Thompson Rivers University
PA-2: Sustainability Planning

The plan to advance sustainability in curriculum at TRU is outlined in the new TRU Campus Strategic Sustianability Plan on pages 55 to 57, and includes plans covering 1 to 5 years for nine key curriculum areas, listed in the next box. The over-all desired outcome of the plan is to ensure TRU students have access to training and education that helps equip them to lead society toward a sustainable future.

The measurable objectives, strategies and timeframes included in the Curriculum plan are as follows:
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 accountable parties, offices or departments for the Curriculum plan are as follows:
Within 1 to 3 years...
• Course Inventory: Provost and VP Academic
• Academic Champions: Provost and VP Academic
• Learning Outcomes: Provost and VP Academic
• Undergraduate Program: Provost and VP Academic
• Graduate Program: AVP Research & Graduate Studies
• Immersive Experience: Office of Student & Community Engagement
• Literacy Baseline Survey: Director, Office of Environment & Sustainability (E&S) / Human Resources

Within 3 to 5 years...
• Campus as a Living Laboratory: Relevant Faculty / Director E&S
• External Partnerships: Director, E&S / External Advocacy

The plan to advance sustainability in Research at TRU is outlined in the new TRU Campus Strategic Sustianability Plan on pages 59 and 60, and includes plans for three key research areas covering one to 5+ years; listed in the next box. The over-all desired outcome of the plan is to foster a widespread, multi-disciplinary research community that is engaged in sustainability research to help address society’s challenges for a sustainable future.
Researchers at TRU are leaders in the BC Interior — and major contributors province wide — in informed, solution-driven research. Industry throughout the region relies on TRU for applied research expertise on issues ranging from energy optimization to land reclamation. TRU strives to foster and develop collaborative work environments between researchers, industry partners, community groups and funding agencies. Through the Office of Environment and Sustainability, TRU allocates funding on an annual basis from the Sustainability Grant Fund to encourage students and faculty members to undertake sustainability research.

The measurable objectives, strategies and timeframes included in the Research plan are as follows:
Within 1 to 3 years...
• Academic Research: Update, and report publicly, the inventory of sustainability research underway at TRU and assess strengths and areas for development.
• Support for Research: Continue to allocate funding from the TRU Sustainability Grant Fund to encourage students and faculty members to undertake sustainability research.

In 5 or more years...

• Access to Research: 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 accountable parties, offices or departments for the Research plan are as follows:
Within 1 to 3 years...
• Academic Research: Who: AVP Research & Graduate Studies
• Support for Research: Who: AVP Research & Graduate Studies

In 5 or more years...

• Access to Research: Who: AVP Research & Graduate Studies

The plan to advance campus engagement around sustainability at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 47 to 497, and includes plans covering 1 to 5+ years for nine key campus engagement areas, listed in the next box.
The TRU Office of Environment and Sustainability (OES) plans to continue to be a leader in engaging the campus community in sustainability initiatives. The department hosts a long list of events, programs, and outreach activities each year, including active participation in new student orientation, and initiatives to promote sustainable behavior in residence, at home, in the classroom, and when traveling to campus. OES also partners with student and affiliate groups to expand its reach. For example, the TRU Eco Club is a student group that holds a number of events throughout the year to raise sustainability awareness.
The over-all desired outcome of the plan is to have leaders, faculty, staff and students actively seek and integrate sustainability learning into their personal lives and share their learning with the TRU community.

The measurable objectives, strategies and timeframes included in the Campus Engagement plan are as follows:
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 / faculity.
• Campus Tour: Create a sustainability tour on campus highlighting projects and achievements, similar to those in the House of Learning, i.e. self-directed and using mobile technology to allow people to learn more.

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 accountable parties, offices or departments for the Campus Engagement plan are as follows:
Within 1 to 3 years...
• Outreach Materials and Publications: Director, TRU Office of Environment and Sustainability
• Student Orientation: TRU Office of Student & Community Engagement

Within 3 to 5 years...
• Student Life: Director E&S (with Office of Student & Community Engagement)
• Outreach Campaign: Director, E&S (with Office of Student & Community Engagement)
• Employee Orientation: AVP HR & Planning
• Staff Professional Development: AVP HR & Planning
• Campus Tour: Director, E&S

From 5+ years...
• Employee Educators Program: Provost and VP Academic (with Office of Student & Community Engagement)
• Student Educators Program: Director, E&S / Office of Student & Community Engagement

The plan to advance Public Engagement around sustainability at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 51 and 52, and includes plans covering 1 to 5 years for 7 key public engagement areas, listed in the next box.
The TRU Office of Environment and Sustainability is actively engaged in the broader community through numerous community sustainability partnerships. The office has sponsored conference speakers, hosted events, and provided volunteers to contribute to initiatives of the BC Sustainable Energy Association, Kamloops 350, and the Thompson Environmental Network. TRU is also working with the City of Kamloops to help improve the public transit system and the bike paths in and around campus. These initiatives can help make these forms of transportation more accessible and popular.
The over-all desired outcome of the plan is to have TRU leaders, faculty, staff and students be active in advancing sustainability initiatives and learning beyond the TRU community.

The measurable objectives, strategies and timeframes included in the Public Engagement plan are as follows:
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 accountable parties, offices or departments for the Public Engagement plan are as follows:
Within 1 to 3 years...
• Inter-Campus Collaboration: Director, TRU Office of Environment and Sustainability
• Community Partnerships: Director, TRU Office of Environment and Sustainability
Within 3 to 5 years...
• Continuing Education: Office of Student & Community Engagement
• Community Service: Office of Student & Community Engagement
• Community Stakeholder Engagement: Director, TRU Office of Environment and Sustainability
• Participation in Public Policy: Director, TRU Office of Environment and Sustainability
• Trademark Licensing: Director, Ancillary Services

The plan to advance sustainability in Air and Climate at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 25, 26, 27, 32 and 33 (listed in two sections: Building Energy and Air Quality, and Transportation), and includes plans covering 1 to 5 years for 24 key engagement areas, listed in the next box.
TRU GHG emissions have been declining steadily since 2009, despite significant increase in enrolment and building area of more than ten percent.
The over-all desired outcome of the plan is four-fold:
• That energy will be derived from local, clean and renewable sources;
• That buildings will use less energy/power and emit less greenhouse gases;
• That buildings will protect human health through high quality indoor environments; and
• That through the 6 Transportation planning outcomes (listed in the 'advancing sustainability in Transportation' section below) the air quality around TRU and surrounding area will improve. Climate, by virtue of the fact that it is an amalgamation of all of the micro climates around the world (like TRU's), will also be improved by TRU's actions.

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 timeframes included in the Transportation plan(s)'):

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 Office of Environment & Sustainability.

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 accountable parties, offices or departments for the Air and Climate plan are as follows (all of the accountable parties, offices or departments for the Air and Climate plan that are affected by Transportation (16) are listed in the section below called 'Accountable parties, offices or departments for the Transportation plan'):

Within 1 to 3 years...
• Low VOC Materials: VP Admin & Finance
• Energy Standard: Director, TRU Office of Environment and Sustainability (E&S)
• District Energy Potential: Director, E&S (with Director, Facilities)
• Clean and Renewable Energy: Director, E&S (with Director, Facilities)
• Greenhouse Gas Emissions: Director, E&S
• Outdoor Air Quality: Director, E&S
• Building Energy Consumption: Director, E&S (with Director, Facilities)

Within 3 to 5 years...
• IAQ Management: Director, Facilities

The plan to advance sustainability in Buildings at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 23,24 and 27 (listed in two sections: Design & Construction, and Building Energy and Air Quality), and includes plans covering 1 to 5 years for 9 key engagement areas, listed in the next box.
The over-all desired outcome of the plan is two-fold:
1) To have buildings and facilities that are designed in accordance with best practices in low impact and sustainable design; and 2) that during any construction process, negative impacts are reduced, local opportunities are created, and sustainable practices are employed.

The measurable objectives, strategies and timeframes included in the Buildings plan are as follows:
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. This might be for instance be a large renewable (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 accountable parties, offices or departments for the Buildings plan are as follows:
Within 1 to 3 years...
• Design Guidelines & Green Buildings: Director, TRU Office of Environment and Sustainability (E&S)
• Commissioning Process: Director, Facilities (with Director, E&S)
• Construction and Demolition Waste Diversion: Director, E&S (with Purchasing)
• Engagement: VP Admin & Finance
• Building Operations and Maintenance: Director, Facilities (with Director, E&S)
• Methodology for Revolving Fund: Director E&S

Within 3 to 5 years...
• University Village: TRUCT
• Showcase Project: Director, E&S
• IAQ Management: Director, Facilities

The plan to advance sustainability in Dining Services/Food at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 39 and 40, and includes plans covering 3 to 5+ years for 4 key engagement areas, listed in the next box.
TRU supports healthy, sustainable food for on-campus dining and catering; the Campus Master Plan identified local food production, farmers markets, and research opportunities with the Horticulture and Culinary Arts programs as key themes.
The over-all desired outcome of the plan is two-fold: 1) to have the TRU community seize opportunities to grow food on a small scale (community gardens, plots,
rooftops) as opposed to large-scale agricultural production, and 2) that TRU will support healthy, sustainable food for on-campus dining and catering.

The measurable objectives, strategies and timeframes included in the Dining Services/Food plan are as follows:
Within 1 to 3 years...
• Food and Beverage Purchasing: Establish policies requiring the purchase of food and beverages that are local, communitybased, or certified. Shifting to locally-sourced produce and food supplies will have significant impacts to the surrounding economy. As Kamloops’ largest 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 accountable parties, offices or departments for the Dining Services/Food plan are as follows:
Within 1 to 3 years...
• Food and Beverage Purchasing: Purchasing
• Low Impact Dining: Director, Ancillary Services
• Garden Plots: Relevant faculty (with Director, TRU Office of Environment and Sustainability)

Within 3 to 5 years...
• Food Stewardship & Learning: Relevant faculty (with Director, TRU Office of Environment and Sustainability)

The plan to advance sustainability in Energy at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 25 to 27, and includes plans covering 1 to 5 years for 9 key engagement areas, listed in the next box.
TRU has reduced building energy consumption by 12% since 2009, saving the university approximately $225,000 per year. TRU GHG emissions have been declining steadily since 2009, despite significant increase in enrolment and building area of more than ten percent.
The over-all desired outcome of the plan is two-fold: 1) to have energy derived from local, clean and renewable sources, and 2) for buildings to use less energy/power and emit less greenhouse gases.

The measurable objectives, strategies and timeframes included in the Energy plan are as follows:
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 staff in energy management projects to avoid duplication with Sustainability Office. Consider transitioning utility management and billing functions into Sustainability Office. Consider a new hire or increased budget to support additional energy management efforts.
• 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.
• 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 Office of Environment & Sustainability.
• Energy Conservation Awareness: Maintain TRU’s participation in BC Hydro’s Workplace Conservation Awareness Program and work towards Tier 4 energy awareness status for the organization.

Within 3 to 5 years...
• Deferred Maintenance: Address long term maintenance costs in capital planning for sustainability projects such as solar thermal arrays.
• Facility Scheduling: Evaluate the class/facility scheduling process to ensure more efficient use of space, electricity, water, staffing etc. Consider a centralized booking system that enables optimal use of facilities and utilities especially in slower summer months.

The accountable parties, offices or departments for the Energy plan are as follows:
Within 1 to 3 years...
• Energy Standard: Director, TRU Office of Environment and Sustainability (E&S)
• District Energy Potential: Director, E&S (with Director, Facilities)
• Clean and Renewable Energy: Director, E&S (with Director, Facilities)
• Energy Manager: Director, E&S (with Director, Facilities)
• Greenhouse Gas Emissions: Director, E&S
• Building Energy Consumption: Director, E&S (with Director, Facilities)
• Energy Conservation Awareness: Director, E&S (with Director, Facilities)

Within 3 to 5 years...
• Deferred Maintenance: VP Admin & Finance (with Director E&S)
• Facility Scheduling: AVP Enrolment & University Registrar (with Director, E&S)

The plan to advance sustainability in Grounds at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 29 and 30, and includes plans covering 1 to 5 years for 5 key engagement areas, listed in the next box.
The TRU Campus Master Plan (2013) includes the following objectives:
• Embrace the native landscape of the region, preserve vistas and views and promote the pedestrian nature of the campus.
• Recognize the exiting topography of the campus and acknowledge the constraints this places on development.
• Buildings and open spaces should conform to best practice in environmental design.
• Parking and vehicle movement will be limited as much as possible to the periphery of the campus.
The over-all desired outcome of the plan is two-fold: 1) to have soft landscapes (such as plants, natural areas) planned and maintained with the health of the local ecology in mind, and 2) to hard landscapes (such as plazas, fountains, roads) planned and maintained to reduce environmental impacts and facilitate social interaction and cultural expression.

The measurable objectives, strategies and timeframes included in the Grounds plan are as follows:

Within 1 to 3 years...
• Wayfinding: Identify short-term solutions to improve way finding on campus and establish guidelines to improve long-term way finding 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 accountable parties, offices or departments for the Grounds plan are as follows:

Within 1 to 3 years...
• Wayfinding: Director, TRU Office of Environment and Sustainability

Within 3 to 5 years...
• Research and Teaching: Relevant faculty (with Director TRU Office of Environment and Sustainability)
• Landscape Management: Director, Facilities (with Director, TRU Office of Environment and Sustainability)
• Gathering Spaces: Director, Facilities
• Biodiversity: Relevant faculty (with Director TRU Office of Environment and Sustainability)

The plan to advance sustainability in Purchasing at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 43 and 44, and includes plans covering 1 to 5 years for 5 key engagement areas, listed in the next box.

The over-all desired outcome of the plan is to have TRU use its purchasing power--$172 milliion in 2013--to support more socially and environmentally responsible businesses and practices.

The measurable objectives, strategies and timeframes included in the Purchasing plan are as follows:

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 accountable parties, offices or departments for the Purchasing plan are as follows:

Within 1 to 3 years...
• Cleaning Product Purchasing: Purchasing
• Life Cycle Cost Analysis: Purchasing
• Fair Trade Campus: Purchasing (with Director, TRU Office of Environment and Sustainability)

Within 3 to 5 years...
• Inclusive and Local Purchasing: Purchasing
• Guidelines for Business Partners: Purchasing

The plan to advance sustainability in Transportation at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 31 to 33, and includes plans covering 1 to 5+ years for 16 key engagement areas, listed in the next box.

The over-all desired outcome of the plan is six-fold.
• TRU community members will not have to travel to/from campus often;
• There will be less need to travel to/from campus by car and, when doing so, it will be through more efficient means (such as carpooling, using efficient vehicles, etc.);
• travelling to/from campus by transit will be a viable, convenient option;
• travelling to/from and around campus by bike will be a safe and convenient option;
• campus will be a pedestrian-friendly environment that is easy to navigate; and
• operations vehicles and equipment (such as TRU trucks, lawn mowers, snow plows, etc.) will use clean, efficient fuels.

The measurable objectives, strategies and timeframes included in the Transportation plan are as follows:

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 electic vehicles at end-of life. Make an electric vehicle(s) available for regional staff/faculty travel.
• Pedestrian Oriented Design: Design Walkable Public Spaces: 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 above-ground structures).

The accountable parties, offices or departments for the Transportation plan are as follows:

Within 1 to 3 years...
• Outdoor Air Quality: Director, TRU Office of Environment and Sustainability
• Campus Fleet: Director, TRU Office of Environment and Sustainability
• Commute Modal Split: Director, TRU Office of Environment and Sustainability
• Accommodate Bikes: Director, TRU Office of Environment and Sustainability
• Car Share: Director, TRU Office of Environment and Sustainability
• Electric Vehicles: Director, TRU Office of Environment and Sustainability (with Director, Facilities)
• Pedestrian Oriented Design: Director, TRU Office of Environment and Sustainability

Within 3 to 5 years...
• Carpool / Ride Share: Director, TRU Office of Environment and Sustainability
• Telecommuting: AVP HR & Planning
• Condensed Work Week: AVP HR & Planning
• Transportation Demand Management Plan: Director, TRU Office of Environment and Sustainability
• Hillside Access: VP Admin & Finance
• McGill Corridor: VP Admin & Finance
• Improved Transit Service: VP Admin & Finance

From 5+ years...
• GRT Program: Director, TRU Office of Environment and Sustainability
• Parking Location: VP Admin& Finance

The plan to advance sustainability in Waste at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 35 and 36, and includes plans covering 1 to 5 years for 8 key engagement areas, listed in the next box.

The over-all desired outcome of the plan is three-fold:
• TRU aggressively moves towards zero waste (more recycling and composting; less to the landfill), with the goal of diverting 60% of waste from the kandfill (currently it's 35%);
• TRU reduces the total amount of waste generated on campus. (i.e. less “stuff” such as packaging and disposables); and
• Hazardous waste (including pesticides, batteries, electronics, paints, etc.) is safely managed.

The measurable objectives, strategies and timeframes included in the Waste plan are as follows:

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 accountable parties, offices or departments for the Waste plan are as follows:

Within 1 to 3 years...
• Waste Minimization: Director, TRU Office of Environment and Sustainability (E&S)
• Waste Diversion: Director, E&S
• Event Management: Director, E&S
• Electronic Waste: Director, E&S
• Replace Hand Towels: Director, Facilities (with Director, E&S)
• Composting: Director, E&S (with Director, Ancillary Services)
• Plastic Beverage Containers: Director, E&S (with Purchasing)

Within 3 to 5 years...
• Hazardous Waste Management: Director, E&S

The plan to advance sustainability in Water at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 37 and 38, and includes plans covering 1 to 5+ years for 7 key engagement areas, listed in the next box.
Potable water at TRU is supplied by the City of Kamloops municipal water system from the Thompson River. TRU uses approximately 29 million gallons of water per year, measured by a single campus wide water meter. There are very significant opportunities to reduce potable water consumption at TRU; per capita water
consumption in Kamloops is higher than the BC and Canadian averages.
The over-all desired outcome of the plan is 3-fold:
• for buildings and facilities use less potable water (water “from the tap”);
• to harvest and utilize rainwater--a precious resource--on campus grounds before it ends up in the storm sewer; and
• to clean and reuse wastewater (water that is not safe for drinking such as water from hand washing, toilets, road surface runoff, etc.) before being discharged to the sewer system.

The measurable objectives, strategies and timeframes included in the Water plan are as follows:

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.
• Stormwater Management: Develop guidelines encouraging Low Impact Development (LID) practices to reduce peak rainwater/stormwater runoff volume and improve outgoing water quality for new construction and major renovation. Manage peak flow volumes so the post-development flows don’t exceed predevelopment flows.
• Water Metering: Install water meters in each building and irrigation zone and establish a waster 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 accountable parties, offices or departments for the Water plan are as follows:

Within 1 to 3 years...
• Ozonated Water Cleaners: Director, Facilities (with Director TRU Office of Environment and Sustainability (E&S))
• Utilities Revolving Fund: Director, E&S (with VP Admin & finance)
• Stormwater Management: Director, E&S
• Water Metering: Director, Facilities (with Director, E&S)

Within 3 to 5 years...
• Landscape Water Use: Director, Facilities
• Building Water Use: Director, E&S (with Director, Facilities)

From 5+ years...
• Wastewater Management: Director, E&S (with Director, Facilities)

The plan to advance Diversity and Affordability at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 67 and 68 (called Diversity and Access), and includes plans covering 3 to 5+ years for 4 key engagement areas, listed in the next box.
Currently, the student body is made up of International Students (25%), Aboriginal Students (11%), and Other Students (64%).
The over-all desired outcome of the plan is to have TRU be a diverse community that is accessible.

The measurable objectives, strategies and timeframes included in the Diversity and Access plan are as follows:

Within 3 to 5 years...
• Support for Underrepresented Groups: Establish mentoring, counseling, 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 accountable parties, offices or departments for the Diversity and Access plan are as follows:

Within 3 to 5 years...
• Support for Underrepresented Groups: Office of Student & Community Engagement
• Access: AVP Enrolment & University Registrar
• Diversity and Equity Training: AVP HR & Planning

From 5+ years...
• Faculty and Staff Diversity: AVP HR & Planning

The plan to advance sustainability in Health, Wellbeing and Work at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 69 and 70 (titled Human Resources), and includes plans covering 1 to 5 years for 5 key engagement areas, listed in the next box.
Through its bargaining agreements, TRU has strived towards employee compensation standards that are sustainable in terms of poverty threshold or low income cut-off. Regular Health and Safety meetings have ensured that the issue of health and safety is at the forefront and part of the TRU culture.
The over-all desired outcome of the plan is to have sustainability is incorporated into all human resources programs and policies.

The measurable objectives, strategies and timeframes included in the Human Resources plan are as follows:

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 counseling, referral, and wellbeing services to all members of students, staff, and/or faculty.

The accountable parties, offices or departments for the Human Resources plan are as follows:

Within 1 to 3 years...
• Workplace Health and Safety: AVP HR & Planning
• President’s Award: AVP HR & Planning
• Assessing Employee Satisfaction: AVP HR & Planning

Within 3 to 5 years...
• Hiring & Performance: AVP HR & Planning
• Wellness Program: AVP HR & Planning

The plan to advance sustainability in Investment at TRU is outlined in the new TRU Campus Strategic Sustainability Plan on pages 71 and 72, and includes plans covering 1 to 5 years for 2 key engagement areas, listed in the next box.
TRU is a founding contributor to the Billion Dollar Green Challenge, a partnership between universities and colleges for a self-managed revolving fund to finance energy efficiency improvements and greenhouse gas emissions within participating campuses. TRU also invests $100,000 annually into the TRU Sustainability Grant Fund to improve operational environmental performance, foster environmental literacy and campus community engagement, advance applied research, and demonstrate the viability of sustainability technologies.
The over-all desired outcome of the plan is to have endowment investment decisions be made with local and global sustainability in mind.

The measurable objectives, strategies and timeframes included in the Investment plan are as follows:

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 accountable parties, offices or departments for the Investment plan are as follows:

Within 1 to 3 years...
Sustainable Investment: AVP Finance

Within 3 to 5 years...
Investment Disclosure: AVP Finance

The plan to advance sustainability in two other TRU areas--Information Technology Services (IT) and Print Shop Services--is outlined in the new TRU Campus Strategic Sustainability Plan on pages 41 and 42, and includes plans covering 1 to 5 years for 6 key engagement areas, listed in the next box.
The over-all deseitred outcome of the plan is to have IT Services and Print Shop Services delivered with responsible procurement, energy management, and waste
reduction in mind..

The measurable objectives, strategies and timeframes included in the IT & Print Shop Services plan are as follows:
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.

The accountable parties, offices or departments for the Information Technology Services (IT) and Print Shop Services plans are as follows:
Within 1 to 3 years...
• Paper Reduction - AVP IT Services
• Energy Savings - AVP IT Services
• Virtual Desktop Units - AVP IT Services
• Office Paper Purchasing - Purchasing dept.
Within 3 to 5 years...
• Equipment End-of-life - AVP IT Services
• Electronics Purchasing - Purchasing dept.

Definition of Sustainability:
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's strategic planning document 'Strategic Priorities 2014–2019' is found here: http://www.tru.ca/president/strategicpriorities.html