Overall Rating Expired
Overall Score Expired
Liaison Laura Nessman
Submission Date May 30, 2016
Executive Letter Download

STARS v2.0

Selkirk College
PA-2: Sustainability Planning

Status Score Responsible Party
Complete Expired Allison Lutz
Instructor, Geography
School of Environment and Geomatics
"---" 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 Yes No
Research (or other scholarship) No No
Campus Engagement Yes Yes
Public Engagement Yes Yes
Air and Climate Yes Yes
Buildings Yes Yes
Dining Services/Food No No
Energy Yes Yes
Grounds Yes No
Purchasing Yes No
Transportation Yes Yes
Waste Yes No
Water Yes No
Diversity and Affordability Yes Yes
Health, Wellbeing and Work Yes Yes
Investment No No
Other --- ---

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

Sustainability of the College, which includes reducing the College's ecological footprint, is one of the five pillars of success that the College has adopted in its Strategic Plan: 2013-2018. All programs and services must be in alignment with the College's Strategic Directions, therefore, sustainability is a key focus in curriculum development. http://selkirk.ca/sites/default/files/Strategic%20Plan/Education%20Plan%202014%20forWEB.pdf

The Sustainability Committee has developed a Sustainability Action Plan, based on the results of an environmental audit carried out in 2008. In the Action Plan it
states goals of:
- using the expertise of the Integrated Environmental Planning students to design, obtain funding, and implement native plant and xeriscape gardens on campus as part of their field school requirements;
- update existing ecosystem mapping to ensure a comprehensive accounting of the ecosystem conditions;
- complete an endangered species survey of the College owned lands for species that may occur based on the Conservation Data Centre.
- Utilize faculty/student expertise where possible.

As a result Mapping of endangered and threatened species, ecosystem mapping, vegetation management projects and implementation of prescribed fire on campus have all taken place during field schools and there is much more to complete in this regard.

Through our Teaching and Learning Institute, as part of the ongoing curriculum renew process, learning outcomes which address sustainability at a course level and program level are in the process of being improved and added to curriculum.

Through the Sustainability Committee, a team has developed a Sustainability Literacy test as a pilot project for the School of Environment and Geomatics for Fall 2016. Approximately 90 students will take part in the test. The objective is to provide a baseline to instructors as to where students are at.


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 Selkirk Geospatial Research Centre (SGRC) is a leading-edge research centre specializing in geospatial technologies to aid in solving critical issues pertaining to environmental and socio-economic problems. Projects have included a Biodiversity Atlas, Watershed Network, Forest Carbon Management, Know Your Watershed, Long Term Soil Productivity and many others. Most of the researchers have backgrounds in environmental fields and much of the research has been funded by grant programs and community funding initiatives such as the Natural Sciences and Engineering Research Council (NSERC), and the Columbia Basin Trust (CBT). The SGRC is focused on continuing forward with research that contributes to the overall sustainability of the region.

Selkirk College’s School of Environment & Geomatics (SEG) has a unique and exceptional student conference model which enables graduating students to present a summary of their final research projects to a gathering of all students in the school, faculty and invited members of the industry. These environmental and social research projects are a key aspect of the Canadian Technology Accreditation Board and will continue to be a requirement of all students. The research from these projects has been utilized by municipalities, businesses and not for profit groups. As well students with the top research projects are awarded $150 prizes from the Applied Science Technologists and Technicians of BC (ASTTBC).

The fundamental goal of the Rural Development Institute at Selkirk College is to provide accurate and relevant tools and information to help foster a greater understanding of our collective vitality in the Columbia Basin Boundary region. At the centre of that mission stands a commitment to investigate, evaluate and learn through methods of applied research.
Applied research involves the application of innovative solutions to address practical problems and real-world needs. In the case of the RDI, applied research often involves the piloting of best practices approaches to address rural development needs and opportunities specific to our region. Applied research priorities are identified through RDI advisory groups and on-going consultation with economic, social, cultural and environmental stakeholders through the region.

The Selkirk Geospatial Research Centre (SGRC) is a leading-edge research centre specializing in geospatial technologies to aid in solving critical issues pertaining to environmental and socio-economic problems. Projects have included a Biodiversity Atlas, Watershed Network, Forest Carbon Management, Know Your Watershed, Long Term Soil Productivity and many others. Most of the researchers have backgrounds in environmental fields and much of the research has been funded by grant programs and community funding initiatives such as the Natural Sciences and Engineering Research Council (NSERC), and the Columbia Basin Trust (CBT). The SGRC is focused on continuing forward with research that contributes to the overall sustainability of the region.


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

The applied research priorities for 2014-2015
2014-15 applied research priorities. http://www.cbrdi.ca/wp-content/uploads/RDI-Research-Priorities-2014-151.pdf

The RDI Strategic Plans sets its first priority to "Undertake research that provides information on economic, social, cultural and environmental conditions and trends in the Columbia Basin-Boundary region"
http://www.cbrdi.ca/wp-content/uploads/RDI-StrategicPlan2014-17-2.pdf

The Canadian Technology Accreditation Board requirements for research reports http://www.cctt.ca/template.asp?id=E14A13B3C11B4C51A1F7C9E2AC4E72F4


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

Rural Development Institute
Selkirk College Geospatial Research Centre
School of Environment and Geomatics accreditation through the Canadian Technology Accreditation Board


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

The Sustainability Committee has developed its second Sustainability Action Plan and it reviews and revises the plan each year. In our 2016 Plan the following action items are identified which contribute to the advancement of Campus Engagement around sustainability:
• Connect with students and educate students about sustainability at Selkirk College at Student Orientation in September 2016.
• Coordinate an ongoing peer-to-peer sustainability outreach and education program by providing training to current Student Ambassadors and Residence Advisors so that they can engage the campus community in sustainability initiatives in September 2017.
• Sweater Day Campaign with the goal to reduce energy used in heating buildings and to reduce the use of space heaters in offices February 2017. The target savings for campaign day is a 5% reduction in greenhouse gas emissions.
• Build on Selkirk College's annual participation in "Earth Hour" March 2017.
• Investigate the feasibility of affiliating with the Fair Labour Association or Workers Rights Consortium to ensure that Selkirk College apparel is produced under fair working conditions that promote health, safety, and secure livelihoods for workers October 2017.
• Inform the public about Selkirk's involvement in AASHE's STARS program June 2016.
• Encourage greater student representation on the Sustainability Committee September 2016.
• Propose that “Sustainability” be a theme for Discovery Days, or host a sustainability-focused workshop or speaker at Discovery Days or similar PD event for February 2017.
• Ongoing news releases to external media
• Revamp the Sustainability page on the Selkirk website May 2016
• Investigate opportunities for making sustainable investments. Bring the action idea to the Finance Committee by the end of 2017.
• Recognize and document innovative sustainability projects within the institution as they happen.
• Create a map of environmental sustainability initiatives on campus. March 2017 complete


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

The measurable objectives are listed:

• Connect with students and educate students about sustainability at Selkirk College at Student Orientation in September 2016.
• Coordinate an ongoing peer-to-peer sustainability outreach and education program by providing training to current Student Ambassadors and Residence Advisors so that they can engage the campus community in sustainability initiatives in September 2017.
• Sweater Day Campaign with the goal to reduce energy used in heating buildings and to reduce the use of space heaters in offices February 2017. The target savings for campaign day is a 5% reduction in greenhouse gas emissions.
• Build on Selkirk College's annual participation in "Earth Hour" March 2017.
• Investigate the feasibility of affiliating with the Fair Labour Association or Workers Rights Consortium to ensure that Selkirk College apparel is produced under fair working conditions that promote health, safety, and secure livelihoods for workers October 2017.
• Inform the public about Selkirk's involvement in AASHE's STARS program June 2016.
• Encourage greater student representation on the Sustainability Committee September 2016.
• Propose that “Sustainability” be a theme for Discovery Days, or host a sustainability-focused workshop or speaker at Discovery Days or similar PD event for February 2017.
• Ongoing news releases to external media
• Revamp the Sustainability page on the Selkirk website May 2016
• Investigate opportunities for making sustainable investments. Bring the action idea to the Finance Committee by the end of 2017.
• Recognize and document innovative sustainability projects within the institution as they happen.
• Create a map of environmental sustainability initiatives on campus. March 2017 complete


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

The Selkirk College Sustainability Committee is accountable to the plan.


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

Selkirk College's strategic directions are guided in part by the five pillars of success, one of which is "Sustainability of the College."
One of the strategic directions is to "Expand our Impact on Community Development and Innovation". One of the ways that the college plans to achieve this is to engage the wider community in learning through community based education, innovative delivery, and strategic partnerships to support workforce development action planning.


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

Measurable targets have been created:
1. By 2017/18, the Learning Region is part of institutional culture and at least three regional initiatives have been implemented.
2. By 2014/15, an Implementation Steering Committee develops and supports a Kootenay Regional Skills Training Plan.
These targets will be achieved with the "Sustainability Pillar" as a one of the guiding principles.


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

Board of Governors and College employees.


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

Selkirk College created a Sustainability Action Plan based on the results from an environmental audit carried out in 2008. In this action plan, measurable targets were set for reductions in stationary CO2 emissions and reducing energy demand.


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

Reduce energy demand 10% by 2010 and 33% by 2020. Begin by completing planned upgrades to boilers, kitchen, and HVAC.
Reduce stationary CO2 emissions by 10% for 2010 and 33% for 2020. Begin by completing planned upgrades to boilers, dishwashers, and HVAC. Calculate energy savings from upgrades to guide future progress.


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

Maintenance Department and Sustainability Committee.


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

Selkirk College created a Sustainability Action Plan based on the results from an environmental audit carried out in 2008. In this action plan, a goal to incorporate LEED standard building guidelines into all future facility upgrades was set.
In addition, to receive funding from the Ministry of Advanced Education for building projects, the College is required to build to LEED gold standard for new construction, and LEED silver for major renovations.


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

The measurable objectives to advance sustainability in buildings are the criteria, set by the Canada Green Building Council, that must be met to achieve LEED certification. The timeframe is whenever a facility upgrade or the construction of a new building is planned.
A major renovation of the Silver King campus in Nelson will get underway this spring, 2016; the project will adhere to LEED gold standards.


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

Maintenance Department and Sustainability Committee.


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:

Selkirk College created a Sustainability Action Plan based on the results from an environmental audit carried out in 2008. In this action plan, measurable objectives and strategies were set to reduce energy consumption at the college; timeframes were not set in the ones listed below.
-Create policy that ensures energy conservation is a key priority in all new facility upgrades.
-Investigate energy options that utilize renewable resources such as geothermal, wind, and solar.
-Investigate options to incorporate LEED standard building guidelines (or similar) in all future facility upgrades


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

Reduce energy demand 10% by 2010 and 33% by 2020. Begin by completing planned upgrades to boilers, kitchen, and HVAC.


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

Maintenance Department and Sustainability Committee.


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

Selkirk College developed a Land Use Plan in 2007 which provides a number of guiding principles to be followed in the case of future development. Some of the principles are the following:
-Make use of indigenous vegetation and landscaping where possible.
-Prioritize areas of natural importance, ensuring that Selkirk College protects the unique natural settings that both campuses [Silver King and Castlegar] exist within.
Also, the Sustainability Action Plan, a document that was created in response to an environmental audit carried out in 2008, contains some Grounds-related goals:
-Complete an endangered species survey of the College owned lands for species that may occur based on the Conservation Data Centre. Utilize faculty expertise where possible.
- Finalize and update existing ecosystem mapping to ensure a comprehensive accounting of the ecosystem conditions have been met.
-Investigate land covenant options with organizations such as The Nature Conservancy or The Land Conservancy to ensure land areas are protected in perpetuity.
-Investigate options to reduce or eliminate pesticide use on all lawns and gardens where practicable.


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:

Purchasing goals in the College's Sustainability Action Plan are the following:
-Re-draft the purchasing policy at Selkirk College to include wording regarding environmental product line purchasing.
-Investigate paper purchasing options from environmentally certified paper products with post consumer recycled content.


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:

The College's Sustainability Action Plan highlights numerous plans to advance sustainability in transportation. Some of the plans without timeframes attached are included here:
-Phase out existing van fleet with low emissions vehicles where and when possible.
-Investigate options to purchase electric vehicles for maintenance staff to use on campus.


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

-Create a “kilometres per semester” cap system per course or activity for van fleet use. Reduce van fleet usage 10% by 2010 and 33% by 2020.
-Create a “litres of fuel” cap system for staff business travel to provide an incentive to drive fuel efficient vehicles. Reduce business travel 10% by 2010 and 33% by 2020.
- Initiate a program for faculty/staff to report all travel on commercial airlines to calculate emissions. Reduce commercial airline travel 10% by 2010 and 33% by 2020.


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

Sustainability Committee


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

The Sustainability Action Plan outlines the following plans to advance sustainability in waste:
-Monitor effluent discharge where practicable at facilities and ensure that only non-toxic substances are discharged
-Create a cap of paper usage per faculty/staff to encourage paper conservation by allowing faculty and staff to see personal paper consumption through ‘print counters’ when submitting print jobs to duplicating centres
-Synchronize same print counters on standalone duplicators in college office wings
-Install default two-sided printing on all copiers
-Encourage digital scanning rather than paper copying on duplicating machines.
-increase recycling awareness and availability by creating a uniform look and feel for recycling centres at all campuses,
-Increase the presence of recycling centres in hallways and classrooms at all campuses.
-Investigate compost programs that provide efficient use of compostable waste while minimizing attractants for bears and other animals.


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

The Sustainability Action Plan addresses "water sustainability" by outlining the following goals:
-Install water metering at all campuses where not present already
-Install water metering for irrigation systems to estimate the amount of water that may be saved by conservation.
-Investigate the costs and benefits of installing motion activated sensors in all public taps.
-Design xeriscaping and native plant usage in all future lawn and garden maintenance programs.
-Reduce the area of lawn requiring watering by 20% by creating native plant gardens and xeriscaping. Use the expertise of Integrated Environmental Planning students to design, obtain funding, and implement the gardens each year as part of their field school requirements.


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

This strategic priority is part of the College's Accountability Plan, 2014/15:
STRATEGIC PRIORITY
Improve recruitment and enrollment in key areas: Aboriginal learners; learners from across Canada; strategic international markets; and learners experiencing barriers to access and success.


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

Develop a strategic plan for recruiting and supporting Aboriginal learners; identify specific enrollment improvements for Aboriginal learners.
By 2015/16, strategic recruitment and support plans will be developed for Aboriginal students.
By 2017/18, at least two initiatives from this plan will be implemented.


Accountable parties, offices or departments for the Diversity and Affordability plan(s):

Board of Governors and Selkirk College employees


A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:

Selkirk College's Strategic Plan states that the College will work towards advancing sustainability in health, well-being and work in the following Strategic Direction:
STRATEGIC DIRECTION 5: BE THE EMPLOYER OF CHOICE FOR OUR REGION


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

In order to address its Strategic Directions, the College has developed Priorities with associated Performance Measures and Targets.
Priority: Develop our people for the future through an enhanced focus on employee orientation, the development of a culture of safety, and the provision of professional and career development programs that include talent management and succession planning.
Performance Measure: Review and implement policy, process and practice improvements.
A Sample of the Targets:
1) In 2015/16 develop a safety baseline report and use it to deploy safety metrics
in all decision-making. Research additional best practice safety metrics.
2) In 2015/16 develop an effective “technology training plan” that delivers timely
and relevant staff training when new systems or technologies are deployed

Priority: Develop an “employee learning commons” to develop better knowledge management, sharing of best practices, skills development and professional development for all employee groups.
Performance Measure: Investigate tools to support this goal [priority].
Target: In 2015/16 assess tools and recommend one (or more) for implementation.


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

Board of Governors and Selkirk College employees.


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:
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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:

The Strategic Plan includes 5 Pillars of Success. Environmental Sustainability is one of the pillars:
SUSTAINABILITY OF THE COLLEGE
The long term sustainability of Selkirk College is
accomplished through the achievement of enrollment
goals, the effective use of our finances and resources,
and the reduction of our ecological footprint.

In addition, the Strategic Plan contains 5 Strategic Directions. One of the directions is to "Modernize our infrastructure to support 21st century learning environments". This will be achieved in part by "Securing resources for and make strategic investments in technology, connectivity, facilities, learning commons spaces, capital equipment, and reducing our ecological footprint."


The website URL where information about the institution’s sustainability planning is available:
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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.