Please Note: This document is a draft for comment of a strategy for enhancing campus facilities and operations by moving toward a higher level of sustainability. If adopted in some form by the University, the strategy will likely impact the daily lives of campus community members.
Your comments and suggestions are critical to the process of envisioning, planning, and implementing more sustainable practices on campus. We continue to work toward making this an inclusive process. The active participation of all members of the campus community is encouraged.
Dates of latest revision are posted for each section.
Send comments to the contact person noted in each section.
SUSTAINABILITY STRATEGY: Phase I
FACILITIES AND OPERATIONS
III. Purchasing and Office Practices
To: The UNH community
What is sustainability? How might a sustainable UNH operate? What might it look like? How can the University move toward these visions? What are the economic costs and benefits of such actions? Where do we stand now?
There exists within the University community great interest in addressing these questions. There is a profound concern about how we impact our environment and our relationship with the Earth’s natural system. We exist and participate in a system and culture that uses resources at a faster rate than they are regenerated, creates more waste and toxic materials than natural systems can assimilate and crowds out other organisms. Sustainability represents the concept that, with effort and attention, we can live on the earth in a way that insures the long-term survival of the biosphere. Sustainable living is living within the limits of the earth’s resources: consuming at a rate that is in balance with the planet’s regenerative processes, recycling and disposing of waste in a manner that is in balance with what the earth can process and assimilate, and sharing space and resources to prevent impact on the earth’s biological heritage.
The UNH sustainability initiative has grown out of an increasing concern for the impacts our actions have on the environment and on our quality of life. The initiative represents a broad spectrum of students, faculty and staff engaged in a dialogue about the concept and applications of sustainability in our community. We advocate that the University establish itself as a leader in the global movement toward sustainability by researching and promoting sustainable practices and applying these practices to University actions and decision making.
We gratefully acknowledge the valuable assistance and encouragement we received from various departments and individuals on campus who contributed to the Sustainability Strategy. Drafts of the Strategy circulated through colleges and departments, OS and PAT Councils, student groups, and administrative units specifically responsible for areas addressed in the Strategy. We present this strategy as a guide for the university community as it moves toward sustainability. The Strategy details goals and tactics directed toward realizing the vision of sustainability. Some of the goals are already being realized. Others remain for the future.
The Sustainability Strategy, Phase I, is divided into eleven sections covering the major aspects of day-to-day operations of the campus community. Future phases of the Sustainability Strategy will expand on the area of Facilities and Operations and will address other aspects of the University such as education and the Sustainable Living Center.
We focused on the facilities and operations of the University in Phase I because we believe this is an area where rapid and visible progress toward sustainability can be achieved.
We recognize that much has already been accomplished in the many areas addressed in the Strategy, and we applaud the individuals and groups who contributed to this progress. The Sustainability Strategy is not intended to point out deficiencies or areas where nothing is being done towards sustainable living. It is intended to support and further enhance the efforts already in place.
The UNH Sustainability Strategy will continually be revised as the University community explores and embraces various routes in its progress toward sustainability. Pausing to publish the current status of the strategy does not mean that efforts to refine and enhance the document should not continue.
We invite your comments, suggestions and participation. You may respond by submitting the form provided or by contacting the individuals associated with the various sections. We hope that the Sustainability Strategy will promote further dialogue and encourage your involvement in the effort toward more sustainable living.
Sincerely, Sustainable Campus Working Group
Sustainable Living and Learning Facility An environmentally sound education/outreach facility that launches the university to the forefront of sustainability for the next century will exist at UNH. Today's mix of multifold environmental problems, coupled with issues relating to the astonishing complexity of human social behavior, threaten the quality of life for the future. A new kind of thinker must emerge from the educational process if we are to survive. Knowledge of the limits of ecological systems, coupled with the ability to think systematically while faced with complex problems and incomplete information will mark this new thinker. A live-in facility for a student and faculty community will be constructed according to the best environmentally sound principles and practices. This community will experience education and sustainable lifestyles including food production, waste management, energy use, and community governance. Stakeholder departments and programs located on the main campus will offer courses and experiential learning opportunities at this facility. A facility which can provide focused experiential education and training for sustainable living has to be an integral component for moving education at UNH to meet the challenges of today and the next century.
FACILITIES AND OPERATIONS
Five-year Vision: The Campus Master Plan is predicated on sustainable facilities and operations, and includes specifically the visions outlined in this document as fundamental to the Plan.
Tactics:
1997-98: Form a cross-campus ad hoc committee, coordinated by Facilities Planning and Construction and the Campus Planner, to review and revise the Master Plan with respect to sustainability of facilities and operations. [Added costs: time and effort.]
II. Inventories and Audits - Last Revised March 28, 1997
Five-year Vision: For each subsection of facilities and operations noted below, 1) an initial inventory or audit has been made to establish baseline data, 2) goals and criteria of progress toward sustainability have been established, and 3) progress toward each goal is being monitored and evaluated at least annually. Audits include cost data.
Tactics:
1997: Establish a permanent credit course in which students perform audits and analyses to evaluate the sustainability of current campus practices, and to monitor progress toward the visions expressed in this report. [No added cost if integrated into existing Special Topics or other courses.]
1997+: The appropriate administrator in each area will incorporate sustainability inventories and audits into the annual departmental cycle. [Added costs: time and effort]
Contact Person:Five-year Vision: A change in purchasing practices to reduce waste, to obtain sustainable products using the purchasing power of UNH, and to achieve a 50% increase in sustainable procurement.
ADMINISTRATIVE DECISIONS
1. Immediate Action: Ensure that all UNH letterhead and envelopes and publications are of good recycled paper and make the recycled logo evident. UNH should be sending a strong message to the campus and outside world that we are leading the way to a sustainable future for the planet.
Tactics:
Old letterhead and publications should not be discarded, but a revised policy to use recycled paper for all letterhead, envelopes, and publications should be established. Added Cost: $0
2. Immediate Action: Get UNH business cards on good recycled paper and make the recycled logo evident. Again, UNH should be setting the example.
Tactics:
Old business cards should not be discarded, but a revised policy to use recycled paper for business cards should be established. Added Cost: $0
3. Immediate Action: Reduce paper use on campus by 20% over the next year. A number of activities could be initiated on campus to reduce the amount of paper used by UNH.
Tactics:
For information exchange, use of the campus electronic network, and web sites as appropriate and available, and making "green" computer disks available to students, staff, and faculty at cost for use instead of paper.
President Leitzel urge every department that sends out notices to send only one to each department, and have notices posted, as well as planning for most University messages and notices to be sent via the electronic network. Added Cost: Effort to change behavior, $0
4. Immediate Action: Distribute a list of the "green" alternatives for the most commonly used products on campus to all departments, to campus organizations, and to students in the Astation guide@ at the MUB (a Sustainability Kiosk). Such a list will increase awareness and provide overall campus education on what products are best to use for a sustainable campus.
Tactics:
President Leitzel request Purchasing to prepare and distribute an alternative products list campus wide. Much of this information is readily available. Added $ cost: time and effort, $0
5. One-year Goal: Provide leadership for a sustainable campus by promoting green purchasing decisions at all levels.
Tactics:
Encourage students, staff, and faculty to implement the Sustainability Strategy.
Support the incorporation of sustainability concepts into existing academic courses.
STUDENT INITIATIVES:
1. Immediate Actions:
Tactics:
Empower students, staff, and faculty, as well as the Purchasing Department, to investigate and promote purchasing of goods and services consistent with sustainability criteria. This can be accomplished by establishing a faculty/staff-advised student group to collaborate with Purchasing to: (1) investigate potential problems with current practices; (2) identify more sustainable products and practices; and (3) recommend alternative, positive lifecycle products for use at UNH. Immediate actions are outlined below:
Added Cost: $10,000/y for three years
a. Establish a student group to work (for credit or employment) with Purchasing to find more sustainable products for use on the UNH campus. Aid the Purchasing Department by having students conduct research to find products that are better alternatives to currently used unsustainable products. The student group would receive education in research, product analysis and sustainability as well as credit or work study employment.
b. Establish a process to investigate Apositive lifecycle@ products as alternatives for products currently bought through UNH Purchasing. Positive lifecycle options are products that are earth friendly in all aspects of their creation, transportation, use, and disposal. For example, apples grown at UNH are a more positive lifecycle product than apples grown in Washington State and trucked across country to UNH. Lifecycle analysis of product is a powerful tool in focusing on sustainability. Ultimately, positive lifecycle products should be considered for all UNH purchases.
c. Publish a request for solutions to the top ten environmental problems in the area of product purchasing at UNH. The list should appear in the student newspaper, the Campus Journal, local newspapers, and on the UNH web site. It will alert the campus to areas where environmental problems need sustainable solutions and will solicit input of ideas from the campus community.
2. One-year Goal: In a year, publish in existing media and on the UNH web site a list of the ten most significant purchasing accomplishments in sustainability. A widely distributed accomplishment list will be an excellent mechanism to demonstrate the success of the UNH Purchasing Department's efforts in moving toward a sustainable campus. Positive feedback is an excellent incentive.
Tactics:
Empower the faculty/staff-advised student group to work with Purchasing to prepare, publish, and distribute the list. Added Cost: ~$500
3. One-year Goal: Within the first year, investigate the establishment of criteria for Purchasing decisions to include: 1) A consideration of the lifecycle of products (origin to ultimate disposal) as a basis for purchasing choices. 2) A consideration of environmental practices of businesses as a basis for vendor selection. At present the University has approximately 10,000 active vendors.
Tactics:
Student group will make an investigation of the purchasing process, including the use of blanket orders and purchasing cards, to determine how product choices are actually made.
Student group will work with Purchasing to modify the mission of the Purchasing Department and alter UNH/vendor agreements. Added Cost: (see 1 above)
PURCHASING DEPARTMENT INITIATIVES
1. One-year Goal: Reduce new paper (0% recycled) use on campus by 50% in the next year. The high quality of recycled paper and the strong need to reduce the use of natural resources should make the switch from using new paper a priority for all departments, programs and groups on campus.
Tactics:
Find a source of good recycled paper that will work successfully in campus machines and can replace the non-recycled paper currently used at minimal additional cost. Added Cost: Minimal; time and effort
2. One-year Goal: Get "green" printers and copy machines (new or leased) on campus over the next year. These machines should use recycled paper, biodegradable ink, two-sided copies, and have low energy use.
Tactics:
As printers and copiers require replacement or leases are renewed, high quality machines that meet the above criteria should be strongly recommended for all campus use. These machines are currently available through existing suppliers. Added Cost: Minimal; time and effort
3. One-year Goal: Decrease the quantity of disposable products on campus by purchasing more reusable and recyclable products. The immediate impact is to reduce the quantity of waste disposal, while at the same time reducing the amount of materials purchased by the campus and the use of virgin materials.
Tactics:
Promote and initiate education of departments and other requisitioning groups on campus to decrease acquisition and use of disposable products and to increase use of reusable/recyclable products.
Request Purchasing to reduce the purchase of non-disposable products and solicit input from the campus community on future improvements. Added Cost: $0; time and effort
Contact People:Five-year Vision: The core campus landscape of the University of New Hampshire (UNH) is the primary site of the watershed-boundaried New England Ecological Garden. The mission of the Garden is education, research, demonstration, and outreach in the area of sustainable landscape design, construction, and maintenance. The New England Ecological Garden creates a more liveable core campus environment, establishes a unique sense of place at UNH, provides a tangible and highly visible demonstration of the art and utility of sustainable operations, and provides a target for external funding of the University grounds.
Tactics:
1997: Establish the Garden as an institutional entity, as a center of sustainable landscape education, research, demonstration, and outreach.
1997: Organize a Garden Steering Committee to plan and oversee, on a monthly basis, the operation and development of the Garden. This committee will consist of a cross-section of stakeholders, including students (Students for Campus Sustainability, Humans for the Empowerment of Mother Nature’s Plants, Student Environmental Action Coalition), faculty and staff (Grounds and Roads, Horticultural Technology, Art, Plant Biology, Natural Resources), the Town of Durham, Cooperative Extension, the USDA Forest Service office, commercial and industrial interests, private landowners, Natural Resources Conservation Service, and other interested members of the community. The committee recommends short-term actions and long-term policies regarding design, construction, and maintenance of the Garden, including the core campus area. (Faculty release-time.)
1997: Establish a separate Ecological Garden Advisory Board consisting of regional and national professionals and academics in design, ecology, and grounds management, to provide broad outside input and criticism on garden management and development on an annual basis.
1997-98: Create a conceptual master plan for the Garden. (External funding.)
1997+: Establish and monitor initial sustainable landscape demonstration plots and control plots. (External funding is being sought currently.)
1998+: Design and implement portions of the conceptual master plan as funding becomes available. (External funding.)
Five-year Vision: As a part of the Garden, 25% of the turfgrass area in core campus has been replaced with native plant communities, sustainable landscape demonstration gardens, and sustainable landscape research plots. Plant and animal diversity in the campus landscape has increased by 125%, with most of this increase in organisms native to the area.
Tactics:
1997+: Conversion begins on a small scale in summer 1997, as a first and simple effort of the New England Ecological Garden, with establishment of experimental meadows and student garden plots. Grounds and Roads assists in site preparation. (Small in- house labor and equipment costs for initial establishment; long- term cost savings through lowered maintenance costs.)
1997+: Educate campus community and communicate regularly regarding this fundamental, highly visible, and emotionally charged shift in the landscape aesthetic. (No added costs.)
Five-year Vision: As a part of the Garden, community vegetable, herb, medicinal, and flower gardens – largely student operated – are found across the campus, accessible to all and central to campus life. The gardens are in the process of being certified as organic by the National Organic Farmers Association.
Tactics:
1997+: The first garden plots are established by student groups (e.g., Humans for the Empowerment of Mother Nature’s Plants, Student for a Sustainable Campus, Student Environmental Action Coalition). Students raise money for seed and materials (winter 96-97); Grounds and Roads assists in site preparation; labor is provided by students, staff, and faculty. Gardeners commit to provide maintenance and materials as needed (including the summer months). The gardens showcase Best Management Practices, integrated Pest Management, and organic methods. (Initial tillage required. No added costs beyond.)
Five-year Vision: As a part of the Garden, populations of aggressively invasive exotic plant species in the core campus natural areas (e.g., wooded areas, College Brook and the Ravine, the remains of Pettee Brook, etc.) have been reduced by 85%.
Tactics:
1997-98+: Inventory sites and establish study plots through existing undergraduate and special topics courses.
1997-98+: Under supervision of graduate student, undergraduate intern, Grounds and Roads staff, and/or faculty/staff member, utilize volunteer “Green Teams” to remove invasive exotics. A research component examines community composition and change following removal. (Possible added costs for supervision, part-time internships, faculty/staff release time; external research funds.)
Five-year Vision: A policy has been implemented regarding application of composted sewage sludge to university properties.
Tactics:
1997+: Application of sewage sludge to the land will be thoroughly evaluated (student coursework) with regard to financial, aesthetic, and environmental costs and benefits Increase or decrease applications to university lands as appropriate. (No added costs, potential cost savings.)
Five-year Vision: As a part of the Garden, the soil supporting the living campus landscape has improved in several measurable areas: 1) soil organic matter has increased by 1% of total soil volume; 2) soil compaction has been reduced and porosity has increased; 3) species and populations of soil organisms and microorganisms have increased; and 4) water-holding capacity has increased.
1997-98+: Expand current use of mulching mowers by Grounds and Roads Department, and decrease leaf raking. Increase present practice of shredding organic materials such as leaves and lawn clippings on site, leaving to decompose on site or in adjacent shrub beds. (Continue shift to mulching mowers as new equipment is purchased. Overall cost savings.)
1997-98+: Where accessible and practicable (primarily lawns and new meadows), expand present soil aerification program to twice annually; on clay and compacted soils, increase gypsum application to recommended rates. (Some on-going labor and material expense, overall cost savings as fertilization, irrigation, and turf renovation expenses are reduced.)
Five-year Vision: The use of rock salt on campus pavement (walks, drives, parking lots) has been reduced by 90%, in favor of lower-impact alternatives. Salt use is restricted to specific icing conditions which present a serious safety hazard to pedestrian and vehicular traffic, and which conditions can be tempered only by application of salt at recommended rates.
Tactics:
1997+: Begin the switch from rock salt to less toxic ice-control and ice-amelioration products (e.g., sand, stone dust, cinders, potash, and other more sustainable materials), and practices (e.g., adequate labor and equipment to allow sufficient initial coverage of snow and slush removal). (Slightly increased short-term expenses, decreased long-term expenses.)
1997+: Educate campus community and communicate regularly regarding reduced use of rock salt on paved areas. (No added costs.)
1997-98+: Monitor (student audit) salt content of soils in vegetated areas and watercourses adjacent to and downhill from pavements 1) in areas where salt is applied regularly, and 2) in areas free from salt use and runoff. (No added costs.)
Five-year Vision: A policy of no net increase in impervious paving (e.g., concrete, asphalt) has been in place for three years, with an annual goal of 3% decrease in impervious paving for the years 2000-2010.
Tactics:
1997+: A small workgroup from Civil Engineering, Grounds and Roads, and other interested groups explore lower-impact, pervious alternatives to impervious paving. Initial demonstration sites for alternatives are established.
1997+: Proposed increased support and use of mass transit and decreased reliance on the automobile to access campus will promote a reduced need for automobile parking facilities (see Section V: Transportation).
1998-2010: Demonstration sites expand. Evaluations (capital costs, maintenance costs, utility, durability, appearance, ecological footprint) are completed for each type of paving.
Contact Person:Five-year Goal: Decrease UNH’s contribution to air pollution from vehicles.
Tactics:
Establishment of a UNH and greater New England community natural gas filling station. Cost: unknown
Hiring an outside natural gas consulting firm to oversee the transition to natural gas by the university. Cost: unknown
All new vehicle purchases by the university will be electric, natural gas, or any other form of zero emissions vehicle. Cost: unknown
Formation of a plan to educate the students and surrounding communities about the viability of natural gas. Cost: unknown
All new busses purchased by COAST for use on Routes 3, 4, 5, and any additional runs added which service the local Durham/UNH community. Cost: unknown
Work with the United States Postal Service, United Parcel Service, and any other fleet operator interested in operating on natural gas, to help expand the usage base and make natural gas more viable. Cost: none
Two-year Goal: Rework the university’s current parking permit fees so that they fully support the costs of supplying parking. This includes maintenance of the lots, construction of future lots, security of the lots, and plowing the lots.
Tactics:
An increase in the yearly parking fee. Cost: none (net income over current)
Assigned parking spaces, perhaps more convenient spaces, for a group of people who will carpool to and from work/school. Cost: none
Establishment of a pay per park system. Cost: system of gates and card readers
Five-year Goal: Improvement of regional public mass-transportation.
Tactics:
Reform UNH’s funding of the COAST bus system. Cost: unknown
Expansion of the COAST bus system:
Increase the frequency of busses on Routes 3, 4, and 5 to every fifteen minutes from 6:30 am to 6:30 pm on weekdays. Cost:
Audits of existing and planned routes for their usage and adjusting service accordingly. Cost:
Five-year Goal: Improve the accessibility of the campus to bikes.
Tactics:
Creation of dedicated bike lanes from campus to the surrounding communities. Cost:
Establishment of a “yellow bike” or ride and leave it system similar to Seattle’s. Cost: maintenance of bikes
Install bike racks on COAST buses. Cost: bike racks and installation costs.
Contact People:Five-year Vision: Campus sustainability groups will help to enhance and expand the energy (including fossil fuels, electricity, water, and other utilities) management program operated by UNH Facilities Services' Energy Office. Energy consumption per square foot will be five percent less in two years, and ten percent less within five years. The campus community will be actively involved in an ongoing energy awareness/conservation program. Principles of sustainability will have equal weight with economic issues in decisions regarding building construction and the procurement of campus energy supplies and energy consuming equipment.
Tactics:
Continue the University's active investments in energy efficient technology (such as new lighting systems and mechanical system controls) where the simple payback is less than four years or the internal rate of return is greater than “prime plus 10.” (Cost: continue recent investments of $100,000 - $200,000 per year, possibly with R&R funds and revolving energy-savings funds.)
Expand the campus energy awareness program and develop a network of building conservation coordinators. (Cost: $5,000 per year for student hourly labor, printing, and other public relations costs.)
Incorporate energy efficiency measures in all new construction and renovation projects where the incremental cost of the measures results in a simple payback of less than ten years or an internal rate of return greater than "prime plus 5." (Cost: variable depending on construction activity. Increased costs to facilities for energy efficient replacement parts. Implementation will always result in a long-term financial benefit.)
Standardize energy efficiency criteria for purchasing energy consuming items such as motors, office equipment and computers. (Cost: minor, as UNH helps to send a signal to industry that consumers want equipment to be more energy efficient.)
Investigate cost-effective opportunities for increasing the use of renewable energy sources on campus. (Cost: could be significant. External funding could be obtained for research and development, and demonstration projects.)
Where energy source choices exist (i.e. natural gas vs. #6 fuel oil), the selection criteria will include sustainability and ecological issues in addition to economic issues. (Cost: $50,000 - $100,000 per year, partially offset by reduced atmospheric emissions permit costs.)
Implementation of all tactics can begin immediately. Some tactics require establishment of planning and development teams as the first step toward implementation. It is essential that all related activities described in Subsection II. Inventories and Audits be implemented as soon as possible.
Contact Person:Five-year Vision: UNH Dining and other campus food-service establishments (New England Center, MUB, Stacey’s, Balcony Bistro, and Dairy Bar) will generate smaller amounts of solid and organic waste. We will purchase and serve locally grown foods utilizing campus resources and other local suppliers, opting for organic alternatives when cost effective. One of our goals will be to educate our customers about the environmental impact of food waste and other solid waste.
One-year Tactic:
Eliminate styrofoam cups from the dining halls.
Customers will be educated to use travel mugs. Polystyrene will be available only upon request.
UNH Dining will create an incentive program to reward customers for using travel mugs.
This change will be made in conjunction with Earth Day.
One-year Tactic:
Eliminate disposable salt and pepper shakers from the dining halls.
Disposable plastic salt and pepper shakers will be replaced with glass shakers.
Two-year Tactic:
Compost acceptable organic waste created by UNH Dining. Cooperate to establish a comprehensive composting program on campus.
Current Progress: We are meeting with student groups and UNH Recycling to lay the foundation for this program. We are ready to provide raw material and resources. The rest of the network needs to be established.
Waste Audit of Huddleston Dining took place March 26, 1997.
Five-year Tactic:
UNH Dining will increase the use of locally grown produce.
We will encourage the use of organic farming and Integrated Pest Management among our suppliers. We will purchase organic produce when the products are cost effective.
Current Progress: Purchase apples from UNH Woodman Farm - discussing products they could grow for us in the future. Purchase squash from a local farmer in Nottingham. Established a program with the Thompson School Greenhouse to purchase flowers and plants. Encourage our produce purveyor to source local products; some examples are bean sprouts, alfalfa sprouts, and mushrooms.
Five-year Tactic: Decrease amount of solid waste coming from the dining halls by 30%.
UNH Dining will decrease the use of disposable dining ware in the dining halls by 100% under normal conditions.
Research methods of eliminating all disposable dining ware in the ate night operations with the goal of eliminating all in this time frame. Student support and action will be critical.
Create an awareness campaign to educate our customers about the amount of post consumer waste they create, highlighting its environmental and financial impact.
Distribute reusable fabric bags for bag-a-meal.
Current Progress: UNH Dining has a food donation program in place in conjunction with Crossroads House in Portsmouth. They serve as a hub and distribute food to other charitable organizations in the area.
Five-year Tactic:
UNH Dining will be supplied by 60% environmentally conscious companies.
We will document the positive environmental practices of many of our current purveyors.
We will work with current and new purveyors to educate them about UNH’s commitment to the environment and our expectations of them.
We will use our influence as a major purchaser and our connections with other institutions and professional organizations to affect positive change by food service manufacturers and distributors.
We will actively seek new purveyors with positive environmental practices.
Contact People:Five-year Vision: Reduce campus waste generation by 30%
Tactics:
Reduce campus-generated junk mail by utilizing bulletin boards, Campus Journal and electronic mail. Criteria should be established to justify mass mailings. (Cost: savings from reduced paper use, copy use, mail handling & solid waste disposal)
Reduce externally-generated junk mail by providing forms for people to return to the Direct marketing Association requesting removal from mailing list. (Cost: savings from reduced mail handling & solid waste disposal)
Institute campus composting. UNH Dining is working with campus groups now. (See dining section.)
Eliminate the use of disposable dining ware. We will work toward eliminating 100% over a five year period. (See dining section.)
Eliminate use of disposable dining ware during campus sponsored events when appropriate based on a systems approach. Events can be discussed on an situational basis. The goal will be to use few or no disposables.
Distribute extra food to local shelters. UNH Dining has a food donation program in place in conjunction with Crossroads House in Portsmouth. They serve as a hub and distribute food to other charitable organizations in the area.
Offer discounts to consumers who bring their own mugs, bags, etc. (Cost: unknown)
Establish campus competition or waste reduction with awards given to departments and dorms that demonstrate the greatest reduction in waste generation. (Cost: none or savings depending on the value of awards relative to the savings from a reduction in waste disposal costs)
Work with vendors to return packaging for reuse. UNH Dining has a successful program in place. We have saved thousands of dollars and eliminated solid waste from the waste/recycling stream. We will actively work to expand this program.
Include request with material and equipment orders that goods arrive with minimal but adequate and recyclable packaging materials. (Cost: minimal)
Five-year Vision: Re-use of materials should be a higher priority than purchasing new goods.
Tactics:
Provide a facility to collect unwanted student household items at the end of the year. Sell goods back to students at the beginning of the year. (Cost: unknown)
Improve the process of examining and obtaining goods from surplus property. If possible, store in the same facility as student surplus property. (Cost: savings)
Establish policies for passing on technically outdated equipment (e.g., computers). Possibilities include providing them to students with financial need or donating to non-profit organizations. (Cost: unknown)
Make note pads from used, single-sided paper. (Cost: savings in reduced paper purchasing)
Five-year Vision: 40% of waste will be recycled
Tactics:
Meet the recycling goals set for the campus. (Cost: savings from reduced disposal costs)
Create and distribute recycling guidelines and information to all campus departments. (Cost: minimal)
Provide avenues for educating the campus about recycling. (Cost: unknown)
Establish a full-time, benefits-eligible recycling coordinator position. (Cost: minimum $27,200)
Increase the type of materials that can be recycled. (Cost: possible savings in reduced disposal fees)
Improve information on the status of campus recycling. (Cost: unknown)
Place recycling bins in key places on campus including outside locations. (Cost: unknown)
Return a portion of money saved by recycling to each building (dorm, office, classrooms, library, etc.) based on their recycling success (%). (Cost: none)
Five-year Vision: 30% of goods purchased will be made from recycled materials.
Tactics:
Purchase recycled products if their price is the same or less than the price of goods made form virgin materials. (Costs: 0)
Under circumstances where other contract considerations are equal, favor contractors who use the greatest amount of recycled materials in filling the contract. Require prospective contractors to outline how recycled materials will be incorporated into the project. (Cost: 0)
Discourage the use of “virgin” paper. (Cost: none)
Use recycled toner cartridges. (Cost: unknown)
Campus Composting Committee Students for Campus Sustainability
At the beginning of the 1996-97 academic year, the Students for Campus Sustainability (SCS) was formed. The goal of this organization is to create a more sustainable campus, increase environmental consciousness and efficiency. The Students for Campus Sustainability formed two committee projects to work on two projects. One is creating a sustainable guide, and the other is creating a large-scale composting pilot program for UNH. The Campus Composting Committee shall submit a proposal to the Sustainability Stakeholders sometime before next semester. Currently, we have been researching the various methods of composting at other Universities. We have direct contact with RPI in Troy, New York, SUNY, New York, and UVM.
Currently, we are creating four separate proposals to be applied mainly with the organic waste of the dining halls. First being the in-vessel composting system. Secondly, we are researching expanding to the Kingman Farm composting operations. Thirdly, options include a vermiculture medium, and lastly, wastewater method. Our research has created contacts with Woods End Research Lab where Will Brinton shall possibly help us monitor the quality of humus being produced. This project is a very important part of our college environment. The need to become efficient is long overdue, and SCS would like to create a good working relationship with the Sustainability Stakeholders. I urge the Stakeholders not to overlook a very valuable resource in this transformation process. That resource is the student environmental organizations here on campus: SEAC, SCS, Human Empowerment for Mother Nature’s Plants (HEMP), UNH Recycling, WaRM, and other concerned individuals. If you would like to incorporate any of this information into the white paper proposal, you are welcome to. Thank you very much for your time and I look forward to hearing from you in the future.
Contact Person:Five-year Vision: Support and meet recommendations of the hazardous materials management plan.
Tactics: Administration gives its support and encourages compliance with the plan.
Five-year Vision: Significantly reduce the use of hazardous materials.
Tactics:
Collect baseline information and establish targets to reduce the use of hazardous materials and the generation of hazardous waste. (Cost: unknown)
Transition laboratories to microscale experiments when possible. (Cost: unknown)
Increase laboratory accountability for waste generation and disposal. (Cost: unknown)
Increase information about less hazardous alternatives (e.g., solvents, batteries, automotive coolants, etc.). (Cost: unknown)
Provide capital incentives for the purchase of equipment that significantly reduces the use of hazardous materials. (Cost: unknown)
Eliminate or minimize the use of hazardous cleaning materials by housekeeping and other campus departments. (Cost: unknown)
Continue practice of using florescent with lowest mercury content. Spent lamps should be sent to a recycling center where all reusable materials will be recycled. (Cost: unknown)
Five-year Vision: Establish targets for the amount of hazardous "waste" that will be re-used and recycled.
Tactics:
Identify channels for the use of "waste" materials. (Cost: unknown)
Increase laboratory accountability in separating wastes. (Cost: minimal)
Educate students, faculty and staff on the proper use, storage and disposal of hazardous materials. (Cost: unknown)
Establish a clearinghouse for surplus materials. Require strict adherence to proper disposal methods of hazardous materials. (Cost: minimal)
Increase information about alternatives that are more easily recyclable. (Cost: unknown)
Five-year Vision: Establish regular communication channels between department heads, recycling coordinator, environmental health and safety staff and the energy office.
Contact People:Five-year Vision: University ownership of investment holdings can influence and encourage sustainable living practices on a national and global scale. The Board of Trustees of the University System and the Board of Directors of the UNH Foundation are important stakeholders in investment policy. Current endowment investment policy of UNH and the UNH Foundation is to place only a restriction of prudence and reasonable return on investments.
Tactics:
Assemble appropriate personnel from the University, University System, and UNH Foundation to discuss sustainable investment strategies.
Tactics:
The UNH Foundation will research and review the investment performance and level of diligence in the company selection of existing “sustainable” or “green” funds. Possible motion may follow to the UNH Foundation Board of Directors to participate in one or more such funds.
Tactics:
The UNH Foundation will investigate and vote shareholder proxies where possible and appropriate on any given resolution supporting the principles of sustainability. Supported resolutions would balance many factors including sustainability and long term corporate health.
Contact Person:Five-year Vision: The primary element in ensuring the success of the sustainability program is the individual. Faculty and staff will consider how the products and services used in their job responsibilities affects environmental resources. Through sustainability, employees will practice within the limits of the earth’s resources, i.e., consume at a rate that is in balance with what is produced, and conversely, generate and dispose of waste in a manner that is in balance with what the earth can process and assimilate.
Immediate Action: Establish a sustainability coordinator position on campus. Completed Spring 1997.
One year goal: Develop a University personnel policy with attention to sustainability.
One year goal: Include information about the University’s sustainability practices in the packet of materials presented to new employees at their Orientation Program conducted by Personnel Services.
Five year goal: Work in conjunction with University departments in training employees about sustainability.
Contact People:QUOTES for Sustainability Strategy Paper:
“The landscape is the living framework of the university community – molding our daily experience, providing a bit of the natural amidst all the artificial, integrating the university into the larger ecosystem. The campus would benefit from a landscape which is more varied and compelling than a turfgrass lawn. We need to look at some of Nature’s models for New England communities.” --John Hart, Associate Professor, Thompson School, UNH
“Trees are so big and strong that sometimes we forget how easily their delicate balance can be upset by construction, root injury, compaction, drought, and all of the other stresses of the urban landscape. As responsible stewards we must prevent injury and promote beneficial practices to allow nature to balance herself.” --Joe Keating, Groundsworker/Arborist, Grounds and Roads, UNH
“The very nature of the operating staff’s role in their daily work and their continued implementation will be invaluable.” Jackie Cilley
“We are very important people. It is awesome to think that, because we live in the age we do and because we are part of a community where people strive to “make a difference”, we can affect the future of the planet and the lives of people for generations to come.” Jackie Cilley
“Our University has to become a place of sanity and safety where people can learn the way to a sustainable future and leave with certain knowledge of the realities we face yet have the skills and confidence to face and make change happen. We must make really big ripples! I’m coming back in 50 years to see how we are doing!” Bob Eckert
“Almost all wealth originates in nature. We can only live sustainably by using the interest and keeping the principal intact.” Frank Mitchell
The (archaeological) story of Easter Island (e.g. “Discover” mag., Aug. 95) clearly shows the result of not living sustainably. Settlers about 400 AD found a lush forested paradise. The population grew to maybe 20,000 but because sustainability was not the way of life, resources dwindled and clan wars, starvation, cannibalism, and population crash resulted. A few thousand individuals and a barren grassland were found when the island was discovered on Easter Day of 1722. The message is clear for Earth Island!
The record of human use of resources is not encouraging; countless modern and historical examples exist testifying to human societies’ inability to recognize overuse of resources. The message is clear: live sustainably or be prepared for war and misery when resources become strained. Filson Glanz
“We are in the process of gathering together a group of members of the operating staff who would be responsible for monitoring “sustainable” behavior in their building, floor, or department. If you are interested in joining a dynamic group of people to “make a difference," please email Jackie Cilley.”