Thompson Rivers University
PA-2: Sustainability Planning

TRU's ”Strategic Priorities 2014–2019 states: TRU is a comprehensive, learner-centred, environmentally responsible institution that serves its regional, national, and international learners and their communities through high quality and flexible education, training, research and scholarship. Our Traditional Foundations: TRU serves our Aboriginal, local, regional, national and global communities by cultivating: • Student, faculty, staff and community engagement and service excellence • Faculty and student engagement in scholarly research and creative activity • Innovative, interdisciplinary, and experience-based learning environments • Open and flexible learning environments • Aboriginal education, culture, traditions, opportunities and partnership • Environmental, economic, social, cultural and creative sustainability • International opportunities for students, faculty and staff

TRU also has the following two plans, plus many Carbon Neutral Action Reports: TRU Campus Master Plan: http://www.tru.ca/__shared/assets/2013_Campus_Master_Plan31594.pdf TRU Strategic Energy Management Plan - 2016: http://www.tru.ca/sustain/initiatives/reporting.html TRU Carbon Neutral Action Reports from 2009 to 2016: http://www.tru.ca/sustain/initiatives/reporting.html

The measurable objectives, strategies and time frames included in the Curriculum plan are as follows (see page 55: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Course Inventory: Update, and report to the Board, the inventory of course work (which is part of the STARS assessment) in order to see the proportion of offered courses that are sustainability-related. This can be shown overall at TRU but also by program area. • Academic Champions: Identify internal academics or recruit external academics who have credibility both in sustainability and a particular discipline (e.g. business, economics, etc..) in order to provide leadership on sustainability and education. • Learning Outcomes: Develop sustainability learning outcomes associated with program degrees and/or courses of study. • Undergraduate Program: Offer a formal, undergraduate-level degree program focused on sustainability. Initially, proceed with a minor in sustainability (1-3years) and continue to explore a major in sustainability over the long-term (5+years). • Graduate Program: Offer formal, graduate-level academic degree programs focused on sustainability. • Immersive Experience: Provide students with opportunities for immersive experiences to witness and learn in-depth about sustainability challenges and solutions. • Literacy Baseline Survey: Conduct, and report to the Board, a baseline survey on TRU staff’s knowledge of sustainability, desire for increased TRU leadership, motivators to contribute, and ability to contribute (related to organizational issues such as senior management commitment, supporting policies, etc.). Include in the next student survey similar questions related to knowledge and perceptions of sustainability performance at TRU, and report to the Board. Within 3 to 5 years... • Campus as a Living Laboratory: Utilize the campus as a living environment for experiential learning, applied research and practical work that advances sustainability on campus. • External Partnerships: Explore possibilities to bring sustainability into the classroom, or to provide experiential learning opportunities through partnership with B.C. Hydro, the City of Kamloops, and others in order to develop energy and sustainability educational opportunities for TRU students (internships, funding, course development, etc.).

The measurable objectives, strategies and time frames included in the Research plan are as follows (see page 59: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years: Academic Research - Who: AVP Research & Graduate Studies: Update, and report publicly, the inventory of sustainability research underway at TRU and assess strengths and areas for development. Support for Research - Who: AVP Research & Graduate Studies: Continue to allocate funding from the Sustainability Grant Fund to encourage students and faculty members to undertake sustainability research. Within 3 to 5 years: Access to Research - Who: AVP Research & Graduate Studies: Empower faculty to distribute their research freely to help stimulate learning and innovation, and facilitate the translation of this knowledge into public benefits that advance sustainability.

The measurable objectives, strategies and timeframes included in the Campus Engagement plan are as follows (see page 47: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Outreach Materials and Publications: develop co-curricular programs and initiatives that facilitate students learning about sustainability outside of the formal classroom. • Student Orientation: expand upon sustainability content and programming at orientation. Within 3 to 5 years... • Student Life: develop co-curricular programs and initiatives that facilitate students learning about sustainability outside of the formal classroom. • Outreach Campaign: hold sustainability outreach campaigns that yield measurable, positive results in advancing the institution’s sustainability performance • Employee Orientation: develop new work routines and habits to help encourage the adoption of environmentally and socially preferable habits, routines, and choices. • Staff Professional Development: offer training and/or other professional development opportunities in sustainability for staff /faculty • Campus Tour: create a sustainability tour (self-directed with mobile technology) on campus highlighting projects and achievements, similar to those in the House of Learning. From 5+ years... • Employee Educators Program: coordinate programs in which faculty and staff members educate and mobilize their peers around sustainability initiatives and programs. • Student Educators Program: select and train students to serve as “eco-reps”/educators in peer-to-peer sustainability outreach where they might be able to help disseminate sustainability concepts and a sustainability ethic on campus.

The measurable objectives, strategies and timeframes included in the Public Engagement plan are as follows (see page 51: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Inter-Campus Collaboration: continue to collaborate with other colleges or universities to help build campus sustainability broadly. • Community Partnerships: continue to develop partnerships with local communities to advance sustainability. Within 3 to 5 years... • Continuing Education: provide continuing education courses and programs in sustainability to the community. • Community Service: engage student bodies in community service. • Community Stakeholder Engagement: adopt a framework to identify and engage community stakeholders in the university’s ongoing governance, strategy and operations. • Participation in Public Policy: advocate for national, state/provincial, or local public policies that support campus sustainability or that otherwise advance sustainability. • Trademark Licensing: join a monitoring and verification organization to help ensure that apparel bearing the institution’s name is produced under fair conditions.

The measurable objectives, strategies and timeframes included in the Air and Climate plan are as follows (all of the measurable objectives, strategies and timeframes for the Air and Climate plan that are affected by Transportation (16) are listed in the section below called “the measurable objectives, strategies and time frames included in the Transportation plan(s)” (see page 26: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf)): Within 1 to 3 years... • Low VOC Materials: establish Development Guidelines and Green Building Requirements for new development on campus that include mandatory achievement of low VOC LEED credits. • Energy Standard: establish Development Guidelines and Green Building Requirements for new development on campus with minimum energy performance targets for new institutional projects that exceed the ASHRAE 90.1 Energy Standard, 2007. • District Energy Potential: explore the potential of a TRU district energy utility or alternative as part of the master plan build-out. • Clean and Renewable Energy: generate electricity from clean and renewable energy sources on campus. Establish Development Guidelines and Green Building Requirements for new development on campus that include minimum requirements for alternative energy, including solar thermal readiness and consideration of geothermal energy systems. Catalyze development of off-site clean and renewable energy sources through the purchase of Renewable Gas Certificates from Fortis BC. • Greenhouse Gas Emissions: continue to update and report inventory of greenhouse gas (GHG) emissions annually and reduce the adjusted net Scope 1 and Scope 2 GHG emissions. • Outdoor Air Quality: conduct inventory of significant air emissions from stationary sources on campus. • Building Energy Consumption: ensure ongoing support from BC Hydro and Fortis by continuing to identify 1-3 year energy strategies that achieve reduction targets set out by BC Hydro and TRU’s Sustainability Office. Within 3 to 5 years... • IAQ Management: implement an Indoor Air Quality (IAQ) management program that includes regular auditing or monitoring, a mechanism for occupants to register complaints, and action plans to implement any corrective measures required in response to audits, monitoring or complaints.

The measurable objectives, strategies and timeframes included in the Buildings plan are as follows (see page 24: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Design Guidelines & Green Buildings: establish Development Guidelines and Green Building Requirements for new development on campus that include the following: 1) For institutional projects: LEED Gold Certification and minimum energy performance targets for new institutional projects (32% better than ASHRAE 90.1 Energy Standard, 2007) and LEED Silver Certification for major renovation projects. 2) For institutional and market projects: minimum requirements in priority areas. • Commissioning Process: create RFP documentation to support an independent commissioning process for TRU projects (i.e. one in which the commissioning function is separate from contractor scope of work) and include TRU Facilities and Sustainability staff in the commissioning process to ensure buildings meet sustainability, occupant, and operations objectives. • Construction and Demolition Waste Diversion: develop zero waste procurement policy for campus construction projects. • Engagement: develop and communicate a consultation strategy for engaging internal stakeholders prior to any land being developed. • Building Operations and Maintenance: for non-certified buildings, adopt sustainable operations and maintenance guidelines for operations and maintenance. • Methodology for Revolving Fund: maintain confidence in the revolving fund by ensuring the methodology for measuring savings is transparent and clearly communicated (e.g. project M&V, adjustments for controllable and non-controllable variables, etc.). Within 3 to 5 years... • University Village: create a vibrant, mixed-use campus by creating a diverse range of housing options for students, staff and faculty (market and non-market housing) and exploring opportunities for retail and commercial uses along McGill and in the campus “heart”. • Showcase Project: identify opportunity to develop and profile a notable project that showcases TRU commitment to sustainability(for example, a wind or solar project). • IAQ Management: implement an Indoor Air Quality (IAQ) management program that includes regular auditing or monitoring, a mechanism for occupants to register complaints, and action plans to implement any corrective measures required in response to audits, monitoring or complaints.

The measurable objectives, strategies and timeframes included in the Energy plan are as follows (see page 26: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Energy Standard: establish Development Guidelines and Green Building Requirements for new development on campus with minimum energy performance targets for new institutional projects that exceed the ASHRAE 90.1 Energy Standard, 2007. • District Energy Potential: explore the potential of a TRU district energy utility or alternative as part of the master plan build-out. • Clean and Renewable Energy: generate electricity from clean and renewable energy sources on campus. Establish Development Guidelines and Green Building Requirements for new development on campus that include minimum requirements for alternative energy, including solar thermal readiness and consideration of geothermal energy systems. Catalyze development of off-site clean and renewable energy sources through the purchase of Renewable Gas Certificates from Fortis BC. • Energy Manager: Clarify role and responsibility of Facilities Department.

The measurable objectives, strategies and timeframes included in the Dining Services/Food plan are as follows (see page 40: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Food and Beverage Purchasing: establish policies requiring the purchase of food and beverages that are local, community-based, or certified. Shifting to locally sourced produce and food supplies will have significant impacts to the surrounding economy. As Kamloops’ only university, TRU stands to impact the local economy and food security in the region in moving towards more sustainable food choices that are local, seasonal, and culturally appropriate. • Low Impact Dining: for on-campus dining and catering, offer vegan options and animal products that have been verified to be sustainably produced. • Garden Plots: identify and support strategic opportunities to establish garden plots as demonstration for educational uses and in residential developments. Identify the long-term operations and maintenance plan for garden plots. Food production can demonstrate closed-loop, zero-waste systems through composting and distribution within campus. On-site composting will strengthen TRUs capacity to grow food, by providing one of the key elements to highly productive land: nutrient-rich soil. Within 3 to 5 years... • Food Stewardship & Learning: provide learning spaces and avenues for academic programs to facilitate food stewardship and learning through designated growing spaces and food sourcing. The synergy between different disciplines in food production and sourcing will equip students with entrepreneurial skills to initiate food-related businesses and further strengthen the local food system.

The measurable objectives, strategies and timeframes included in the Grounds plan are as follows (see page 30: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Wayfinding: identify short-term solutions to improve way finding on campus and establish guidelines to improve long-term wayfinding through campus design. Within 3 to 5 years... • Research and Teaching: raise awareness of the unique landscape and vegetation at TRU by identifying and celebrating those lands identified in the Master Plan as outdoor research and teaching and/or recreation areas. • Landscape Management: update TRU Landscape Planting & Rehabilitation Plan in accordance with Integrated Pest Management (IPM) principles to reduce pesticide and water use. • Gathering Spaces: create more outdoor seating and casual meeting spaces that can be used year-round. • Biodiversity: conduct an assessment to identify and protect environmentally sensitive areas and/or endangered and vulnerable species (including migratory species) with habitats on institution-owned or managed land. Assign specific biodiversity values to these areas and make recommendations for conservation and restoration.

The measurable objectives, strategies and timeframes included in the Purchasing plan are as follows (see page 44: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Cleaning Product Purchasing: develop a purchasing policy or guideline stating a preference to purchase cleaning and janitorial products that are Green Seal™ or UL Environment (EcoLogo)TM certified and/or similar, and track compliance. • Life Cycle Cost Analysis: develop and employ Life Cycle Cost Analysis (LCCA) as a matter of policy and practice when evaluating energy and water-using products and systems. • Fair Trade Campus: establish purchasing policies and guidelines designating TRU a Fair Trade Campus with respect to all procurement decisions. Within 3 to 5 years... • Inclusive and Local Purchasing: develop a stated intent or policy to support and procure from inclusive businesses, social enterprises, and/or local community-based businesses and track compliance. Reduce waste and fuel consumption generated from transportation by specifying locally manufactured and extracted products, where feasible. • Guidelines for Business Partners: develop and act on policies, guidelines and/or agreements that set expectations about the social and environmental responsibility of business partners.

The measurable objectives, strategies and timeframes included in the Transportation plan are as follows (see page 32: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Outdoor Air Quality: adopt policies or guidelines to improve outdoor air quality and minimize air pollutant emissions from mobile sources. • Campus Fleet: purchase an electric vehicle for regional travel and pilot use for one year; evaluate potential for conversion of entire campus fleet to electric or hybrid vehicles. • Commute Modal Split: conduct a travel survey to monitor modal split for students and employees. • Accommodate Bikes: develop and implement a “complete streets” or bicycle accommodation policy, develop guidelines for bicycle parking, storage and facilities, and/or participate in a bike-sharing program. • Car Share: explore a partnership with Interior CarShare Co-operative (or others) and provide car share vehicles and parking on campus. • Electric Vehicles: expand the electric vehicle recharging stations and replace existing TRU fleet with electric vehicles at end-of-life. Make an electric vehicle(s) available for regional staff/faculty travel. • Pedestrian Oriented Design: design Walkable Public Spaces and establish design guidelines that promote walking and other active means of transport within campus to decrease the environmental impacts of driving from building-to-building. Within 3 to 5 years... • Carpool/Ride Share: Increase the amount of high-occupancy parking stalls and continue to offer incentives. • Telecommuting: explore the potential for telecommuting programs for employees. • Condensed Work Week: explore the potential for condensed work week options for employees. • Transportation Demand Management Plan: participate in the City’s Transportation Demand Management planning process and advocate TRU’s transportation objectives. • Hillside Access: work with the City of Kamloops to establish an in-out access to campus along Hillside Road. • McGill Corridor: work with the City of Kamloops to establish McGill as a pedestrian friendly “main street”. • Improved Transit Service: initiate comprehensive transit service review process with BC Transit to identify opportunities to improve service and increase ridership. From 5+ years... • GRT Program: explore offering a guaranteed return trip (GRT) program to regular users of alternative modes of transportation, which provides transportation in case of emergencies, for example illness, emergencies, or the absence of a carpool / vanpool vehicle. • Parking Location: locate parking spaces for single occupant vehicles (excluding carpool, vehicle sharing and alternative fuel vehicles) in the campus perimeter, rather than campus centre. Explore feasibility of structured parking (underground, semi-underground, or aboveground structures).

The measurable objectives, strategies and timeframes included in the Waste plan are as follows (see page 36: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Waste Minimization: identify and implement source reduction strategies to reduce the total amount of waste generated on campus. Develop a policy, guidelines or agreements that considers waste generated by product packaging and end-of-life disposal when specifying items for purchase. • Waste Diversion: identify and implement strategies to divert materials from the landfill by recycling, composting, reusing, donating, or re-selling. • Event Management: engage Ceremonies and Events staff to develop action plan and policies for waste management at major TRU events and ceremonies. Ensure zero waste stations are available at all events. Also consider catering policies to encourage non-disposables, compostables, and local food. • Electronic Waste: develop a program to recycle, reuse, and/or refurbish electronic waste generated on campus. • Replace Hand Towels: replace paper hand towels in campus washrooms with electric hand dryers. • Composting: fully implement organics collection program through training for janitorial and building occupants. Expand composting program to include CAC building and utilize the full capacity of the existing composter. Acquire a second composter as required. • Plastic Beverage Containers: reduce waste material associated with drinking containers by lobbying suppliers for alternatives and limiting the distribution of disposable plastic bottles on campus. Within 3 to 5 years... • Hazardous Waste Management: identify and implement strategies to safely dispose of all hazardous, special, universal, and non-regulated chemical waste and seek to minimize the presence of these materials on campus.

The measurable objectives, strategies and timeframes included in the Water plan are as follows (see page 38: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Ozonated Water Cleaners: implement pilot program for chemical free ozonated water-based cleaning units. • Utilities Revolving Fund: incorporate financial savings associated with water efficiency measures into existing Energy Revolving Fund to establish a Utilities Revolving Fund to support future sustainability initiatives. Through the fund, all measured utility savings will be reinvested in projects that facilitate further savings. • Storm water Management: develop guidelines encouraging Low Impact Development (LID) practices to reduce peak rainwater/storm water runoff volume and improve outgoing water quality for new construction and major renovation. Manage peak flow volumes so the post-development flows do not exceed predevelopment flows. • Water Metering: install water meters in each building and irrigation zone and establish a water consumption baseline for each. This will enable TRU to better understand where and how much water is used in order to inform water reduction strategies. Within 3 to 5 years... • Landscape Water Use: identify and implement potable water conservation strategies in landscape design and maintenance (such as replace water intensive areas with native and adaptive plants that require little to no irrigation, systems to monitor pipe leakage, smart irrigation controls, etc.). • Building Water Use: identify and implement potable water conservation strategies in existing buildings (such as replacing fixtures). From 5+ years... • Wastewater Management: pilot and demonstrate the treatment of wastewater naturally (e.g. natural wastewater systems such as Living Machines and wetlands) on campus or in the local community.

The measurable objectives, strategies and timeframes included in the Diversity and Access plan are as follows (see page 68: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 3 to 5 years... • Support for Underrepresented Groups: establish mentoring, counselling, peer support, academic support, or other programs to support underrepresented groups on campus. • Access: continue to make TRU accessible to students from a range of socio-economic backgrounds, and/or to support non-traditional students. • Diversity and Equity Training: make cultural competence trainings and activities available to all students, staff, faculty, and/or administrators. From 5+ years... • Faculty and Staff Diversity: administer and/or participate in a program(s) to help build a diverse faculty and staff.

The measurable objectives, strategies and timeframes included in the Investment plan are as follows (see page 72: ttp://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... Sustainable Investment: develop a Responsible Endowment Investment Policy. Identify and pursue investments that promote sustainability and engaging with companies in which they already hold investments. Within 3 to 5 years... Investment Disclosure: Annually (or more frequently), make a snapshot of investment holdings available to the public, including the amount invested in each fund and/or company and proxy voting records.

The measurable objectives, strategies and timeframes included in the Human Resources plan are as follows (see page 70: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Workplace Health and Safety: identify and implement strategies to reduce the total number of reportable workplace injuries and occupational disease cases. • President’s Award: rename existing Environmental Achievement Award to the Sustainability Award to highlight exceptional sustainability ideas and/or performance and create a higher profile and stronger awareness. • Assessing Employee Satisfaction: conduct a survey or other evaluation that allows for anonymous feedback to measure employee satisfaction and engagement. Within 3 to 5 years... • Hiring & Performance: integrate Sustainability into job descriptions and performance reviews. • Wellness Program: continue the work of the TRU Wellness Centre to provide counselling, referral, and wellbeing services to all members of students, staff, and/or faculty.

The measurable objectives, strategies and timeframes included in the IT & Print Shop Services plan are as follows (see page 42: http://www.tru.ca/__shared/assets/2014_CSP_Final38020.pdf): Within 1 to 3 years... • Paper Reduction: identify opportunities to eliminate paper based records and processes at TRU, thus reducing ongoing requirements for paper, printers, and toner (e.g. elimination of desktop printers, Paperless Records Initiative of the Registrar’s Office). • Energy Savings: continue to implement best practice strategies in IT energy management. • Virtual Desktop Units: pilot the use of Virtual Desktop Units (approximately 150) to assess energy savings and potential for comprehensive campus roll out (2,000 VDU’s will be considered as medium strategy). • Office Paper Purchasing: develop a purchasing policy or guideline stating a preference to purchase office paper that has recycled and/or rapidly renewable (e.g. wheat) content, is certified by the Forest Stewardship Council (FSC), and/or is certified to similar and track compliance. Within 3 to 5 years... • Equipment End-of-life: explore reuse and recycling options for IT equipment that has reached the end of its life, including laptops, tablets, smart phones, PCs, etc. • Electronics Purchasing: develop a purchasing policy or guideline stating a preference to purchase computers and/or other electronic products that are EPEAT registered or similar and track compliance.

TThe following excerpts are from the TRU ”Strategic Priorities 2014–2019”. This document is endorsed by the Board of Governors. Our Mission Statement (2007): TRU is a comprehensive, learner-centred, environmentally responsible institution that serves its regional, national, and international learners and their communities through high quality and flexible education, training, research and scholarship. The document further states: Our Traditional Foundations: TRU serves our Aboriginal, local, regional, national and global communities by cultivating: • Student, faculty, staff and community engagement and service excellence • Faculty and student engagement in scholarly research and creative activity • Innovative, interdisciplinary, and experience-based learning environments • Open and flexible learning environments • Aboriginal education, culture, traditions, opportunities and partnership • Environmental, economic, social, cultural and creative sustainability • International opportunities for students, faculty and staff

Definition of Sustainability, found here: http://www.tru.ca/senate/committees/esac/composition.html “Sustainability is based on a simple principle: everything that we need for our survival and well-being depends, either directly or indirectly, on our natural environment. Sustainability creates and maintains the conditions under which humans and nature can exist in productive harmony, that permit fulfilling the social, economic and other requirements of present and future generations”. (http://www.epa.gov/sustainability/basicinfo.htm

TRU is committed to sustainability. This is evident in the following initiatives: The TRU Office of Environment and Sustainability opened in 2009 when it hired its first director. The Environmental Programs and Research Coordinator position began a year after that. The Senate and Board approved committee, and the Environmental Sustainability Advisory Committee is populated by staff, faculty and students and meets monthly. The province of British Columbia enacted carbon neutral legislation for all public institutions starting in 2009, and TRU has followed the letter of this law since then, and has published Carbon Neutral Action Reports each year. The TRU Sustainability Office publishes regular Strategic Energy Management Plans (SEMP) that oversee the use of energy throughout the campus. The five year TRU Strategic Sustainability Plan, which started in 2014, considers virtually every aspect of the university and sustainability's relationship with those aspects. The TRU Master Plan, also a five-year plan, oversees the development of the entire university, and has sustainability as one of its core principles. The TRU Strategic Priorities Plan, also a five-year plan, has “increasing sustainability” as one of its five core pillars.

Regarding the time frames for all sections under the heading Measurable Sustainability Objectives ('Within 1 to 3 years'; 'Within 3 to 5 years'; and 'From 5+ years'), October 2014 is the starting date, since this is the date that the TRU Campus Strategic Sustainability Plan was launched.