Overall Rating Gold - expired
Overall Score 73.23
Liaison Michael Chapman
Submission Date Dec. 8, 2016
Executive Letter Download

STARS v2.0

Nova Scotia Community College
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 2.67 / 4.00 Michael Chapman
Environmental Engineer
Facilities & Engineering
"---" 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 No No
Research (or other scholarship) Yes Yes
Campus Engagement No No
Public Engagement No No
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food No No
Energy Yes Yes
Grounds No No
Purchasing No No
Transportation No No
Waste Yes Yes
Water Yes Yes
Diversity and Affordability Yes Yes
Health, Wellbeing and Work No No
Investment No No
Other Yes Yes

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):
The mission of NSCC is based on education and innovation. NSCC is increasing its applied research activities, and has grown from a single research group in 2000, to over 5 interdisciplinary research areas with more than 70 research staff in 2016. The majority of research areas are thematically linked to the concept of sustainability, covering topics such as environmental monitoring, oceantech and ocean habitat mapping, renewable energy and energy efficiency, advanced manufacturing, cleantech, sustainable biosystems, and more. The college has a comprehensive Innovation and Entrepreneurship Strategy that outlines long-term objectives around research that supports sustaining our communities both economically and environmentally.

The measurable objectives, strategies and timeframes included in the Research plan(s):
In the 2015-2016 Academic year, NSCC prepared a comprehensive five-year strategy for the College’s Applied Research, Innovation and Entrepreneurship activities, “The Innovation and Entrepreneurial Journey 2016 – 2021.” This document outlines the broader strategies, measurable objectives and timeframes of overall NSCC research programs. Focused and detailed research objectives, strategies, and timeframes are included in yearly NSCC Annual Business Plan documents with specific research objectives, approved and overseen by the NSCC Board of Governors. In addition, NSCC research is primarily conducted with assistance of grant-based funding. Federal and provincial funding agencies require specific measureable objectives and timeframes before allocating research contributions.
Verification of research outcomes is conducted when projects conclude. NSCC is focused on being a planning-based institution and this extends deeply within sustainability and research activities.

Accountable parties, offices or departments for the Research plan(s):
Department of Applied Research

A brief description of the plan(s) to advance Campus Engagement around sustainability:
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The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
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Accountable parties, offices or departments for the Campus Engagement plan(s):
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A brief description of the plan(s) to advance Public Engagement around sustainability:
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The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
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Accountable parties, offices or departments for the Public Engagement plan(s):
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A brief description of the plan(s) to advance sustainability in Air and Climate:
NSCC's 3 Year Sustainability Action Plan for Greenhouse gas emissions includes:
• Convert Pictou Campus to natural gas (2016).
• Convert Lunenburg Campus to Biomass (2017) (approval pending).
• Replace inefficient building envelope at Lunenburg Campus (2016-2017)
• Ongoing energy retrofits through capital planning (Energy Management Plan).
• Provide infrastructure to encourage carpooling, public transport, and cycling.
• Continue to purchase renewable energy (Bullfrog Power) at IT Campus.

The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
The current 3 year action plans call for:
2016-2017: 22% reduction from 2005-2006 levels.
2017-2018: 23% reduction from 2005-2006 levels.
2018-2019: 25% reduction from 2005-2006 levels.

Accountable parties, offices or departments for the Air and Climate plan(s):
The Infrastructure and Sustainability office is responsible for implementing the Sustainability Action Plan, and stewarding NSCC's Sustainability Policy. The Manager Infrastructure, Sustainability and Space Planning reports GHG reduction progress to both the Executive and the Board every year.

A brief description of the plan(s) to advance sustainability in Buildings:
NSCC's Sustainability Policy stipulates that NSCC will incorporate sustainable practices in the design, construction and operation of campus buildings.
It is policy that all new construction is designed and certified to LEED standards.
Additionally, it is policy that all campuses maintain BOMA BEST certification.

The measurable objectives, strategies and timeframes included in the Buildings plan(s):
The Sustainability Action Plan states that all campuses shall maintain BOMA BEST certification, and that all campuses shall do the same or better than the previous certification cycle.

Accountable parties, offices or departments for the Buildings plan(s):
The Infrastructure and Sustainability office (part of the Facilities and Engineering Department) is responsible for overseeing the implementation of the Sustainability Action Plan.

A brief description of the plan(s) to advance sustainability in Dining Services/Food:
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
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A brief description of the plan(s) to advance sustainability in Energy:
NSCC's 3 Year Sustainability Action Plan for energy includes:
• Complete AASHRE Level I/II Energy Audits at all Campuses
(January 2016).
• Hire On-Site Energy Manager
o Replace Boilers (Burridge, Shelburne, Pictou, Strait Area, Truro) 2016 - 2018
o Assess and design Building Automation Systems (BAS) for campuses with outdated
technology (Burridge, Cumberland, Pictou, Shelburne, and Truro, and Akerley).
o Target, at a minimum, energy projects with a payback of five years or less ($900,000
investment over three years).
• Provide building operator training to Facilities Management staff through Canadian Institute for
Energy Technology.

The measurable objectives, strategies and timeframes included in the Energy plan(s):
The current 3 year action plans call for:
2016-2017: 22% reduction from 2008-2009 levels.
2017-2018: 23% reduction from 2008-2009 levels.
2018-2019: 25% reduction from 2008-2009 levels.

Accountable parties, offices or departments for the Energy plan(s):
The Manager of Physical Plant (Facilities and Engineering) is responsible for overseeing the implementation of the Sustainability Action Plan items that relate to energy.

A brief description of the plan(s) to advance sustainability in Grounds:
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The measurable objectives, strategies and timeframes included in the Grounds plan(s):
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Accountable parties, offices or departments for the Grounds plan(s):
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A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
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Accountable parties, offices or departments for the Transportation plan(s):
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A brief description of the plan(s) to advance sustainability in Waste:
NSCC's 3 year action plan for waste includes:
• Continue conducting waste audits twice per academic year in order to continuously monitor
waste management efforts at each campus.
• Create a waste management orientation video for staff and students.
• Incorporate waste training into classrooms to educate students on best waste management
practices.
• Provide annual waste management training sessions with staff and faculty.

The measurable objectives, strategies and timeframes included in the Waste plan(s):
The current 3 year action plans call for:
2016-2017: Maintain a College wide waste diversion rate of 75%. All campuses to have a
minimum diversion rate of 65%.
2016-2017: Maintain a waste diversion rate of 75%. All campuses to have a minimum diversion
rate of 65%.
2017-2018: Maintain diversion rates.

Accountable parties, offices or departments for the Waste plan(s):
The Infrastructure and Sustainability office is responsible for overseeing projected improvements by supporting NSCC's sustainability policy. The Waste Coordinator manages bi-yearly waste audits at each campus in order to identify issues and propose solutions.

A brief description of the plan(s) to advance sustainability in Water:
NSCC's 3 year action plan for water includes:
• Complete College wide water audits every three years (last completed 2016).
• Continue to replace water inefficient appliances at all campuses (Ongoing).
• Replace all water cooled appliances e.g. walk in refrigerators at Marconi (2016-2017).

The measurable objectives, strategies and timeframes included in the Water plan(s):
The current 3 year action plans call for:
2015-2016: 40% reduction from 2008-2009 levels.
2016-2017: Maintain 2008-2009 levels.
2017-2018: Maintain 2008-2009 levels.

Accountable parties, offices or departments for the Water plan(s):
The Infrastructure and Sustainability office (part of the Facilities and Engineering Department) is responsible for overseeing the implementation of the Sustainability Action Plan.

A brief description of the plan(s) to advance Diversity and Affordability:
The Office of Diversity and Inclusion (ODI) is committed to fostering an environment that is comfortable and welcoming to our NSCC community as well as external communities. The Office works to strategically infuse diversity and inclusion at every level of the College, and connect to all College stakeholders in several areas, such as policy, education and awareness, leadership and accountability, complaint support/direct client service, measurement and analysis, communication and commitment.

All staff, faculty and students are encouraged to take advantage of the services available through Diversity and Inclusion. For example:

• Hosting and co-sponsoring various educational and awareness activities throughout the year that are intended to highlight the value and importance of diversity, inclusion and the promotion of a respectful working and learning environment.
• Providing regular learning opportunities through partnership with NSCC Org Learning department. Development opportunities are offered in areas of cultural competence, conflict resolution, etc.
• Developing resources for faculty and other College employees to promote diversity and inclusion College-wide.
• Developing community partnerships and outreach opportunities.
• Providing consultation, needs assessments and customized solutions to individuals, departments and campuses in areas of diversity, inclusion and the promotion of a respectful working and learning environment.
• Ensuring informal complaints are processed in a fair, efficient and transparent manner.
• Providing access and support to formal and informal Respectful Workplace and Learning Environment policy complaint resolution mechanisms, including alternative dispute resolution options (consultation, coaching, facilitated conversations, mediations and group work).
• Monitoring compliance and evaluating the effectiveness of this policy and associated procedures.
• Policy research, development, and referral services. Taking a leadership role in providing advice on policy provisions, addressing and providing assistance to resolve concerns and complaints.
• Developing and implementing strategies to facilitate the prevention and elimination of organizational conflicts, discrimination, harassment and bullying, including policy development.
• Provide support to the College in policy and program development to ensure that diversity and inclusion are integrated into college organizational culture.


The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
The College continues to explore meaningful strategies, programs and policies that would assist in advancing diversity and inclusion. To this end, an Employment Equity and Educational Equity Working Group has been established. The primary goal of this working group is to develop two Equity Policies: Employment Equity and another separate policy referred to as an Educational Equity Policy. These policies will assist the College in achieving a represented workforce, advancing commitment to diversity and inclusion and inform NSCC's equity initiatives, This Working Group is comprised of all key College stakeholders.
• As a Post Secondary Institution that is responsible for compliance under the Federal Contractors Program the College is committed to meeting the requirements of this Federal Government Program:
The Federal Contractors Program was established in 1986 to further the goal of achieving workplace equity for designated groups experiencing discrimination in the Canadian labour market. These groups are Aboriginal/Indigenous peoples, persons with disabilities, visible minorities (racially visible) and women, in occupations where women are under-represented.
Program Requirements:
- Collect Workforce Information
- Complete a Workforce Analysis
- Establish short-term and long-term numerical goals
- Make reasonable progress and reasonable efforts
The College responded immediately to the FCP agreement and dedicated necessary resources to complete the prescribed elements of the workforce survey process. The College is carefully following the FCP Reference and Guidelines document to ensure that the required elements of the program are successfully met. An Employment Equity Self-Identification Survey was launched on September 26, 2016 inviting all NSCC employees to voluntarily self-identify. A solid communication was developed to assist the College in achieving the required 80% survey return rate. Due to the College's strategic commitments to diversity and inclusion, we recognize that groups other than those designated in the Federal Contractors Program, also face discrimination and systemic barriers that may limit their participation in the workplace. To this end, it is important to note that the College has gone beyond the Federal Contractors Program requirements of surveying the four designated groups and expanded this category to assist in achieving a barrier free work and learning environment for those who have been historically disadvantaged.
The Diversity Leadership Council (“DLC”) acts as an advisory body to the President’s Office and the Executive Team for the College with matters related to Equity, Diversity and Inclusion, Citizen and Community Engagement. The Council’s overall responsibility will be to oversee Nova Scotia Community College’s progress in creating a more diverse, inclusive and culturally competent learning and working environment. This group will ensure that:

➢ NSCC is held accountable for its commitment to Diversity and Inclusion
➢ Priorities focused on equity, diversity and citizen and community engagement are set and measured annually
Responsibilities:
➢ Advise NSCC through the Vice President of Learner and College Development on diversity and inclusion matters as they pertain to key business, educational and community issues
➢ Provide advice to the College to ensure the focus of the Office of Diversity and Inclusion plan aligns with the NSCC Strategic Plan and its key priorities
➢ Be Diversity and Inclusion Champions for the College – on campus, and in industry, government, corporate and community settings
➢ Function as a resource to the College in its work to eliminate all forms of discrimination and racism within the College
➢ Assist the College in learning to use a diversity and inclusion lens for all of its policies, processes and procedures at every level of the College
➢ Actively support initiatives for the DLC membership and the NSCC Executive Team that will continue to enhance their knowledge and skills in leading large organizations with a diversity and inclusion mandate
➢ Set annual provincially focused targets and milestones for its work, reporting annually to the College and to the citizens and communities it serves
➢ Oversee the ongoing institutional monitoring and accountability process for diversity and inclusion
➢ Review Terms of Reference (“TOR”) annually to ensure their ongoing alignment with the changes and growth of the College

Accountable parties, offices or departments for the Diversity and Affordability plan(s):
The ODI currently consists of Director of Diversity and Inclusion, Respectful Workplace and Learning Environment Specialist, Staff Interpreter and Administrative Assistant.

A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
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Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
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A brief description of the plan(s) to advance sustainability in Investment:
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The measurable objectives, strategies and timeframes included in the Investment plan(s):
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Accountable parties, offices or departments for the Investment plan(s):
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A brief description of the plan(s) to advance sustainability in other areas:
Space Utilization
Overall Goal: To maximise building use through efficient space utilization.

The measurable objectives, strategies and timeframes included in the other plan(s):
Goals:
2016/2017: Develop Space Utilization /Scheduling Policy. Develop space utilization goals.
2017/2018: Expand scheduling software (Infosilem – Encampus) to four remaining campuses (Strait Area, Truro, Pictou and Cumberland).
Annual Sustainability Report 2015/2016
Sustainability Performance at NSCC 12
2018/2019: Monitor and measure space utilization at all campuses, and meet predetermined space usage goals (as defined through Policy development)

Action Plan:
• Develop a Space Utilization /Scheduling Policy through a consultative process with end users.
• Establish Scheduling Committee, to meet regularly.
• Expand scheduling software (Encampus) to Strait Area, Truro, Pictou and Cumberland Campuses. This software will enable tracking of space utilization.
• Complete a College-wide space utilization review
• Monitor space utilization on an ongoing basis, and include results in 2016/17 annual report.

Accountable parties, offices or departments for the other plan(s):
The Infrastructure and Sustainability office (part of the Facilities and Engineering Department) is responsible for overseeing the implementation of the Sustainability Action Plan.

The institution’s definition of sustainability:
NSCC's Sustainability policy states that "sustainability is defined as meeting the needs of the present generation without compromising the ability of future generations to meet their own needs (Bruntland, 1987)."

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:
Sustainability is referenced as a 'Core Value' in NSCC's Strategic Plan.

The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
The Sustainability Goals and Action Plan is found on page iv of the Annual Energy and Environmental Performance Report. This report is reviewed and updated every year.

The Sustainability Goals and Action Plan is found on page iv of the Annual Energy and Environmental Performance Report. This report is reviewed and updated every year.

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.