Earlham College
PA-2: Sustainability Planning

Strategic Priority in our Sustainability Plan for Curriculum: The college will position itself as an innovator in its sustainability curriculum by encouraging and funding faculty-student research on sustainability and creating FTE lines in Environmental Sustainability. This new FTE line is part of the recent campus strategic planning document.

2.1 Earlham College adopts the following general definition and the subsequent course specific definitions: “Sustainability is the continuous effort to meet the needs of the present generation without compromising the ability of future generations to meet their needs by working toward a healthy environment, social justice, and a strong economy.” • Sustainability-focused courses concentrate on the concept of sustainability, including its social, economic, and environmental dimensions, or examine an issue or topic using sustainability as a lens. • Sustainability-related courses incorporate sustainability as a distinct course component or module, or concentrate on a single sustainability principle or issue. 2.2 Inventory of all courses categorized as focused or related to sustainability by department will be undertaken by the Center for Environmental Action at least once every three years and will be publicly posted on the Earlham College sustainability website. 2.3 Continue commitment to adding FTE’s in Environmental Science and Environmental Studies (now Environmental Sustainability) as a College priority as indicated by the current Curriculum Visioning Statement.

Office of the Registrar, Director of the Integrated Program in Sustainability, Professor of Environmental Sustainability, Curriculum Steering Committee

Research Current Practice: Earlham currently works to promote sustainability research through the SEED and SAR mini-grants funded by the Mellon Foundation and administered by the Integrated Program in Sustainability. This support is not hard-wired into the budget, however, and will expire when the grant expires. Opportunities might also exist to work with Ford-Knight funds to promote more sustainability-related student-faculty collaborative research. Recommendations: 2.4 The College continue to fund faculty and faculty-student research in sustainability beyond the life of the Mellon Grant through a “Dean’s Sustainability Fund” that would provide support for research initiatives. $ Financial Implications: Such a fund would require at least $10000 per year to be significant and effective. Current grant funding for faculty and student research totaled $27150 in 2012-2013.

2.4 The College continue to fund faculty and faculty-student research in sustainability beyond the life of the Mellon Grant through a “Dean’s Sustainability Fund” that would provide support for research initiatives.

Integrated Program in Sustainability (Mellon grant), Office of the Academic Dean

Strategic Priorities for Community section of Sustainability Plan: Infuse sustainability across the Earlham experience through NSO, peer education, alumni networking, and public engagement. Support student leadership around sustainability in the co-curriculum by funding a Sustainability Revolving Loan Fund, campus gardens and Miller Farm.

3.1 Create a volunteer “NSO Sustainability Team” of sophomores, juniors, and seniors drawn from the sustainability peer educators (see below) who will be a visible presence on move-in day and present information and assistance for students and parents about energy reduction strategies for the dorm room, waste minimization tips, and other sustainability related information. 3.2 Have a more formal program/presentation during NSO week about sustainability and our commitments and expectations related to various campus behaviors and practices (recycling, composting, energy use, etc.) 3.3 Amplify Miller Farm’s visibility as a sustainability initiative at Earlham. In doing so, create a Community Collaboration and Engagement fund for Miller Farm to use in creating partnerships with area farmers for consultation and farm improvement. Fund the summer programming at the farm and provide a minimum yearly operating budget for animal care, gardening and farm improvements, and a separate Living Learning Enrichment fund for conference travel and special enrichment activities at Miller Farm. $ Financial Implications: Yearly Community Collaboration and Engagement fund: ~ $10000, Summer interns (2 full time)~$10000, Basic yearly operating budget (not swept at end of each year)~ $5000, Living Learning Enrichment Fund~ $2000, Total: $27000 per year 3.4 Locate several smaller garden plots in central locations on campus to produce food as well as provide visible evidence of sustainability values and opportunities for sustainability education. $21,100 has been allocated to this endeavor through the Mellon Grant. Student coordinators will work alongside the campus landscape designer to maintain gardens over time. $ Financial Implications: 2 student garden maintenance coordinators at 10 hrs/week year round~ $7540. 3.5 Using the upcoming Campus Master Planning process, coordinate with existing offices and departments on in-process garden projects and ideas (Joseph Moore Museum, Biology, Japan Study, Environmental Studies, Environmental Science, CEA). 3.6 Earlham establish a “Green Alumni Network” to link alumni with sustainability initiatives on campus. This network would also work in concert with the environmental studies and science majors and career services to better connect current students with sustainability-related careers and futures. 3.7 Alumni Development will establish sustainability guidelines for major alumni events and communication efforts focused on the use of food, resource and waste minimization, and alumni education related to Earlham sustainability efforts and values. 3.8 Raise the visibility of Earlham’s sustainability commitment and actions on the Earlham website. Consolidate, update and maintain a comprehensive set of sustainability resources on the Earlham web site with information relating to all four areas addressed in this plan. Encourage relevant pages on the Earlham web site to link to these resources. 3.9 Employ student interns, under the direction of the Sustainability Coordinator or CEA staff, who would be responsible for regularly updating all sustainability related web pages and publications in coordination with Public Affairs. $ Financial Implications: Student interns will be part of the CEA budget. Publicity interns will cost ~$2500/year. 3.10 Update printed informational materials on topics such as recycling and energy conservation for distribution to departments and posting. $ Financial Implications: Publication expenses will be part of the CEA budget. Publications will cost ~$1000/year. 3.11 Create new or improved signage to educate Earlham community members and visitors about sustainable features of buildings and landscaping and on expected practices (such as composting, turning off lights, etc.). Signage will fulfill standards for LEED certification. $ Financial Implications: Signage expenses will be part of the CEA budget. Signage budget will be ~$2000/year. Note: CEA is now the Integrated Program in Sustainability

Student Development, New Student Week Committee; Director of the Integrated Program in Sustainability, Assistant Director of Sustainability, Biology, Japan Study, Environmental Studies, Environmental Science, Facilities, Alumni Development, Career Services, Public Affairs, Earlham web team, Student Life

3.18 Develop a statistically valid method for estimating the number of service hours and number of students engaged in service each year. 3.19 Encourage more faculty to incorporate community-based learning experiences into their courses by including involvement in this type of research and teaching in criteria considered for tenure and promotion and offering seminars, mini grant and other professional development opportunities to those developing such units for existing or new courses. 3.20 Form strategic partnerships with local government, business, non-profits and/educational institutions to assist with community capacity-building for sustainability.

Bonner Center for Service and Vocation, Institutional Research, Academic Dean, Vice President for Community Relations, Integrated Program in Sustainability

4.3 Develop a Climate Action Plan to reduce Earlham’s greenhouse gas emissions that is economically sustainable for the college to legitimately pursue. $ Financial Implications: The Climate Action Plan will detail its cost implications. Suggestions: 1. Consider signing the ACUPCC.

Earlham is currently in the process of developing a Climate Action Plan that will outline measurable objectives and a timeline for greenhouse gas reductions.

President’s Office, VP for Finance and Operations, Facilities Director, Director of the Integrated Program in Sustainability, Assistant Director of Sustainability

4.1. Design and construct all new buildings or major renovations in accordance with USGBC LEED requirements, to at least a Silver level of certification. $ Financial Implications: There is cost associated with LEED certification, typically up to 10-15% higher up front costs, however increased costs up front are recouped in efficiency savings and lower operating costs over the building’s lifespan. 4.2 Indoor Air Quality - adopt an indoor air quality management policy, plan, and/or practices that include regular auditing or monitoring and a mechanism for occupants to register complaints. $ Financial Implications: Some operational costs will be associated with such a policy, however they will be relatively low and cannot be estimated until the specifics of the policy are in place. Suggestions: 1. Implement U.S. Green Building Council’s LEED Existing Building Operations & Maintenance or equivalent standards.

4.1. Design and construct all new buildings or major renovations in accordance with USGBC LEED requirements, to at least a Silver level of certification.

Capital construction office, facilities department, maintenance & grounds department, business office, Director of the Integrated Program in Sustainability, Assistant Director of Sustainability

Current Practice: Earlham College currently practices trayless dining, has vegan options, composts pre-consumer food wastes, utilizes recycled content napkins, uses compostable dining ware and has receptacles for post-consumer food wastes. The food services contractor also makes re-usable containers available for dining hall users, has a reusable mug program, and has eliminated disposable glassware in the dining hall. Metz, Earlham's dining service provider, is currently in the process of hiring a sustainability coordinator to increase purchasing of local foods and head other dining sustainability initiatives. Metz and Earlham have also begun participating in the Food Recovery Network. Recommendations: 4.4 Publicly commit the college to the Real Food Challenge by having President David Dawson sign the Real Food Campus Commitment in the spring of 2013. The Commitment will include the goals described in recommendations 4.5-4.9. $ Financial Implications: Costs of increased local food purchasing will be negotiated with food services contractor. In the next contract renewal cycle, the request for proposals to food service contractors must include stipulations on the college’s goals in regards to Real Food. 4.5 Commit to annually increasing procurement of ‘real food’- defined as local/community-based, fair, ecologically sound, and/or humane by the Real Food Calculator- so as to meet or exceed 30% of food purchases by 2020. 4.6 Commit to establishing a transparent reporting system, including the Real Food Calculator, to assess food procurement and commit to compiling these assessment results in an annual progress report. 4.7 Commit to forming a food systems working group, led by students and including staff, faculty, food service managers, food service workers and relevant local stakeholders that will be responsible for developing and coordinating the implementation of an official real food policy and multi-year action plan. 4.8 Commit to making the real food policy, multi-year action plan, and annual progress reports publicly available online and through the Real Food Challenge. 4.9 Commit to increasing awareness about ecologically sustainable, humane, and socially equitable food systems on campus through co-curricular activities, cafeteria-based education, and other appropriate means.

4.4 Publicly commit the college to the Real Food Challenge by having President David Dawson sign the Real Food Campus Commitment in the spring of 2013. The Commitment will include the goals described in recommendations 4.5-4.9. Additionally, begin participation in the Food Recovery Network.

Assistant Director of Sustainability and Food Service Contractor

4.10 Pursue a substantial (30% to 50%) reduction in building energy consumption (2005 baseline). This will be achieved via an energy services performance contract or equivalent contractual vehicle, resulting in a budget-neutral or better financial projection for the duration of a short-term (5 to 7 year) loan to pay for the project, with the college receiving the full financial benefit of the resultant savings once the loan is paid in full. $ Financial Implications: Associated costs up front, but cost neutral or substantially better in the short term and long term. Possible financing options for this contract include bonds, endowment draws, and loans. The contract signed would require debt service payments from the energy savings to equal or be greater than the interest and principle payments. 4.11 Develop, use, and/or purchase clean and renewable energy where economically and technically feasible in order to meet the goals of the Climate Action Plan. Renewable energy sources likely to be considered could include solar electricity and hot water generation, or geothermal heating and cooling. $ Financial Implications: See Climate Action Plan 4.12 Implement building level monitoring of utilities including electricity, heating/cooling, and water consumption for all buildings on campus. Use monitoring to increase education and behavior change around resource use on campus. $ Financial Implications: A project of this scale will cost $400000-$500000 . It will indirectly lead to cost savings through the capabilities it provides for behavior change and increased accuracy in controlling buildings and implementing efficiency upgrades.

4.10 Pursue a substantial (30% to 50%) reduction in building energy consumption (2005 baseline). This will be achieved via an energy services performance contract or equivalent contractual vehicle, resulting in a budget-neutral or better financial projection for the duration of a short-term (5 to 7 year) loan to pay for the project, with the college receiving the full financial benefit of the resultant savings once the loan is paid in full. Note: this program was approved by the Board of Trustees and begun in 2015.

Director of Facilities, VP for Finance and Operations, the Director of the Integrated Program in Sustainability, and the Assistant Director of Sustainability

4.13 Develop an Integrated Pest Management (IPM) program - This approach promotes the health of human and non-pest wildlife while enabling institutions to maintain an attractive campus environment and minimize costs. 4.14 Native Plants – The College will prioritize use of native plant species in landscaping. 4.15 Wildlife Habitat - Develop programs to protect and/or create wildlife habitat on college-owned land. 4.16 Become a Tree Campus USA location recognized by the Arbor Day Foundation’s Tree Campus USA program. 4.17 Develop a waste minimization and re-use system for college compost or mulch waste from grounds keeping, including grass trimmings.

Grounds management team including the Assistant Director and Director of Facilities, Campus Landscape Designer, Director of the Integrated Program in Sustainability, and Assistant Director of Sustainability

4.18 Adopt a campus-wide policy to purchase EPEAT Silver or higher for desktop and laptop computers, as well as monitors and peripheral devices when fiscally responsible. 4.19 Include in any future contract negotiations with housekeeping providers that the most environmentally friendly standard cleaning practices are to be used wherever economically and technically feasible. 4.20 Continue the purchasing of recycled content paper, increasing the amount of recycled content when fiscally responsible. Suggestion: 1. Create and implement a policy that creates a vendor code of conduct that sets the expectations that we have about the social and environmental responsibility of vendors with whom we do business. 4.21 Create a centralized purchasing area that orders and delivers/provides supplies and consumables to campus that are used campus wide. $ Financial Implications: Having centralized purchasing will save the college money via shared orders and shipping and efficient use of time. The set-up and maintenance of a system will require the creation of a Central Purchasing office and the hire of a full time purchasing professional. The personnel needs for central purchasing will cost at least $40000/year. 4.22 Provide support for historically underutilized businesses, minority-owned businesses, and women-owned businesses by giving preference during RFP processes. Increase purchases made from these types of businesses. Conduct targeted outreach to these businesses about possibilities to work with Earlham. 4.23 When purchasing products, give preference to local products or businesses.

Earlham is developing a policy to require that all computer and other applicable electronic purchases be certified EPEAT Silver or higher.

Information Technology Services, Business Office, Facilities, Housekeeping Manager, Bookstore, Director of the Integrated Program in Sustainability, and Assistant Director of Sustainability

4.24 To reduce emissions from campus vehicles through low carbon fuel alternatives. Suggestion: 1. To replace the older vehicles in the current fleet in a quicker rotation accelerating the rate of change to more alternative fuel vehicles. Consider purchase of electric. Investigate (as financially viable) opportunities for installing plug-in-electric stations in parking lots. 4.25 Develop a more comprehensive and forward-thinking bike program for the College taking advantage of the existing strengths of the Earlham bike co-operative, the desire to connect students to downtown more easily, and the wellness and symbolic benefits of a vibrant campus and community bike culture. The bike program should include bicycle storage and adequate bicycle racks across campus.

Replace all fleet vehicles with hybrid or other fuel efficient vehicles as new vehicles are purchased and able to.

Office of the President, Facilities, Director of the Integrated Program in Sustainability, and the Assistant Director of Sustainability

4.27 Implemented source reduction strategies to reduce total waste generation (garbage, recycling, and compost) per weighted campus user compared to a 2005 baseline. 4.28 Develop campus wide policy and procedures for the following areas: • Waste Diversion • Construction and Demolition Waste Diversion • Electronic Waste • Hazardous Waste • Surplus Materials Exchange • Printing • Providing Materials Online • Move-in/Move-out Waste Reduction $ Financial Implications: A Waste reduction/recycling coordinator at 20 hrs/week year round ~ $11000 will be required for oversight and effective implementation of these initiatives. The savings to the college accrued by diverting and recycling waste are estimated to balance out the cost of this added position.

Director of Facilities, Information Technology Services, Residence Life, Business Office, Registrar, Director of the Integrated Program in Sustainability, and the Assistant Director of Sustainability.

4.29 Implement building-level water metering across campus, and use this data to drive a reduction in campus wide water consumption by a specific percentage, within an agreed number of years. 4.30 Create a campus wide stormwater management plan that mitigates stormwater runoff impacts of new construction, major renovation, and other projects that increase paved surface area on campus or otherwise significantly change the campus grounds. 4.31 We continue to integrate waterless urinals when applicable. 4.32 Use non-potable water (harvested rainwater or gray water) for irrigation and/or other applicable applications. 4.33 Use Xeriscaping techniques across campus. Include the use of drought tolerant plants when possible. 4.34 Use weather data or weather sensors to automatically adjust irrigation practices.

Director of Facilities, Assistant Director of Facilities, Grounds Supervisor, Campus Landscape Designer, Director of the Integrated Program in Sustainability, and the Assistant Director of Sustainability

Suggestion: 1. Explore ways that environmental, diversity and social justice efforts can take into account, support and strengthen one another in the curriculum, co-curriculum and Earlham community. 2. Director of Multicultural Affairs and Sustainability Coordinator convene at least once each semester to identify key intersections and action steps in their respective positions to amplify each other’s work. Strive to interface the work of the CEA and the currently being written Diversity Plan. Note: CEA is now the Integrated Program in Sustainability

Sustainability Progress Committee, Diversity Progress Committee, Diversity Council, Director of Diversity and Inclusion, Director of the Integrated Program in Sustainability, Assistant Director of Sustainability

1.7 Using STARS investment guidelines as an example framework, SRIAC will develop a more specific investment statement on sustainability in the “Criteria Related to Improving Human Society” section of the College’s Socially Responsible Investment policy (see above). The policy must include measurement and accountability tools. The policy should be written by SRIAC in consultation with SAC and be approved by the Board of Trustees. 1.8 The college will make its investment disclosure statements more transparent to the college and community. SRIAC will assess current transparency and will improve on this in the 2013-2014 academic year. SRIAC will report progress on investment transparency to SAC by June 2014.

1.7 Using STARS investment guidelines as an example framework, SRIAC will develop a more specific investment statement on sustainability in the “Criteria Related to Improving Human Society” section of the College’s Socially Responsible Investment policy (see above). The policy must include measurement and accountability tools. The policy should be written by SRIAC in consultation with SAC and be approved by the Board of Trustees. 1.8 The college will make its investment disclosure statements more transparent to the college and community. SRIAC will assess current transparency and will improve on this in the 2013-2014 academic year. SRIAC will report progress on investment transparency to SAC by June 2014.

College Chief Financial Officer, SRIAC, SPC, Investment Officer, Board of Trustees.

1.1 Coordinator: In order to fully implement the college’s sustainability plan, the college will hire a Sustainability Coordinator. The Sustainability Coordinator will help guide the college in the implementation of the sustainability plan and coordinate sustainability efforts across campus. $ Financial Implications: Based on the 2010 AASHE Higher Education Sustainability Staffing Survey , the average salary for Sustainability Coordinators at Baccalaureate Colleges is $43,714 per year. Benefits cost an average of 30% of the typical employee salary, thus a Sustainability Coordinator will cost in total approximately $56828/year. 1.2 Coordination Structure: The Sustainability Coordinator will be supervised by the Director of the CEA and will work cooperatively across campus with the Facilities Director, the VP for Finance and Operations, and the Sustainability Advisory Committee. The CEA will be given an operating budget sufficient to implement sustainability projects. $ Financial Implications: The 2012-2013 grant-funded operating budget of the CEA totaled $83,181 . An operating budget near this amount would be needed to sufficiently coordinate college sustainability efforts via interns, events, mini-grants to faculty and students and day to day operations. 1.3 Sustainability Advisory Committee: The Sustainability Coordinator will work with and be an ex-officio member of a Sustainability Advisory Committee (SAC). This committee will replace the existing Environmental Responsibility Committee and will consist of two teaching faculty, two students, two staff, and two administrative faculty with ex-officio members including CEA director, Sustainability Coordinator, Facilities Director, head of food service, associate dean of Student Development, and the VP for Finance and Operations. SAC will be charged with assisting the Sustainability Coordinator in determining college sustainability priorities using the sustainability plan for guidance, tracking progress on the sustainability plan, and leading sustainability planning processes in the future. The workload of this committee is significantly reduced by having a Sustainability Coordinator working on the day-to-day operational side of sustainability at Earlham. Note: CEA is now the Integrated Program in Sustainability Sustainability Coordinator is now the Director of the Integrated Program in Sustainability and the Assistant Director of Sustainability

Office of the President, Senior Staff, Nominating Committee, Integrated Program in Sustainability, VP for Finance and Operations, Associate Dean of Student Development, Director of Facilities, Director of Food Service, SPC

“Sustainability is the continuous effort to meet the needs of the present generation without compromising the ability of future generations to meet their needs by working toward a healthy environment, social justice, and a strong economy.”

The most recent strategic plan for Earlham addresses energy usage and provided $3.5 million to reduce energy usage on campus. The $3.5 million investment will reduce greenhouse gas emissions on campus by 3,500 metric tons and water treatment by 3 million gallons annually. The project will pay for itself in less than nine years.