Overall Rating Silver
Overall Score 50.72
Liaison Philip Mansfield
Submission Date Feb. 17, 2017
Executive Letter Download

STARS v2.0

Carleton University
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Philip Mansfield
Sustainability Manager
Facilities Management and Planning
"---" indicates that no data was submitted for this field

Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
Current and Formal Plans (Yes or No) Measurable Objectives (Yes or No)
Curriculum --- ---
Research (or other scholarship) --- ---
Campus Engagement Yes No
Public Engagement Yes No
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food Yes Yes
Energy Yes Yes
Grounds Yes Yes
Purchasing Yes Yes
Transportation Yes Yes
Waste Yes Yes
Water Yes Yes
Diversity and Affordability --- ---
Health, Wellbeing and Work Yes Yes
Investment Yes Yes
Other No ---

A brief description of the plan(s) to advance sustainability in Curriculum:
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
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Accountable parties, offices or departments for the Curriculum plan(s):
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A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
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The measurable objectives, strategies and timeframes included in the Research plan(s):
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Accountable parties, offices or departments for the Research plan(s):
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A brief description of the plan(s) to advance Campus Engagement around sustainability:

Educating and Engaging with the Carleton campus community on all aspects of the sustainability is one of the key pillars within the Sustainability Strategic Plan. This not only outlines the breadth and opportunities available but also in includes specific measures and milestones.

In addition our overall University Strategic Integrated Plan includes a Goal (Goal 4-2) to develop an integrated approach to environmental stewardship and campus sustainability. This references engagement with academic and research communities and professional services with environmental initiatives.

Thirty one thousand people live, work, study and play at Carleton University. Success with this plan will only be achieved if a large portion of that community is engaged and participates in its implementation and shares in the successes. Policies and practices must evolve and change but, more importantly, individual behaviours must also evolve and change. There is a large opportunity to harness the current level of awareness around sustainability and move students, staff and faculty toward real actions that will benefit Carleton University on many levels.


The measurable objectives, strategies and timeframes included in the Campus Engagement plan:

1. Launch a series of outreach programs to raise awareness about this strategic plan and to garner input and support. Include within this a sustainability communications plan. Ongoing initiative updated annually.

2. Establish a Green Team pilot program by November 2013 made up of individuals from
departments/faculties across campus who would become eco-reps and work to influence change in their area or department. To date over 20 departments have been included across campus.

3. Pilot a Green Workplace Certification Program by September 2013 so that departments and offices that met certain criteria would be recognized for their efforts. Roll it out to all departments and offices by June 2014. The program has subsequently be rolled out across the community and has active participation.

4. Explore the possibility with student unions of establishing a student levy to support sustainability initiatives. Funds from the levy would be used to support student led initiatives that would have a measured impact on making the Carleton community more sustainable.

5. Integrate sustainability as a topic in new employee and student orientation by September 2013. All employees receive a welcoming video, which includes an introduction to sustainability, this in addition to a employee guide to sustainability on campus.


Accountable parties, offices or departments for the Campus Engagement plan(s):

Energy and Sustainability, Facilities Management and Planning
Communications, Finance and Administration


A brief description of the plan(s) to advance Public Engagement around sustainability:

The inclusion of advancing public engagement around Sustainability is a key recommendation within the Carleton Sustainability Strategic Plan. Conducting public consultation and engaging the community is a fundamental element in initially establishing buy-in and then subsequently for implementation.

The success of the sustainability strategic plan has been dependent on the level of engagement and buy-in from the staff, faculty and students involved. It has been critical to have the engagement of senior administrators to ensure that resources are made available and that the support is allocated where needed.

The strategic plan includes the development of a communications strategy, linked to faculty, staff and students and the setting up of a cross-community sustainability advisory committee which will have representation from students as well as faculty and professional staff.


The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):

1. Develop a comprehensive communications strategy for sustainability. It will serve to engage and educate participants, share successes and build commitment. This plan is updated annually to reflect changing priorities and programs.

2. An annual report outlining the progress of the program, prepared for the community and posted on the website. In addition to a snapshot of results (one-pager document) published annually, the full strategy progress is annually updated.

3. Number of projects that engage the community in environmental initiatives. Full details of numbers (unique visits, participants, lecture/interviews etc) are outlined in internal reporting.


Accountable parties, offices or departments for the Public Engagement plan(s):

Energy and Sustainability, Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Air and Climate:

Carleton has committed to developing a climate action plan which will plan for both energy conservation as well as establishing specific targets related to carbon emissions. The current strategic plan is focused on carbon reduction through a mix of energy conservation and efficiency (as demonstrated through the Energy Master Plan), commitment to green buildings and renewable alternatives, technology and process improvements and community education. This in addition to wider carbon and climate advancements as linked to procurement and travel.


The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):

1. Develop an Energy Master Plan (May 2014) which would have a major energy conservation and carbon reduction component. Plan developed and reported annually.

2. Life Cycle analysis for all new projects to consider the long-term costs of major energy
infrastructure (chillers, etc.).

3. All new equipment purchased through the Purchasing Department should be Energy Star or better.

4. Rollout of the installation of power bars to feed computing peripherals and that
it is shut off at the end of each day.

5. Move to using centralized printers to reduce the high cost of personal printers.

6. Develop a Climate Action Plan with clear, real targets for reduction. This is to be included in the overall strategy revision 2018 onwards.


Accountable parties, offices or departments for the Air and Climate plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Buildings:

Carleton University conducts a regular master planning process which engages the community to develop a long-term plan for the development of university facilities. The latest Campus Master Plan was adopted in 2015. The Campus Master Plan reinforces many aspects of sustainability. Green spaces are to be maintained and highlighted through careful planning. Growth will be achieved through densification of the existing property and – for the first time – the Campus Master Plan notes that replacement of existing buildings will be considered so that more efficient use can be made of a
building footprint.

In addition the master plan outlines a network of safe, navigable paths for pedestrians and cyclists will be enhanced. There will be no increase in parking spaces per capita with the new growth on campus; in fact, a decrease in per capita parking is foreseen over several years, as more transportation alternatives are promoted and developed.

The overall Strategic Plan has also committed Carleton to ensuring that all new construction and major renovations achieve a minimum rating of 3 out of 5 globes with the Green Globes Rating system (www.greenglobe.com). All new buildings to date have on average, received a 4 globe rating.

In 2009, Carleton University also conducted a pilot project with Green Globes to develop an Environmental Assessment tool for university campuses. The result was a detailed report for each of the 44 buildings at Carleton University, identifying such things as water consumption, energy usage, electricity usage, and waste management. The report also provided a list of recommendations for improvements that would result in a more sustainable operation. This tool has been evolved to the Environmental Sustainability Assessment Tool and is used to review all buildings every 2 years.


The measurable objectives, strategies and timeframes included in the Buildings plan(s):

1) Use the Green Globes environmental assessment system for all major construction on campus with a focus on continual improvement.

2) Use Green Globes to assess all new construction and major renovations – with a minimum target standard of 3 out of 5 globes.

3) Continue to pursue opportunities to maximize how Carleton University currently allocates and uses space.

4) Ensure a waste management/recycling strategy is utilized for all construction and renovation projects.

5) Ensure that all renovations and new construction follow the sustainability principles in the Design Guidelines and the Sustainability Assessment Program.Page 6 of 13

6) Ensure that the campus development is consistent with the Sustainability principles contained in the current Campus Master Plan.

7) Utilize the ESAT tool for building reviews and updates. Tool used to inform planning and process development.


Accountable parties, offices or departments for the Buildings plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Dining Services/Food:

The universities Sustainability Strategic Plan sets out key programs and objectives which are aligned to our dining services and food operations. In addition, all food operations are sub-contracted to Aramark on campus, and there are set plans that are detailed through the partner which are aligned to sustainable operations.


The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):

1) Conduct an initial audit of all of the food and supplies purchased by Dining Services. Develop a plan with specific targets to ensure that a certain percentage of food and supplies purchased meet at least one of the four sustainability criteria outlined.

2) Develop and implement a comprehensive waste diversion strategy for Dining Services to provide support to a wider campus target of of 60 per cent diversion from landfill. The strategy includes among other initiatives: recycling waste and composting organics from all dining operations and catered events; conducting annual waste audits to verify diversion rates and ensure contamination is minimized through ongoing education
and engagement; extensively promoting reusable mugs at all outlets; conducting a review of all packaging materials used by Dining Services in an effort to reduce the use disposables when it makes sense to do so.

3) Develop a green event options for catered events. Dining Services caters almost all events at Carleton University. A “green” option would be one way of introducing the next level of sustainable dining to catered events. For example, reusable tableware and flatware would be used, all products and packaging at the event would be recyclable or compostable, vegan and vegetarian options would be provided, etc.).

4) Conduct a water and energy audit of Dining Services operations to identify
any areas where reduction can be realized. Subsequently develop a plan based on the recommendations made.

5) Achieve Fairtrade campus status and review wider sustainability certifications.

5) Ensure that all major equipment purchased for Dining Services undergoes a life cycle analysis and be energy and water efficient.


Accountable parties, offices or departments for the Dining Services/Food plan(s):

Dining Services
Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Energy:

The Sustainability Strategic Plan outlines the plans and key actions to advance and reduce energy and greenhouse gas emissions. In addition a key action as defined at the time was the development of a separate Energy Master Plan.

The Energy Master Plan looks at the campus historical energy and water use and the future requirements for these utilities to satisfy the campus physical development set in the Campus Master Plan. This document also identifies energy and water conservation opportunities that are available in the existing buildings that when implemented could reduce the future energy requirements.


The measurable objectives, strategies and timeframes included in the Energy plan(s):

1. Develop an Energy Master Plan which would have a major energy conservation
component.

This plan has been developed and includes a full building by building review, future energy requirements, energy benchmarks and conservation opportunities. In addition a building specific energy savings generator provides all energy and water conservation opportunities across the campus with payback and timelines. All buildings are included and priority for review and implementation is based on age, condition and payback.

2. Develop an energy conservation policy encouraging all students, staff and faculty to participate.

3. Provide ongoing building energy audits, using audit consultants, and subsequently track this energy data.

4. Develop an action-based, targeted education and awareness program to engage students, staff and faculty in energy conservation at Carleton.

5. Encourage individual departments to have specific policies or guidelines that encourage energy conservation.

6. Initiate and promote the installation of power bars to feed computing peripherals and that it is shut off at the end of each day.

7. Move to using centralized printers to reduce the high cost of personal printers (electricity, lack of double-sided printing, more costly ink cartridges, less durable, etc.).

8. Develop a annual green revolving fund program to encourage and fund staff, faculty and student suggestions to sustainability on campus.


Accountable parties, offices or departments for the Energy plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Grounds:

The Sustainability Strategic Plan and the Campus Master Plan outlines the key actions and plans as related to the advancement of sustainability on the campus grounds, including the commitment to: continually seek ways to build, renew and maintain buildings, infrastructure and landscapes in a way that conserves resources, land, water and vegetation, reduces energy use, and limits waste disposal.


The measurable objectives, strategies and timeframes included in the Grounds plan(s):

The Campus Master Plan makes the following recommendations as related to sustainability on campus grounds:
- New campus development should clearly articulate the environmentally sustainable features of a project through building science.
- Signage and education opportunities should further promote Carleton’s commitment to environmentally responsible Campus development and maintenance.
- Landscapes and open spaces should promote all season use, particularly in the winter months.
- Infrastructure and amenities for cycling should be integrated into all new and existing Campus open spaces.
- All landscape plans should use non-invasive and/or native planting.
- Overall tree health on Campus should be monitored and a tree succession plan created to ensure the long-term viability of the existing tree canopy.
- Hardscaped areas should consider materials that allow for water infiltration to minimize runoff.
- The accommodation of cycling will be further improved, with secure bicycle parking nodes at key locations throughout the campus, and integrated within building entrances.
- Aim to reduce car use per person using tools such as incentives for multiple vehicle occupancy, increased parking charges and reduced availability, and improved bicycle access and storage.
- New trees should be planted to create a shade canopy during the summer months, and the shrub material should be low to improve visibility and increase the sense of safety in the grounds.
- Lighting should be designed to minimize light pollution.


Accountable parties, offices or departments for the Grounds plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Purchasing:

Carleton University's Sustainability Strategic Plan outlines the importance of sustainable procurement and working directly with service providers in order to reduce both environmental and economics costs associated with purchasing and delivery.


The measurable objectives, strategies and timeframes included in the Purchasing plan(s):

There is a large potential for Carleton University to influence change by using the university’s purchasing power to influence suppliers and service providers:

1) Expand the surplus goods process and establish a permanent system for furniture reuse/recycling/disposal.

2) Develop a Procurement Policy to ensure all major purchases for
products and services undergo a lifecycle analysis so that long-term costs are considered.

3) Work with the five main product and service providers to reduce the environmental and economic costs associated with numerous deliveries.


Accountable parties, offices or departments for the Purchasing plan(s):

Purchasing
Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Transportation:

While the campus Master Plan outlines some key plans aligned to sustainability in transportation such as bike parking and car sharing to reduce parking needs, key plans are outlined within the Sustainability Strategic Plan and daughter document the Carleton Demand Transportation Plan.


The measurable objectives, strategies and timeframes included in the Transportation plan(s):

1) Parking Services developed a long-term Demand Transportation Plan which outlines the way students, staff and faculty get to and from Carleton University in the most
sustainable means, as possible. This includes:
- Provide incentives for car pooling onto campus.
- Provide vehicles/options for emergency use for staff who car pool for their daily commute.
- Expand and communicate car share programs.
- Implement electric car charging stations in main car parks (covered).
- Ensure secure bike storage and provide bike share programs for use at work.

2) Establishing the baseline impact from fleet vehicles and ensure an efficient transfer to more sustainable means to include; Purchasing hybrid vehicles when appropriate, the use of smaller and more fuel-efficient vehicles, encouraging car-sharing services for departmental car needs.

3) Make the campus bike friendly and ensure sufficient parking, adequate bike lanes/cycling policy, provide showers.


Accountable parties, offices or departments for the Transportation plan(s):

Facilities Management and Planning
Safety, Parking Services


A brief description of the plan(s) to advance sustainability in Waste:

The Sustainability Strategic Plan outlines the key actions for waste reduction and improved diversion from landfill. This includes reducing waste generation, improving segregation and a target around waste diversion from landfill. In addition there is emphasis on improving the types of waste and recycling currently collected on campus and promoting this to the wider community.


The measurable objectives, strategies and timeframes included in the Waste plan(s):

Actions within the Strategic Plan include:
1) Increase the diversion of waste to 60 per cent.
2) Focus on diversion (reuse and recycling) for residence move-in and move-out. These two relatively short periods generate a large amount of waste that can be relatively easily diverted. The move-in period is also critical as it serves as an
introduction to sustainability programs at Carleton University for new students and parents.
3) Create a comprehensive management plan for paper on campus – the largest individual stream of waste.
4) Develop a comprehensive strategy for dealing with all electronic waste or e-waste. This is both staff/faculty (i.e. Carleton purchased) e-waste and community generated waste.
5) Work with Carleton’s main vendors such as Unisource and Grand and Toy to minimize the waste generated from regular deliveries (reusable shipping containers, combining shipments, etc.).
6) Purchasing and Facilities Management and Planning to explore the possibility of expanding the surplus goods process and establishing a permanent system for furniture reuse/recycling/disposal.
7) Ensure that opportunities for minimizing waste and maximizing diversion are pursued for all construction and renovation jobs at Carleton. Require a pre and post waste audit trail to be completed with final waste diversion rates submitted.
8) Improved waste signage rolled out across campus and targeted educational campaigns and events to engage the community.


Accountable parties, offices or departments for the Waste plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance sustainability in Water:

Advancements in Sustainability as related to water as found with the Strategic Sustainability Plan, the Campus Master Plan and the Energy Master Plan.


The measurable objectives, strategies and timeframes included in the Water plan(s):

1) Energy Master Plan to consider such aspects as:
- Standards for plumbing fixtures for use at Carleton University. The standards need to be detailed and address the different typed of fixtures that may be needed in different settings at Carleton University (residence, public washroom being renovated in an existing building, washrooms in a new building).

2) A review of all laboratory equipment to ensure that water efficiency is considered.
An assessment of the sewage infrastructure that is needed to support decreased flow rates.

3) The provision and maintenance of public drinking fountains and water bottle filling
stations.

4) Exploring further opportunities for using grey water and/or rain water from roof areas.

5) Ensure that the implications of current and future sewer use bylaws and the associated
cost are considered as part of the water management plan.


Accountable parties, offices or departments for the Water plan(s):

Facilities Management and Planning


A brief description of the plan(s) to advance Diversity and Affordability:
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
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A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:

Carleton University's Healthy Workplace Plan,'Healthy Conversations, Healthy Relationships, Healthy People, Healthy Community' outlines the university wide initiatives to advance a culture of health and wellness at work.


The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):

The key overarching goals are:
1) To ensure key priorities for Healthy Workplace as outlined in this plan are linked and
integrated with the Strategic Integrated Plan (SIP) and a Human Resources Plan.

2) To ensure the continued planning and commitment of financial, human and other
resources, for the overall healthy workplace strategy and related programs.

3) To conduct regular assessments and progress evaluations of the Healthy Workplace
Plan (related programs and goals, and workplace performance) to determine
strengths and opportunities for improvement.

4) To communicate the Healthy Workplace Plan and messages across the university.

5) To enhance a supportive workplace where there is an understanding of employees’
roles and responsibilities to contribute to a healthy workplace at all levels of the
university. With specific emphasis on those who manage people and their relationships.

6) To recognize staff achievement in meeting job and healthy workplace goals.

7) To achieve recognition and certification for our efforts to a healthy workplace by
Excellence Canada. Obtain Level 2 in 2014 and Level 3 in 2016.


Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):

Office of Quality Initiatives


A brief description of the plan(s) to advance sustainability in Investment:

The Carleton University Retirement Plan outlines key areas as related to responsible investment.


The measurable objectives, strategies and timeframes included in the Investment plan(s):

The plan is guided by certain principles as they relate to responsible investing. These are:

- That the fund must be invested to achieve the best possible risk-adjusted rate of return on the Fund’s assets.
- That portfolio diversification is necessary to achieve these returns.
- That responsible corporate behavior with respect to environmental, social and governance (ESG) factors can have a positive effect on long-term financial performance (to varying degrees across companies, sectors, regions, assets classes and time)
- That taking into account ESG issues may better align the portfolio with the interests of our plan members.
- That imposing constraints on portfolio investments may increase risk or reduce returns or both.
- Encourage investment counsel and other service providers to incorporate ESG issues into investment analysis and decision making.
- Require annual disclosure by Investment counsel of the processes by which ESG factors are incorporated into the investment decision making process.


Accountable parties, offices or departments for the Investment plan(s):

Finance and Administration, Pensions


A brief description of the plan(s) to advance sustainability in other areas:
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The measurable objectives, strategies and timeframes included in the other plan(s):
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Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
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Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
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The website URL where information about the institution’s sustainability planning is available:

The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.