| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 57.64 |
| Liaison | Allison Maxted |
| Submission Date | Jan. 25, 2016 |
| Executive Letter | Download |
Mohawk College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.17 / 4.00 |
Kayla
LaChance Sustainability Programs and Services Coordinator Sustainability Office |
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) | No | No |
| Campus Engagement | Yes | Yes |
| Public Engagement | Yes | No |
| Air and Climate | No | No |
| Buildings | Yes | Yes |
| Dining Services/Food | Yes | Yes |
| Energy | Yes | Yes |
| Grounds | Yes | No |
| Purchasing | Yes | Yes |
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | No |
| Health, Wellbeing and Work | No | No |
| Investment | No | No |
| Other | --- | --- |
A brief description of the plan(s) to advance sustainability in Curriculum:
The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Accountable parties, offices or departments for the Curriculum plan(s):
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
The measurable objectives, strategies and timeframes included in the Research plan(s):
Accountable parties, offices or departments for the Research plan(s):
A brief description of the plan(s) to advance Campus Engagement around sustainability:
Environmental Management Plan 2.0
Strategy 1.1 Sustainability Outreach and Education
This strategy calls for extensive campus outreach and education through a series of workshops, booths, sustainability campaigns and communication strategies. The resulting increase in “Sustainability IQ” will garner support for attitude and behavioural change.
1.1.1 Support Campaigns
1.1.2 Hold Workshops, Outreach Events and Information Kiosks
1.1.3 Give Classroom Presentations
1.1.4 Develop Digital/Print Communications Strategies
1.1.5 Collaborate with Aboriginal Education and Student Services and Social Inc.
Strategy 1.3 Participation
This Strategy will provide opportunities for staff and students to participate in and lead on-campus sustainability programs and services. The creation of a learning environment in support of an enhanced culture and practical understanding of sustainability will better prepare staff and students for the future. It is also important for the college to develop a system to track and incentivise participation trends on campus.
1.3.1 Develop Participation Incentive Monitoring Tool
1.3.2 Implement Sustainability Initiatives Fee
1.3.3 Continue Commitment to the EMPSC
1.3.4 Support ECOS
1.3.5 Develop Staff Leadership
1.3.6 Enhance Programs and Services
1.3.7 Develop Co-Curricular Credit
1 .3.8 Develop Student Co-op, Placements and Employment
The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Timeline Year 1:
Action: 1.1.5: Through events and support, expand partnerships with Aboriginal Education, Student Services and Social Inc on interconnected campus sustainability initiatives and projects.
Action 1.3.2: In partnership with the MSA launch the SIF committee, establish a terms of reference, budget and first year projects.
Timeline Year 2:
Action 1.3.1: Develop a structure and opportunity for a staff sustainable leaders program.
Action 1.3.5: Develop a system to encourage, track and incentivise grassroots participation in on campus sustainability engagement.
Accountable parties, offices or departments for the Campus Engagement plan(s):
Sustainability Office, Sustainability Initiatives Committee, Aboriginal Services, Mohawk Student Association and Student Services.
A brief description of the plan(s) to advance Public Engagement around sustainability:
Environmental Management Plan 2.0
Strategy 1.2 Community Partnerships
Increasing connection with local sustainable organizations and encouraging behavioral shifts through experiential learning opportunities and a growth in social sustainability.
1.2.1 Support Partnerships
1.2.2 Develop Volunteer Opportunities
1.2.3 Hold Campus/Community Events
The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
Accountable parties, offices or departments for the Public Engagement plan(s):
Sustainability Office
A brief description of the plan(s) to advance sustainability in Air and Climate:
The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Accountable parties, offices or departments for the Air and Climate plan(s):
A brief description of the plan(s) to advance sustainability in Buildings:
Environmental Management Plan 2.0
Strategy 5.1 Future Development
Enhancing the connection between College facility operations and academic departments, developing living labs and experiential learning opportunities, connecting students with on-campus technologies, energy infrastructure and research project/trials. Maintaining an ongoing commitment to LEED development and renovations at all Mohawk facilities.
5.1.1 Develop LEED® Building and Renovation Standards
5.1.3 Expand Multi-Modal Transit Hub
5.1.4 Build Demonstration Facilities
The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Timeline Year 2:
Action 5.1.3: Work with and support the real estate planning and economic development team on the future Multi-Modal Transit Hub.
Accountable parties, offices or departments for the Buildings plan(s):
Sustainability Office, Facilities Management, and Mohawk Student Association
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
Environmental Management Plan 2.0
Strategy 2.1 Local Food Procurement
This Strategy supports local food systems and the local economy while providing the College’s third-party food service providers, staff and students with purchasing alternatives.
2.1.1 Develop Campus Farmers’ Market
2.1.2 Develop Local Food Purchasing Policy
2.1.3 Maintain Bounty Bag Program
The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
Timeline Year 1:
Action 2.1.1: Through the Sustainability Initiatives Fund, implement a campus farm stand to increase access and bring awareness to local, sustainable food systems.
Timeline Year 2:
Action 2.1.2: Work with on-campus food service providers and the Mohawk Student Association to establish a set of local food purchasing policies, directives and metrics.
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Food Services, Sustainability Office, and Mohawk Student Association
A brief description of the plan(s) to advance sustainability in Energy:
Environmental Management Plan 2.0
Strategy 6.2 Campus Energy Resiliency
Focusing on the potential long-term vulnerability of campus energy demands aligned with current infrastructure and Mohawk’s reliance on traditional energy systems. In order to mitigate this potential risk, the college and it’s academic partners must explore a system of campus clean energy production connected to Smart Grid District Energy System. Campus energy resiliency generates revenue through immediate and long-term cost avoidance, reduction in institutional carbon footprint and encourages responsible energy consumption.
6.2.1 Explore Energy Independence and Resiliency
6.2.2 Develop Academic Partnerships
6.2.3 Develop Campus Clean Energy Framework
The measurable objectives, strategies and timeframes included in the Energy plan(s):
Timeline Year 1:
Action 6.2.3: Develop a campus zero footprint framework.
Timeline Year 2:
Action 6.2.1: Explore alternative energy options to eliminate potential risk associated with traditional energy dependence.
Action 6.2.2: Provide opportunities to connect classwork with on-campus development and living labs.
The 6% reduction target
By achieving the 6% reduction target the College will save approximately $550,000, from its operational costs, between 2012 and 2020.
The Energy Conservation and Demand Management plan sets a target of reducing both natural gas
and electricity consumption by 6% per m2 of building area from 2012 baseline by the year 2020. This target is to be achieved through campus intensification, sustainability in future development and renovations, increasing efficiencies in facility operations, and increasing stakeholder engagement, education and participation.
Accountable parties, offices or departments for the Energy plan(s):
Sustainability Office and Facilities Management
A brief description of the plan(s) to advance sustainability in Grounds:
Mohawk College Energy Conservation and Demand Management Plan.
Space Planning - By creating a more efficient use of campus space the
College can expand its services without incurring any additional operational costs. These costs avoidances can be reinvested elsewhere in the College.
Environmental Management Plan 2.0
Strategy 5.1 Future Development
5.1.2 Outdoor and Natural Developments
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Timeline Year 1:
Action 5.1.2: Work with Sustainability Initiatives Fee, Mohawk Student Association, and Facilities to promote and develop outdoor natural spaces on campus.
Accountable parties, offices or departments for the Grounds plan(s):
Sustainability Office, Sustainability Initiatives Fee, Mohawk Student Association, and Facilities
A brief description of the plan(s) to advance sustainability in Purchasing:
Environmental Management Plan 2.0
Strategy 7.1 Sustainable Procurement Workshop and Policies
This strategy will focus on the internal development of a set of sustainable procurement policies and best practices aligned with the College’s unique set of business operations. Staff will work with external suppliers while adhering to the procurement directive to identify sustainable solutions.
7.1.1 Host Procurement Workshop
7.1.2 Develop Procurement Policy and Metrics
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
Timeline Year 1:
Action 7.1.1: In partnership with purchasing and ancillary services, host a procurement workshop with current vendors, industry leaders and college buyers.
Timeline Year 2:
Action 7.1.2: Develop a set of internal procurement directives and policies, supported by metrics to measure success.
Accountable parties, offices or departments for the Purchasing plan(s):
Sustainability Office, Purchasing and Ancillary services
A brief description of the plan(s) to advance sustainability in Transportation:
Environmental Management Plan 2.0
Strategy 4.1 Alternative Transportation
This Strategy aims to provide practical alternatives to commuters, while alleviating the impact of Scope 3 carbon emissions. Alternative modes provide a practical option for individuals and help mitigate parking demand. The College will focus on providing improved programs and service offerings.
4.1.1 Launch CarShare
4.1.2 Advocate for College Connections to Infrastructure
4.1.3 Enhance Multi-Modal Transit Hub
4.1.4 Expand Carpool Zone
4.1.5 Promote Smart Commute
Strategy 4.2 Active Transportation
This Strategy seeks to encourage a reduction in single occupant arrivals to campus, while ensuring that walking and cycling to our campuses is attractive, safe and convenient.
4.2.1 Connect with Bike Share
4.2.2 Enhance Infrastructure and Network Connections
4.2.3 Improve Fennell Trail
Strategy 4.3 Education and Awareness
This Strategy aims to educate individuals and promote awareness of transportation options available to staff and students, while incorporating active and alternative transportation research opportunities into relevant academic programming.
4.3.1 Student Transportation Research
4.3.2 Establish Transportation Ambassador Program
4.3.3 Hold Training and Workshops
4.3.4 Enhance MocoModal
Strategy 4.4 College Fleet
This Strategy addresses Mohawk’s ability to reduce carbon emissions while satisfying the long-term needs of College fleet, supporting the continued success of all departments that are dependent on the use of vehicles for their activities.
4.4.1 Launch Corporate CarShare Pilot
4.4.2 Develop Green Fleet
The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Timeline Year 1:
Action 4.1.1: In partnership with the Mohawk Student Association, launch a Campus Carshare Program
Action 4.4.1: Develop a pilot program for Corporate CarShare to examine the potential cost savings, service enhancement and environmental benefits.
Timeline Year 2:
Action 4.3.4: Work with Smart Commute to expand the College-developed MocoModal travel planning tool.
Action 4.1.3: Work with and support the real estate planning and economic development team on the future Multi-Modal Transit Hub.
Accountable parties, offices or departments for the Transportation plan(s):
Sustainability Office, Mohawk Student Association
A brief description of the plan(s) to advance sustainability in Waste:
Environmental Management Plan 2.0
Strategy 3.1 Paper Use
This Strategy will focus on the enhancement of corporate and academic based policies and IT Infrastructure to support campus-wide reduction in paper consumption.
3.1.1 Enhance IT Infrastructure
3.1.2 Develop Academic Paper Reduction Policy
3.1.3 Develop Corporate Paper Reduction Policy
Strategy 3.2 Solid Waste, Compost, Recycling and E-Waste Management
This Strategy focuses on the continued implementation of the approved Waste Management Strategy, aimed at reducing the total amount of waste and recycling generated on campus while maintaining diversion rates.
3.2.1 Implement Waste Management Strategy
3.2.2 Develop Departmental and Post-Consumer Reduction Targets
3.2.3 Begin On-site Composting
3.2.4 Review Waste Management Process
3.2.5 Continue E-Waste Diversion
The measurable objectives, strategies and timeframes included in the Waste plan(s):
Timeline Year 1:
Action 3.2.4: Complete a study with students and Facilities to identify potential cost and environmental savings associated with the Colleges current waste management system.
Action 3.2.2: Through stakeholder and departmental outreach and in partnership with facilities and ancillary services, identify post-consumer reduction targets.
Timeline Year 2:
Action 3.1.2: Establish an academic working committee to identify potential paper reduction initiatives in the classroom.
Action 3.1.3: Establish a corporate working committee to identify potential paper reduction initiatives in the classroom.
Accountable parties, offices or departments for the Waste plan(s):
Facilities and Sustainability Office
A brief description of the plan(s) to advance sustainability in Water:
Environmental Management Plan 2.0
Strategy 5.2 Facility Operations
This Strategy is aimed at campus energy and water conservation, creating efficiency within space, and infrastructure upgrades. Stakeholder awareness and engagement will enable greater conservation of campus resources. Education, awareness and outreach will encourage behaviour change in energy use while on campus, through incentives and campaigns.
The measurable objectives, strategies and timeframes included in the Water plan(s):
Timeline Year 1:
Action 5.2.1: Work with facilities and other departments to establish campus wide energy and water reduction targets.
Accountable parties, offices or departments for the Water plan(s):
Facilities and Sustainability Office
A brief description of the plan(s) to advance Diversity and Affordability:
Strategic Plan:
Strategic Priority 3: Sustainability
3.1 Social Inclusion
Ensure Mohawk engages, welcomes, and supports a diverse student body and community.
3.1.1 Implement tools to support increased access for Aboriginal learners through community
engagement and partnerships and the Indigenous Education Plan: Bundled Arrows
Initiative, an expanded Project Pathfinder; a designed mobile APP and the development of the Hub concept.
3.1.2 Implement English language centre.
The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
-
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
Sustainability Office, Aboriginal Services
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
A brief description of the plan(s) to advance sustainability in Investment:
The measurable objectives, strategies and timeframes included in the Investment plan(s):
Accountable parties, offices or departments for the Investment plan(s):
A brief description of the plan(s) to advance sustainability in other areas:
The measurable objectives, strategies and timeframes included in the other plan(s):
Accountable parties, offices or departments for the other plan(s):
The institution’s definition of sustainability:
Mohawk College definition of Sustainability.
Pillar 3: Sustainability
3.1 Social Inclusion
Ensure Mohawk engages, welcomes, and supports a diverse student body and community.
3.2 Greening Mohawk.
Embed environmental sustainability principles into our programs and practices.
3.3 Financial Well-Being.
Enhance revenue sources, expand our markets, improve eff iciencies and optimize asset utilization to ensure our long-term viability.
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
The Environmental Management Plan 2.0 will continue to act as the leading policy document and blueprint for achieving sustainability and reducing the College's overall impact on the environment. The EMP 2.0 illustrates the Colleges 2007 baseline, upon which we evaluate current and possible future impacts of our operations on the environment.
The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.