b.shtml 91 Provided by IT Department 92 http://www.trek.ubc.ca/research/pdf/Fall%202009%20Transportation%20Status%20Report%2025%20Feb%2010.pdf 90
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𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑆𝑂𝑉 𝑆ℎ𝑖𝑓𝑡 % 𝑇𝑜𝑡𝑎𝑙 𝑇𝑟𝑖𝑝𝑠 ∗ 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = � � % 𝑜𝑓 𝑆𝑂𝑉 − 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐺𝑜𝑎𝑙 � ∗ 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐶𝑜𝑚𝑚𝑢𝑡𝑒𝑟𝑠 ∗ 𝑝𝑒𝑟 𝑊𝑒𝑒𝑘 𝐹𝑜𝑟 𝑌𝑒𝑎𝑟 𝑋 𝐶𝑜𝑚𝑚𝑢𝑡𝑒𝑟𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑖𝑛 𝑌𝑒𝑎𝑟 𝑋 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝑊𝑒𝑒𝑘𝑠 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝐹𝑎𝑐𝑡𝑜𝑟 𝑝𝑒𝑟 ∗ 𝑇𝑟𝑖𝑝 ∗ 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂 𝑒 2 𝐿𝑒𝑛𝑔𝑡ℎ � � 𝑌𝑒𝑎𝑟 𝑘𝑚
The sum of the emissions reductions that could be achieved for each group (students, staff, and faculty) was taken to find the total GHG emission reduction. On-Campus Housing The addition of on-campus housing results in a reduction of commuter based GHG emissions, since the number of students that commute to campus by vehicle or transit is reduced. To calculate the estimated residence capacity in 2050, the goals set for housing were used: 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 2015 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑐𝑒 = 𝐹𝑢𝑙𝑙 − 𝑡𝑖𝑚𝑒 ∗ 15% 𝐸𝑞𝑢𝑖𝑣𝑎𝑙𝑒𝑛𝑡𝑠 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑖𝑛 2050 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 2020 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑐𝑒 = 𝐹𝑢𝑙𝑙 − 𝑡𝑖𝑚𝑒 ∗ 20% 𝐸𝑞𝑢𝑖𝑣𝑎𝑙𝑒𝑛𝑡𝑠 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑖𝑛 2050 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 2050 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑐𝑒 = 𝐹𝑢𝑙𝑙 − 𝑡𝑖𝑚𝑒 ∗ 25% 𝐸𝑞𝑢𝑖𝑣𝑎𝑙𝑒𝑛𝑡𝑠 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑖𝑛 2050
Knowing the estimated on-campus housing capacity, and the current 2008 capacity, a total increase in the number of students living on campus was found. By applying the commuter modal split from the 2008 Sustainability Survey, the number of commuters that would have otherwise travelled by car, carpool or bus was found. Next, it was assumed that students living on campus would either walk or bicycle on campus, thus offsetting emissions. The overall reduction was calculated as follows: 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 % 𝑀𝑜𝑑𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑊𝑒𝑒𝑘𝑠 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑜𝑓 𝐹𝑎𝑐𝑡𝑜𝑟 𝐺𝐻𝐺 𝑇𝑟𝑖𝑝𝑠 = 𝑅𝑒𝑠𝑖𝑑𝑒𝑛𝑐𝑒 𝑂𝑣𝑒𝑟 ∗ 𝑆𝑝𝑙𝑖𝑡 (𝐶𝑎𝑟, ∗ ∗ 𝑝𝑒𝑟 ∗ 𝑇𝑟𝑖𝑝 ∗ 𝑡𝑜𝑛𝑛𝑒𝑠 𝐶𝑂 𝑒 2 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐿𝑒𝑛𝑔𝑡ℎ � � 𝑐𝑎𝑟𝑝𝑜𝑜𝑙, 𝑏𝑢𝑠) 𝑝𝑒𝑟 𝑊𝑒𝑒𝑘 𝑌𝑒𝑎𝑟 2008 𝐿𝑒𝑣𝑒𝑙 𝑘𝑚
The assumptions in regard to commuting distance and frequency have been aligned with the Greenhouse Gas Inventory Report for the fiscal Year 2008-2009. Table 64 summarizes these numbers. Table 64 - GHG Inventory Commuter Assumptions Trips / Week
Weeks / Year
km / Trip
Students
10
36.8
40
Staff/Faculty
10
45.6
40
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West Campus Housing The development of West Campus is expected to be completed in five phases, lasting a total of 20-25 years. A mixture of high and medium density housing, as well as University focused housing, totalling over 380,000 gross square meters (GSM) has been proposed in the West Campus Master Plan93. The anticipated goal for housing for the University population in West Campus is 50% of the housing capacity in the area (approximately 3500 units). By increasing the number of people close to campus, more of the campus population will be within walking or cycling distance, and will avoid driving or transit. The approximate portion of housing allocated to each group (students, staff, and faculty) was found based on the current portion of the campus population that each group makes up. The completion of the 3500 units of housing in West Campus was estimated for 2030, and projected to grow linearly from 2015 until 2030. In order to quantify the emission reduction from the construction of housing in West Campus, the estimated total number of students, staff, and faculty was found based on the growth rates summarized in Table 62. 𝑌𝑒𝑎𝑟 𝑋 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑆𝑡𝑢𝑑𝑒𝑛𝑡 𝑌𝑒𝑎𝑟 𝑋 𝑆𝑡𝑢𝑑𝑒𝑛𝑡 𝑃𝑜𝑟𝑡𝑖𝑜𝑛 𝑜𝑓 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 = 𝑊𝑒𝑠𝑡 𝐶𝑎𝑚𝑝𝑢𝑠 ∗ 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑇𝑜𝑡𝑎𝑙 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑆𝑡𝑎𝑓𝑓 𝑌𝑒𝑎𝑟 𝑋 𝑆𝑡𝑎𝑓𝑓 𝑌𝑒𝑎𝑟 𝑋 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 = 𝑊𝑒𝑠𝑡 𝐶𝑎𝑚𝑝𝑢𝑠 ∗ 𝑃𝑜𝑟𝑡𝑖𝑜𝑛 𝑜𝑓 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑇𝑜𝑡𝑎𝑙 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦
𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝐹𝑎𝑐𝑢𝑙𝑡𝑦 𝑌𝑒𝑎𝑟 𝑋 𝐹𝑎𝑐𝑢𝑙𝑡𝑦 𝑌𝑒𝑎𝑟 𝑋 𝑊𝑒𝑠𝑡 𝐶𝑎𝑚𝑝𝑢𝑠 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 𝑃𝑜𝑟𝑡𝑖𝑜𝑛 𝑜𝑓 ∗ = 𝐻𝑜𝑢𝑠𝑖𝑛𝑔 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦 𝑇𝑜𝑡𝑎𝑙 𝑃𝑜𝑝𝑢𝑙𝑎𝑡𝑖𝑜𝑛 𝐶𝑎𝑝𝑎𝑐𝑖𝑡𝑦
The vehicle kilometres were found by adding the total single occupant vehicle kilometres to the number of carpool passenger kilometres. The carpool passenger kilometres were determined based on the assumption that average vehicle occupancy for carpool was approximately two people. Bus kilometres were found in the same way as the single occupant vehicle kilometres, since the emissions factor used later account for the increased vehicle capacity. 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑊𝑒𝑒𝑘𝑠 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 % 𝑆𝑖𝑛𝑔𝑙𝑒 % 𝑉𝑒ℎ𝑖𝑐𝑙𝑒 𝑇𝑟𝑖𝑝𝑠 = 𝑆𝑡𝑢𝑑𝑒𝑛𝑡𝑠, 𝑆𝑡𝑎𝑓𝑓 𝑜𝑟 ∗ � + �∗ ∗ 𝑝𝑒𝑟 ∗ 𝑇𝑟𝑖𝑝 𝑂𝑐𝑐𝑢𝑝𝑎𝑛𝑡 𝐶𝑎𝑟𝑝𝑜𝑜𝑙 𝐾𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟𝑠 𝐿𝑒𝑛𝑔𝑡ℎ 𝑝𝑒𝑟 𝑊𝑒𝑒𝑘 𝐹𝑎𝑐𝑢𝑙𝑡𝑦 𝑌𝑒𝑎𝑟 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑊𝑒𝑒𝑘𝑠 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝐵𝑢𝑠 % 𝑇𝑟𝑖𝑝𝑠 = 𝑆𝑡𝑢𝑑𝑒𝑛𝑡𝑠, 𝑆𝑡𝑎𝑓𝑓, ∗ ∗ ∗ 𝑝𝑒𝑟 ∗ 𝑇𝑟𝑖𝑝 𝐾𝑖𝑙𝑜𝑚𝑒𝑡𝑒𝑟𝑠 𝐵𝑢𝑠 𝐿𝑒𝑛𝑔𝑡ℎ 𝑝𝑒𝑟 𝑊𝑒𝑒𝑘 𝑜𝑟 𝐹𝑎𝑐𝑢𝑙𝑡𝑦 𝑌𝑒𝑎𝑟
The emission factor corresponding to vehicle or bus kilometres was applied to the total of each category respectively to calculate GHG emission savings. Increased Commuter Vehicle Fuel Efficiency The fuel efficiency improvement mandated by Company Average Fuel Consumption (CAFC) aligns with that of the Corporate Average Fuel Economy (CAFE) 94,95. By 2020, these improvements are expected to be a 40% decrease in fuel 93
https://www.ucalgary.ca/fmd/files/fmd/West%20Campus%20Draft%20Master%20Plan.pdf http://www.tc.gc.ca/eng/programs/environment-fcp-history-630.htm 95 Energy Independence and Security Act, H.R. 6-8 94
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consumption from today’s fleet average. In calculating the emission reduction, it was assumed that vehicles would maintain the same emission factors as 2008/2009 values, which were derived from the Clean Air Cool Planet Campus Carbon Calculator. In order to quantify the potential reduction from improved fuel efficiency, a projection of the future footprint of commuting by students and staff was made. A growth rate of 3% every four years 96 and 24.6% every 20 years 97 was used for students and staff respectively. The following equations were used to calculate future commuting emissions: 𝑌𝑒𝑎𝑟 𝑋𝑆𝑡𝑢𝑑𝑒𝑛𝑡 2008 𝑆𝑡𝑢𝑑𝑒𝑛𝑡 3% 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 = 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 ∗ ∗ (𝑌𝑒𝑎𝑟 𝑋 − 2008)𝑦𝑒𝑎𝑟𝑠 4 𝑦𝑒𝑎𝑟𝑠 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑌𝑒𝑎𝑟 𝑋 𝑆𝑡𝑎𝑓𝑓 2008 𝑆𝑡𝑎𝑓𝑓 24.6 % ∗ (𝑌𝑒𝑎𝑟 𝑋 − 2008)𝑦𝑒𝑎𝑟𝑠 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 = 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 ∗ 20 𝑦𝑒𝑎𝑟𝑠 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝒀𝒆𝒂𝒓 𝑿 𝑌𝑒𝑎𝑟 𝑋 𝑆𝑡𝑢𝑑𝑒𝑛𝑡 𝑌𝑒𝑎𝑟 𝑋 𝑆𝑡𝑎𝑓𝑓 𝑪𝒐𝒎𝒎𝒖𝒕𝒊𝒏𝒈 = 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 + 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 𝑬𝒎𝒊𝒔𝒔𝒊𝒐𝒏𝒔 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠
Finally, the reduction that would be achieved from a 40% improvement in fuel efficiency was found from the following formula: 𝒀𝒆𝒂𝒓 𝑿 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑬𝒎𝒊𝒔𝒔𝒊𝒐𝒏 = 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 40% ∗ 𝐶𝑜𝑚𝑚𝑢𝑡𝑖𝑛𝑔 𝑹𝒆𝒅𝒖𝒄𝒕𝒊𝒐𝒏 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠
Increased Travel Vehicle Fuel Efficiency The increased fuel efficiency of travel vehicles was calculated in the same way as the commuter vehicle efficiency. A growth rate of 24.6% every 20 years was applied to the 2008/2009 baseline, and the reductions were calculated based on a 40% improvement by 2020. 𝒀𝒆𝒂𝒓 𝑿 𝑌𝑒𝑎𝑟 𝑋 𝑬𝒎𝒊𝒔𝒔𝒊𝒐𝒏 = 40% ∗ 𝑇𝑟𝑎𝑣𝑒𝑙 𝑹𝒆𝒅𝒖𝒄𝒕𝒊𝒐𝒏 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠
Institutionally Financed Travel Reduction The GHG emission reduction associated with the following travel reduction goals was calculated: • 10% reduction by 2015 • 20% reduction by 2020 • 50% reduction by 2050 The following formula was used to calculate a GHG emission reduction:
96 97
𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝑇𝑟𝑎𝑣𝑒𝑙 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 ∗ 𝑇𝑟𝑎𝑣𝑒𝑙 𝐺𝐻𝐺 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐺𝑜𝑎𝑙 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠
2010-2014 Environmental Scan Historic Trend, data available from Office of Institutional Analysis at http://www.oia.ucalgary.ca/node/60
85
Increased Aircraft Fuel Efficiency and Improved Air Traffic Management After subtracting the travel vehicle fuel efficiency reductions from the total projected emissions (based on the 24.6% growth rate discussed above), the reduction from increased aircraft fuel efficiency (projected by IPCC – Intergovernmental Panel on Climate Change 98,99) was calculated. 𝑇𝑜𝑡𝑎𝑙 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝑌𝑒𝑎𝑟 𝑋 % 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 ∗ � 𝑇𝑟𝑎𝑣𝑒𝑙 − 𝑇𝑟𝑎𝑣𝑒𝑙 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛� 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛𝑠
Travel Offsets The reductions achieved by purchasing travel offsets were calculated after applying all other quantified reductions. Based on the goals of offsetting 10% of travel by 2015, 25% by 2020, and 50% by 2050, a reduction of 1032 metric tonnes CO2e was calculated for 2015, 2337 metric tonnes CO2e for 2020, and 4928 metric tonnes CO2e for 2050. 𝑇𝑜𝑡𝑎𝑙 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑂𝑓𝑓𝑠𝑒𝑡𝑠 𝑌𝑒𝑎𝑟 𝑋 𝑇𝑟𝑎𝑣𝑒𝑙 = 𝑌𝑒𝑎𝑟 𝑋 % 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 ∗ � − 𝑇𝑟𝑎𝑣𝑒𝑙 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 � 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Fleet Renewal A total increase in fleet fuel efficiency of 50% by 2050 was estimated by the Manager of the U of C Grounds and Motor Pool. Applying this to the total fleet emissions, a GHG emission reduction was found based on fleet emissions growing at the same rate as staff and faculty (Table 62). 𝑌𝑒𝑎𝑟 𝑋 𝐹𝑙𝑒𝑒𝑡 𝑅𝑒𝑛𝑒𝑤𝑎𝑙 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = 𝐹𝑙𝑒𝑒𝑡 𝐺𝐻𝐺 ∗ 50% 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Fleet Share A total decrease in fleet fuel use of 50% by 2020 was estimated by the Manager of the U of C Grounds and Motor Pool. Applying this to the total fleet emissions (including reductions from fleet renewal), a GHG emission reduction was found based on fleet emissions growing at the same rate as staff and faculty (Table 62). 𝑌𝑒𝑎𝑟 𝑋 𝐹𝑙𝑒𝑒𝑡 𝑅𝑒𝑛𝑒𝑤𝑎𝑙 𝐹𝑙𝑒𝑒𝑡 𝑆ℎ𝑎𝑟𝑒 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = �𝐹𝑙𝑒𝑒𝑡 𝐺𝐻𝐺 − 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛� ∗ 50% 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Fleet Rationalization A total increase in fleet fuel efficiency of 15% by 2012 was estimated by the Manager of the U of C Grounds and Motor Pool. Applying this to the total fleet emissions (including reductions from fleet renewal), a GHG emission reduction was found based on fleet emissions growing at the same rate as staff and faculty (Table 62).
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Airline fuel efficiency to increase by 40% by 2050: http://www.ipcc.ch/pdf/special-reports/spm/av-en.pdf Air traffic management strategies to increase aircraft fuel efficiency by an additional 18% by 2020: http://www.ipcc.ch/pdf/special-reports/spm/av-en.pdf
99
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𝑌𝑒𝑎𝑟 𝑋 𝐹𝑙𝑒𝑒𝑡 𝑅𝑒𝑛𝑒𝑤𝑎𝑙 𝐹𝑙𝑒𝑒𝑡 𝑆ℎ𝑎𝑟𝑒 𝐹𝑙𝑒𝑒𝑡 𝑀𝑎𝑖𝑛𝑡𝑒𝑛𝑎𝑛𝑐𝑒 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 = �𝐹𝑙𝑒𝑒𝑡 𝐺𝐻𝐺 − 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 − 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛� ∗ 15% 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛𝑠 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Paper Emission Reductions The greenhouse gas emission reduction associated with paper is related to a change in paper type use to higher recycled content paper. Higher recycled content paper has a lower emission factor, so a GHG emission reduction can be calculated as follows: 𝑃𝑎𝑝𝑒𝑟 𝑃𝑢𝑟𝑐ℎ𝑎𝑠𝑖𝑛𝑔 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝑅𝑒𝑑𝑢𝑐𝑡𝑖𝑜𝑛
𝑌𝑒𝑎𝑟 𝑋 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑉𝑖𝑟𝑔𝑖𝑛 𝐶𝑜𝑛𝑡𝑒𝑛𝑡 = ��𝑉𝑖𝑟𝑔𝑖𝑛 𝐶𝑜𝑛𝑡𝑒𝑛𝑡 − 𝑉𝑖𝑟𝑔𝑖𝑛 𝐶𝑜𝑛𝑡𝑒𝑛𝑡� ∗ 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 + 𝑅𝑒𝑐𝑦𝑐𝑙𝑒𝑑 𝑃𝑎𝑝𝑒𝑟 𝑃𝑎𝑝𝑒𝑟 𝐶𝑜𝑛𝑡𝑒𝑛𝑡 𝑃𝑎𝑝𝑒𝑟 𝐹𝑎𝑐𝑡𝑜𝑟 𝑅𝑒𝑐𝑦𝑐𝑙𝑒𝑑 𝐶𝑜𝑛𝑡𝑒𝑛𝑡 ∗ 𝐺𝐻𝐺 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 � 𝐹𝑎𝑐𝑡𝑜𝑟
Organic Waste and Paper and Cardboard Diversion Emission Reduction The projection for growth of U of C waste was based on assumptions made in Appendix A – Assumptions and Project Quantification. Using the Intergovernmental Panel of Climate Change (IPCC) Solid Waste Disposal Model, emission reductions were calculated based on the removal of a portion of the U of C waste stream. Using the IPCC Solid Waste Disposal Model 100, the following calculation was used to alter the total tonnage of waste going to landfill: 𝑇𝑜𝑡𝑎𝑙 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑌𝑒𝑎𝑟 𝑋 𝑈𝑛𝑖𝑣𝑒𝑟𝑠𝑖𝑡𝑦 𝑜𝑓 = 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 − 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝑂𝑟𝑔𝑎𝑛𝑖𝑐𝑠 − 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝑃𝑎𝑝𝑒𝑟 & 𝐶𝑎𝑙𝑔𝑎𝑟𝑦 𝑊𝑎𝑠𝑡𝑒 𝑊𝑎𝑠𝑡𝑒 𝐷𝑖𝑣𝑒𝑟𝑠𝑖𝑜𝑛 𝐶𝑎𝑟𝑑𝑏𝑜𝑎𝑟𝑑 𝐷𝑖𝑣𝑒𝑟𝑠𝑖𝑜𝑛
The IPCC Solid Waste Model was then used to estimate the GHG emission reduction. The following factors were used in the calculation: Factor
Table 65 - IPCC Calculation Factors #
MCF
0.6
DOC
See Below 0.5
DOCf F R OX Molecular wt. CH4/C
0.5 0 0 1.33
Name methane correction factor degradable organic content degradable organic content decomposed fraction CH4 in landfill gas
recovered gas at landfill oxidation factor ratio of molecular wt.
100
S. Eggleston, L. Buendia, K. Miwa, T. Ngara, & K. Tanabe, “2006 IPCC Guidelines for National Greenhouse Gas Inventories,” IPCC., Vol. 5. Japan: IGES 2006
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The degradable organic content of the waste stream was estimated initially as an average for the Alberta area 101, and was then modified based on the removal of degradable organic content as specified in Table 52 on page 53. The emissions resulting from the composting of diverted organic waste was also considered using the IPCC model, using the following emissions factors: Composting Emission Factor
(tonnes GHG/tonne wet wt compost)
Methane (CH4)
0.004
Nitrous Oxide (N2O)
0.0003
Finally, the GHG emission reduction was found: 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝑮𝑯𝑮 𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑌𝑒𝑎𝑟 𝑋 � ∗ 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 � + 𝑬𝒎𝒊𝒔𝒔𝒊𝒐𝒏 = �� 𝑊𝑎𝑠𝑡𝑒 (𝑇𝑜𝑛𝑛𝑒𝑠) 𝑹𝒆𝒅𝒖𝒄𝒕𝒊𝒐𝒏 𝐹𝑎𝑐𝑡𝑜𝑟
𝑇𝑜𝑡𝑎𝑙 𝐶𝐻4 𝑁2 𝑂 𝐶𝑜𝑚𝑝𝑜𝑠𝑡𝑒𝑑 � ∗� + �� − 𝐶𝑜𝑚𝑝𝑜𝑠𝑡 𝐶𝑜𝑚𝑝𝑜𝑠𝑡 𝑂𝑟𝑔𝑎𝑛𝑖𝑐𝑠 (𝑇𝑜𝑛𝑛𝑒𝑠) 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝐹𝑎𝑐𝑡𝑜𝑟 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 𝐹𝑎𝑐𝑡𝑜𝑟 𝑃𝑟𝑜𝑗𝑒𝑐𝑡𝑒𝑑 𝑌𝑒𝑎𝑟 𝑋 𝑀𝑜𝑑𝑖𝑓𝑖𝑒𝑑 𝑊𝑎𝑠𝑡𝑒 𝑌𝑒𝑎𝑟 𝑋 � ∗ 𝐸𝑚𝑖𝑠𝑠𝑖𝑜𝑛 � �� − 𝑊𝑎𝑠𝑡𝑒 (𝑇𝑜𝑛𝑛𝑒𝑠) 𝐷𝑖𝑣𝑒𝑟𝑠𝑖𝑜𝑛 (𝑇𝑜𝑛𝑛𝑒𝑠) 𝐹𝑎𝑐𝑡𝑜𝑟
101
Environment Canada, “Climate Change – Waste,” Environment Canada. [Online]. Available: http://www.ec.gc.ca/gesghg/default.asp?lang=En&n=AA11E35B-1 (Accessed July 30, 2010).
88
Appendix B – Description of Abbreviations Table 66 - List of Abbreviations Description
Abbreviation
Name
BPA CAFC CAFE CAP CDC CHCP
Building Performance Audit Company Average Fuel Consumption Corporate Average Fuel Economy Climate Action Plan Child Development Center Central Heating and Cooling Plant
CHP
Combined heating and power
CO2e EEF
Carbon dioxide equivalent Energy Efficiency Fund
EMS
Energy Management Software
EPI
Energy Performance Initiative
EUI
Energy Use Intensity
FTE
Full time equivalent
GHG
Greenhouse Gas
GWP
Global warming potential
LRT MFD
Light Rail Transit Multifunction Print Device
REC
Renewable Energy Certificate
TDM
Transportation Demand Management Variable Air Volume
VAV
Part of the Energy Performance Initiative. Canadian fuel efficiency standards. American fuel efficiency standards. Current document name. A LEED Platinum U of C Building. A U of C facility that meets the heating and cooling needs on campus Uses waste heat recovery from electrical generation to heat water, which increases the efficiency of power/heat generation. A weighted sum of greenhouse gases Funding mechanism for the Energy Performance Initiative. See Built Environment – Building Energy Demand -Existing Building Section for details. Software to monitor energy use and extract useful data for energy planning, building performance benchmarking, and measurement of project efficacy. See Built Environment – Building Energy Demand – Planning and Monitoring for details. Project to reduce energy use in existing infrastructure. See Built Environment – Building Energy Demand -Existing Building Section for details. A measure of building energy use (ekWh, Btu) per square area (ft2 or m2) The equivalent sum of full time staff, faculty, or students that includes a portion of part time individuals A gas that contributes to global warming; carbon dioxide, methane, nitrous oxides, hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulphur hexafluoride (SF6) A comparison of greenhouse gases based on the potential to cause global warming, using carbon dioxide as the reference gas. Refers to Calgary’s light rail transit system or CTrain A device that reduces the need for desktop printers, and makes efficient use of paper through double-sided printing. See Built Environment – Building Energy Demand –Plug Load Section for details. A Certificate purchased for the non-power attributes of energy generated at a green power facility Strategy to mitigate traffic load and GHG emissions related to commuting. See Transportation – Commuting Section for details. A high efficiency air handling unit
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Appendix C – Other Institutional GHG Reduction Goals In order to provide a context for the goals set by the CAP for GHG emission reductions, Table 67 and Table 68 summarize GHG emission reduction goals set by other post-secondary institutions and municipalities. Based on these goals set by other institutions, the U of C has set targets that are reasonable, yet position the University to be a leader in finding a solution to climate change. 102
Table 67 - Various GHG Reduction Goals
UCPCCSA Signatories Dalhousie University McGill University 103 University of British Columbia 104 University of Victoria 105 106 ACUPCC Signatories Arizona State University Cornell University Duke University New York University University of Colorado at Boulder University of Florida University of Illinois at Chicago University of South Florida University of Tennessee - Knoxville University of Washington Municipalities 107 City of Calgary 108 City of Chicago 109 City of Portland 110 City of Seattle 111 City of Toronto 112 City of Vancouver
Greenhouse Gas Emission Reduction Goals 50% below 2009 levels by 2050 30% below 2002 levels by 2010 100% below 2007 levels by 2050 20% below 2007 levels by 2015 Greenhouse Gas Emission Reduction Goals 100% below 2007 levels by 2050 100% below 2008 levels by 2050 88% below 2007 levels by 2050 100% below 2008 levels by 2040 80% below 2005 levels by 2050 83% below 2005 levels by 2050 88% below 2004 levels by 2050 80% below 2009 levels by 2050 80% below 2008 levels by 2050 100% below 2005 levels by 2050 Greenhouse Gas Emission Reduction Goals 80% below 2005 levels by 2050 80% below 1990 levels by 2050 80% below 1990 levels by 2050 80% below 1990 levels by 2050 80% below 1990 levels by 2050 80% below 2007 levels by 2050
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University and College Presidents’ Climate Change Statement of Action for Canada University of British Columbia, “Climate Action,” University of British Columbia. [Online]. Available: http://www.sustain.ubc.ca/campus-sustainability/greening-the-campus/climate-action (Accessed July 30, 2010) 104 University of Victoria, “Energy and Climate,” University of Victoria. [Online]. Available: http://web.uvic.ca/sustainability/Energy.htm (Accessed July 30, 2010) 105 American College and University Presidents’ Climate Commitment 106 ACUPCC, “Reporting Institutions,” ACUPCC. [Online]. Available: http://acupcc.aashe.org/?page=1 (Accessed July 30, 2010) 107 City of Calgary, “Climate Change,” City of Calgary. [Online]. Available: http://content.calgary.ca/CCA/City+Hall/Business+Units/Environmental+Management/Climate+Change/Climate+Change.htm (Accessed July 30, 2010) 108 City of Chicago, “Chicago Climate Action Plan,” City of Chicago. [Online]. Available: http://www.cityofchicago.org/city/en/depts/doe/supp_info/chicago_climate_actionplan.html (Accessed July 30, 2010) 109 City of Portland, “Climate Action Plan 2009,” City of Portland. [Online]. Available: http://www.portlandonline.com/bps/index.cfm?c=49989& (Accessed July 30, 2010) 110 City of Seattle, “Seattle Climate Action Plan,” City of Seattle. [Online]. Available: http://www.cityofseattle.net/climate/ (Accessed July 30, 2010) 111 City of Toronto, “Change is in the Air… Learn More,” City of Toronto. [Online]. Available: http://www.toronto.ca/changeisintheair/about.htm (Accessed July 30, 2010) 112 City of Vancouver, “Climate Change Action Plans: Sustainability: City of Vancouver,” City of Vancouver [Online]. Available: http://vancouver.ca/sustainability/climate_protection.htm (Accessed July 30, 2010) 103
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Appendix D – List of Figures and Tables List of Figures Figure 1 - U of C Scope 1, 2 and 3 Greenhouse Gas Emissions Projected Growth Rate ......................................................... ii Figure 2 - U of C Projected Greenhouse Gas Emission Reduction Wedge Diagram .............................................................. vi Figure 3 - U of C Scope 1, 2 and 3 Greenhouse Gas Emissions Projected Growth Rate ......................................................... 2 Figure 4 - U of C Projected Greenhouse Gas Emission Reduction Wedge Diagram ............................................................... 3 Figure 5 - U of C Built Environment Greenhouse Gas Emissions Projected Growth Rate ...................................................... 6 Figure 6 - U of C Built Environment Greenhouse Gas Emission Reduction Wedge Diagram ................................................. 7 Figure 7 - 2007 Alberta Grid Generation Mix.......................................................................................................................... 8 Figure 8 - Generation Type GHG Intensity .............................................................................................................................. 8 Figure 9 - Projected Main Campus Grid Based Electricity Requirement .............................................................................. 11 Figure 10 - U of C Projected Energy Supply and Energy Demand Greenhouse Gas Emission Reductions ........................... 20 Figure 11 - U of C Transportation Greenhouse Gas Emissions Projected Growth Rate ....................................................... 24 Figure 12 - U of C Transportation Greenhouse Gas Emission Reduction Wedge Diagram................................................... 25 Figure 13 - 2008/2009 Commuting Share of Overall Transportation Emissions .................................................................. 26 Figure 14 - U of C Student and Staff/Faculty Modal Distribution ......................................................................................... 26 Figure 15 - U of C Commuting Greenhouse Gas Emissions Projected Growth Rate............................................................. 27 Figure 16 - U of C Projected Commuting Greenhouse Gas Emission Reductions................................................................. 33 Figure 17 - 2008/2009 Institutionally Financed Travel Share of Overall Transportation Emissions..................................... 34 Figure 18 - U of C IFT Greenhouse Gas Emissions Projected Growth Rate ........................................................................... 34 Figure 19 - U of C Projected IFT Greenhouse Gas Emission Reductions ............................................................................... 37 Figure 20 - 2008/2009 Fleet Share of Overall Transportation Emissions ............................................................................. 38 Figure 21 - U of C Fleet Greenhouse Gas Emissions Projected Growth Rate ....................................................................... 38 Figure 22 - U of C Projected Fleet Greenhouse Gas Emission Reductions ........................................................................... 43 Figure 23 - U of C Paper Purchasing and Organic Waste Projected Greenhouse Gas Emission Growth.............................. 46 Figure 24 - U of C Paper Purchasing and Organic Waste Greenhouse Gas Emission Reduction Wedge Diagram ............... 47 Figure 25 - U of C Paper Purchasing and Organic Waste Projected Greenhouse Gas Emission Reductions ........................ 53
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List of Tables Table 1 - Scope Description...................................................................................................................................................... i Table 2 - U of C Current and Projected Greenhouse Gas Emissions by Scope ........................................................................ i Table 3 - U of C Current and Projected Greenhouse Gas Emissions by Category................................................................... ii Table 4 - Identified Built Environment Greenhouse Gas Emission Reductions ..................................................................... iv Table 5 - Identified Transportation Greenhouse Gas Emission Reductions ........................................................................... v Table 6 - Identified Paper Purchasing and Organic Waste Greenhouse Gas Emission Reductions ....................................... vi Table 7 - U of C Projected Greenhouse Gas Emission Reduction Goals ............................................................................... vii Table 8 - U of C Projected Greenhouse Gas Emission Reduction Goals ................................................................................. 2 Table 9 - Built Environment GHG Emission Reduction Goals.................................................................................................. 7 Table 10 - Current Energy Supply Actions............................................................................................................................... 9 Table 11 - Identified Actions for Energy Supplied by Fossil Fuels ........................................................................................... 9 Table 12 - Identified Renewable Energy Actions .................................................................................................................. 10 Table 13 - Identified Energy Supply Related Emission Reductions ....................................................................................... 12 Table 14 - Current Building Energy Demand Actions ............................................................................................................ 13 Table 15 - Building Portfolio Energy Planning and Monitoring Actions................................................................................ 14 Table 16 - New Building Actions ........................................................................................................................................... 15 Table 17 - EPI Phase III Description ....................................................................................................................................... 15 Table 18 - EPI Phase IV Description....................................................................................................................................... 16 Table 19 - Identified IT Actions ............................................................................................................................................. 17 Table 20 - Identified Plug Load Actions................................................................................................................................. 18 Table 21 - Identified Site Lighting and Power Actions .......................................................................................................... 19 Table 22 - Identified Building Performance Related Emission Reductions ........................................................................... 19 Table 23 - Outreach and Engagement Program Implementation......................................................................................... 22 Table 24 - Modal GHG Emission Intensity, ............................................................................................................................ 27 Table 25 - Current U of C Commuting Initiatives .................................................................................................................. 27 Table 26 - Commuting GHG Emission Reduction Goals ........................................................................................................ 28 Table 27 - Planning and Monitoring Actions ......................................................................................................................... 28 Table 28 - Public Transit Actions ........................................................................................................................................... 29 Table 29 - Cycling Actions ..................................................................................................................................................... 30 Table 30 - Other Transportation Demand Management Actions ......................................................................................... 31 Table 31 - Student and Staff Housing Actions....................................................................................................................... 32 Table 32 - Identified Commuting Related Emission Reductions ........................................................................................... 33 Table 33 - Current U of C Institutionally Financed Travel Initiatives .................................................................................... 34 Table 34 - GHG Emission Reduction Goals ............................................................................................................................ 35 Table 35 - Planning and Monitoring Actions ......................................................................................................................... 35 Table 36 – Institutionally Financed Travel Actions ............................................................................................................... 36 Table 37 - Identified IFT Emission Reductions ...................................................................................................................... 37 Table 38 - Current Fleet Management Initiatives ................................................................................................................. 38 Table 39 – Fleet GHG Reduction Goals ................................................................................................................................. 39 Table 40 – Fleet Planning and Monitoring Actions ............................................................................................................... 39 92
Table 41 - Fleet Actions ......................................................................................................................................................... 40 Table 42 - External Fleet Actions........................................................................................................................................... 41 Table 43 - Courier Service Actions ........................................................................................................................................ 42 Table 44 - Identified Fleet Emission Reductions ................................................................................................................... 43 Table 45 - GHG Reduction Goals ........................................................................................................................................... 47 Table 46 - Current Paper Purchasing Initiatives .................................................................................................................... 48 Table 47 - Identified Paper Purchasing Actions .................................................................................................................... 49 Table 48 - Identified Paper Related Emission Reductions .................................................................................................... 50 Table 49 - Organic Solid Waste ............................................................................................................................................. 50 Table 50 - Current Organic Waste Initiatives ........................................................................................................................ 51 Table 51 - Identified Organic Waste Actions ........................................................................................................................ 52 Table 52 - Identified Purchasing and Organic Waste Related Emission Reductions ............................................................ 53 Table 53 - U of C Sustainability Related Curriculum ............................................................................................................. 58 Table 54 - Students' Union Actions ....................................................................................................................................... 73 Table 55 - Bike Root Actions ................................................................................................................................................. 74 Table 56 - EVDS SA's Actions ................................................................................................................................................. 75 Table 57 - ESSA's Actions ...................................................................................................................................................... 75 Table 58 - ISEEESA's Actions.................................................................................................................................................. 76 Table 59 - Solar Car Actions .................................................................................................................................................. 76 Table 60 - Solar Decathlon Actions ....................................................................................................................................... 77 Table 61 - Urban CSA's Actions ............................................................................................................................................. 77 Table 62 - U of C Growth Rate Assumptions ......................................................................................................................... 79 Table 63 - EPI GHG Emissions Reductions............................................................................................................................. 81 Table 64 - GHG Inventory Commuter Assumptions.............................................................................................................. 83 Table 65 - IPCC Calculation Factors ....................................................................................................................................... 87 Table 66 - List of Abbreviations............................................................................................................................................. 89 Table 67 - Various GHG Reduction Goals .............................................................................................................................. 90
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Contributors Andrew Wallace Anil Mehrotra Anna Nowaczyk Benoit Beauchamp Bob Ellard Brandon Peterson Brian Bates Dave Miners David Layzell Dominik Rozwadowski Doug Wilson George Bourne Halley O’Byrne Jim Sawers Joanne Perdue John Brown John Orpe Justin Brown Mark Lowey Mike Rogers Murray Sloan Nancy Pollock-Ellwand Shelley O'Brien Steve Crowe Steve Dantzer Steven Gasser Susan Austen Tom Seto Trisha Campbell
Director, West Campus Development (Facilities Development) Interim Dean (Schulich School of Engineering) Programs and Communications Coordinator (Office of Sustainability) Executive Director (Arctic Institute of North America) VP (Facilities Management and Development) Intern Sustainability Coordinator (Office of Sustainability), Schulich School of Engineering Manager, Operations and Production Control (Information Technologies) Manager, Distribution Services (Supply Chain Management) Executive Director (Institute for Sustainable Energy, Environment, and Economy) Intern Sustainability Coordinator (Office of Sustainability), Haskayne School of Business Business Performance Manager (Facilities Management) Associate Dean, Science Education (Faculty of Science) Mechanical Engineering Intern (Campus Engineering), Schulich School of Engineering Director, Campus Engineering (Facilities Development) Director of Sustainability (Office of Sustainability) Associate Dean, Research and Int'l (Faculty of Environmental Design) Senior Procurement Specialist, Supply and Service Procurement (Supply Chain Management) Sustainability Coordinator (Office of Sustainability) Communications Director (Institute for Sustainable Energy, Environment, and Economy ) Director, Infrastructure Maintenance Program (Facilities Management) Energy and Utilities Engineer (Facilities Management) Dean (Faculty of Environmental Design) Director, Operations and Maintenance (Facilities Management) Senior Financial Analyst, Financial and Management Reporting (Facilities Management) Associate Vice-President (Facilities Development) Associate Vice-President (Facilities Management) Director (Parking and Traffic Services) Director, Infrastructure Services (Information Technologies) Administrator (Arctic Institute of North America)
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Faculties, Institutes and Centres Arctic Institute of North America Canadian Institute for Resources Law Centre for Environmental Engineering Research and Education Environmental Design Haskayne School of Business Institute for Sustainable Energy, Environment and Economy International Resource Industries and Sustainability Centre Law Schulich School of Engineering Science
Student Groups Bike Root Community Bike Shop Eat Dirt Eco Club Engineers Without Borders Environmental Design Student’s Association (EVDS SA) Environmental Science Student’s Association (ESSA) Graduate Students’ Association Institute for Sustainable Energy, Environment, and Economy Students’ Association (ISEEESA) Save NRG Students’ Union University of Calgary Solar Car Team Urban Calgary Students’ Association (UrbanCSA)
Thanks & Recognition “The 2010 Climate Action Plan was made possible through the collective contribution of the individuals and groups noted above. I would like to extend acknowledgement and appreciation to all of the above for sharing their expertise and for their demonstrated commitment to advancing the initiatives within this plan. Thanks also to Justin Brown and Brandon Peterson for composing a comprehensive plan from the many points of input.” Joanne Perdue Director of Sustainability Back cover: The 2010 U of C Solar Team competing in the 2000 kilometre American Solar Challenge. Photo credit: Merlin Nagel 95
To learn more about sustainability at the University of Calgary and to view the Full and Summary Report versions of the Climate Action Plan online visit www.ucalgary.ca/sustainability 96
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