| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 46.94 |
| Liaison | William Clancey |
| Submission Date | Feb. 7, 2020 |
| Executive Letter | Download |
Durham College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.00 / 4.00 |
Michelle
Darling Senior Project Manager, Project Portfolio Planning and Sustainability Facilities & Ancillary |
"---"
indicates that no data was submitted for this field
Published Plans That Address Sustainability
Strategic Plan
Yes
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
Line from Strategic Plan, GOAL 4 Our Community: We will celebrate and support advances in entrepreneurship, innovation and sustainability.
A copy of the strategic plan:
The website URL where the strategic plan is publicly available:
Sustainability Plan
Yes
A copy of the sustainability plan:
The website URL where the sustainability plan is publicly available:
Climate Action Plan
No
A copy of the climate action plan:
---
The website URL where the climate action plan is publicly available:
---
Other Published Plans
Yes
A list of other published plans that address sustainability, including public website URLs (if available):
Energy Conservation and Demand Management Plan: https://durhamcollege.ca/wp-content/uploads/Energy-Conservation-Demand-Management-Plan-2019.pdf
Research Plan: https://durhamcollege.ca/wp-content/uploads/2015-ORSIE-RESEARCH-PLAN-web.pdf
Campus Master Plan: https://durhamcollege.ca/wp-content/uploads/campus-master-plan.pdf
Measurable Sustainability Objectives
Curriculum
No
A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:
---
Research
Yes
A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:
Through an extensive consultation process, the college established a new Strategic Research Plan in 2015-2020, which identifies four research priorities for the next five years. In keeping with the celebrated opening of the CFF and the field-to-fork concept, one of those themes is Advancing Agriculture, Agri-business and Tourism. Already the college is making significant and unique contributions to sustainable agriculture and food production that is economically viable, socially beneficial and protective of the environment. The college is grounded in the principle of stewardship with a focus on preserving the natural resources that allow us to meet our needs both now and in the future for generations to come.
Over the next five years, Durham College is committed to achieving the
following major research objectives.
• Encourage, foster, promote and sustain excellence in all aspects
of research.
• Communicate the research potential, leadership capabilities and
college’s commitment to research.
• Expand outreach efforts to develop strategic research alliances and
networks, which support collaborations across industry sectors.
• Enhance existing areas of research strength and demonstrated
expertise and take advantage of new opportunities in emerging
areas with high impact.
• Integrate applied research and entrepreneurism into the curricula
to enhance the student learning experience.
Durham College will measure applied research success to demonstrate
the progress of the objectives through an annual report on the
effectiveness of the Strategic Research Plan. Quantitative measures will
include the number of projects per year, faculty engagement as principal
investigators or co-investigators, student engagement in projects,
number of research partners, dollars, and in-kind investments of funded
research. Qualitative outcomes will also be included such as the impact
of completed projects, incorporation of research into the curriculum, and
the results of commercialization and knowledge transfer.
This is a five-year Strategic Research Plan, which recognizes the
dynamic nature of research. It is a living document to be regularly
reviewed and updated as necessary with a complete re-examination at
the end of the five years.
Campus Engagement
No
A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:
---
Public Engagement
No
A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:
---
Air & Climate
Yes
A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:
Energy Conservation and Demand Management Plan (2019-2024)
measurable objectives of plan:
DC can expect to achieve the following targets by
2024:
• 11 % reduction in electricity consumption
• 28 % reduction in natural gas consumption
• 947 tCO2e reduction of carbon equivalent emissions
Buildings
Yes
A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:
As per Durham College-UOIT campus master plan section 3.1.2: Establish a shared commitment that all new buildings will be developed in an ecological, economical, and socially sustainable manner. Establish a shared and consistent set a green
building criteria which will be used by both institutions to determine the
appropriate sustainable technologies and practices for each new building.
The green building criteria may be developed based on the evaluation
criteria found in Leadership in Energy and Environmental Design (LEED©) or
BREEAM, for example.
Energy
Yes
A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:
The purpose of this Energy Conservation and Demand Management (ECDM) Plan from Durham College (“DC”) is to outline specific actions and measures that will promote good stewardship of our environment and community resources in the years to come. This ECDM outlines how the college will reduce overall energy consumption, operating costs and greenhouse gas emissions. This ECDM Plan is written in accordance with sections 4, 5, and 6 of the recently
amended Electricity Act, 1998, O. Reg. 507/18.
Today, utility and energy related costs are a significant part of overall operating costs. In 2018:
• Energy Use Index (EUI) was 47 ekWh/sq.ft
• Energy-related emissions equaled 4,015 tCO2e
To obtain full value from energy management activities, DC will take a strategic approach to fully integrate energy management into its business decision-making, policies and operating procedures. This active management of energy-related costs and risks will provide a significant economic return and will support
other key organizational objectives. With this prominent focus on energy management, DC can expect to achieve the following targets by 2024:
• 11 % reduction in electricity consumption
• 28 % reduction in natural gas consumption
• 947 tCO2e reduction of carbon equivalent emissions
This report is intended to build upon Durham College’s sustainability platform, Living Green, and act as our Energy Conservation and Demand Management Report submission, meeting regulatory requirements. This report highlights our current energy consumption patterns, provides targets for energy reduction and identifies key areas of focus to drive energy savings. Durham College is committed to meeting the targets identified within this ECDM and we will continue to be proactive with energy conservation.
Food & Dining
No
A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:
---
Grounds
Yes
A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:
As per DC-UOIT campus master plan 3.1.3:
Commit to creating sustainable landscapes on campus through sustainable land development and management practices. Foster resiliency in the campus landscape
by encouraging thoughtful planning and design that informs longterm monitoring and adaptive management of the landscape. Establish a shared and consistent
set of low impact development (LID) criteria that will be implemented
by both institutions to determine appropriate approaches for each new
landscape. The “Sustainable Sites InitiativeTM” may serve as the basis for
the establishment of such criteria. LID approaches were incorporated into
the Master Environmental Servicing Plan for the Windfields Planning Area
and are also relevant to this site, including:
• Grade the areas adjacent to natural features to direct runoff
toward these features. This could include incorporating shallow infiltration swales (with clear stone) along the edges of the natural areas.
• Construction of the creek crossings should be scheduled
if possible during late summer to take advantage of the
typically lower groundwater elevations.
• Place additional topsoil across development lands to provide
for water storage, including in boulevards. Potentially deeper
topsoil could be placed within open spaces areas and playing
fields. The upper portions of underlying soil should be tilled
or scarified prior to placing the topsoil.
• Grade as much of the stormwater management ponds as possible directly to
the creeks rather than back to the pond.
Purchasing
No
A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:
---
Transportation
Yes
A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:
As per DC-UOIT campus master plan 3.1.6: Continue to promote and encourage
the use of alternative modes of transportation to the personal vehicle
through transit pass programs, provision of covered and adequate bicycle parking, and discussions with Durham Regional Transit and GO Transit on the increased provision of transit service along key routes.
Section 5.3.7 Transportation Demand Management
(TDM) Programs should be established to minimize the reliance of students, faculty and staff on the private automobile, including:
• Establishment of a car pool program, working together with
Smart Commute Durham, and identify priority carpool parking spaces;
• On-going coordination and discussions with Durham Transit on the provision of
new transit routes to and from campus;
• Gradually increase the price of parking to encourage other modes of transportation;
• Promote the development of a compact and walkable campus, so that, if students need to drive, they can park for the day and walk between classes and campus activities.
Section 5.5 of the Campus Master Plan also references active transportation
Waste
Yes
A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:
Durham College has created a waste reduction and work plan, as required by O. Reg. 102/94:
In November 2019, a third party waste audit was conducted by Cambium Inc.
Please refer to attached workplan
Water
Yes
A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:
As per Durham College & UOIT Campus Master Plan 3.1.4: Storm water management on site should first consider low impact development alternatives such as
soakaways, trenches and chambers, bioretention, vegetated filter strips,
permeable pavements, enhanced grass swales and perforated pipe
systems to encourage infiltration or storage and reuse of rainwater
wherever possible. In addition, the following should be studied:
• In individual building design, stormwater may be captured
in a cistern and reused for building sanitary conveyance and/or landscape irrigation.
• Reduce the amount of impervious surfaces by using alternative paving materials
such as open pavers and open rubber mats.
• Where impervious or hardscape areas are implemented, such as parking lots, integrate bioswales and vegetation throughout and border the area
with soft/permeable surfaces to allow stormwater to be slowed and infiltrated.
• Green roofing systems may be implemented to reduce the amount of roof runoff during a storm by absorbing the rainwater, and reducing both the rate and quantity of its discharge.
• Stormwater management ponds, where needed, should be designed as an open space
feature, and integrated with the surrounding green spaces.
Diversity & Affordability
No
A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:
---
Investment & Finance
No
A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:
---
Wellbeing & Work
No
A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:
---
Other Impact Areas
No
A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:
---
Optional Fields
No
The formal statement in support of sustainability:
---
The institution’s definition of sustainability (e.g. as included in a published statement or plan):
---
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | Yes |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
Durham College is a signatory of the Pan-Canadian Protocol for Sustainability through the Association of Canadian Community Colleges
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
---
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 or simply email your inquiry to stars@aashe.org.