Mills College Climate Action Plan (CAP) - 2025 Living Document - Last Updated 12.20.2017

______Endorsed by President Elizabeth Hillman

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TABLE OF CONTENTS

Executive Summary -- 2 ● The Challenge and Opportunity ● History of Climate Action at Mills ● Support for the Mills MAP ● Current Emissions Background -- 4 What does climate neutrality look like? -- 7 Our Intermediate Target -- 8 Implementation Support -- 9 ● Organizational ● Financing ● Donor Recruitment ● Grants ● Rebates & Other Incentives Natural Gas -- 12 ● Overview ● Behavior Change ● Insulation ● Boiler Upgrades ● Solar Hot Water Installations Electricity -- 16 ● Overview ● Community Advocacy ● Behavior Change ● Kitchen Equipment Upgrades ● Pool Circulation Pump Upgrades ● Uninterruptible Power Supply (UPS) Upgrades ● Computer Hibernation Software ● Exterior Lighting Upgrades ● Interior Lighting Upgrades & Controls ● Solar Photovoltaic (PV) Installations Electricity & Natural Gas -- 22 ● HVAC Upgrades Commuting -- 23 ● Overview ● Decreasing Commuting Requirements ● Promoting Low / Zero Emissions Vehicles ● Carshare ● Carpool ● Public Transit Promotion ● Biking Campus Fleet -- 28 ● Overview ● Vehicle Efficiency ● Shuttle Efficiency Air Travel -- 29 ● Overview ● Air Travel Alternatives Promotion Other Measures to Consider -- 30 Acknowledgments -- 32

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EXECUTIVE SUMMARY

Mills College is committed to modelling climate leadership, recognizing climate change as an urgent issue that is already presenting the world with major environmental and social justice challenges. As a signatory of the American College and University Presidents Carbon Commitment (ACUPCC), the College has committed to reaching climate neutrality - that is, zero net greenhouse gas (GHG) emissions. In 2010, a Climate Action Plan (CAP) was created with an intermediate goal of 15% emissions reductions from 2008 levels by 2015, and this goal was exceeded through behavior change campaigns and equipment upgrades. 2008 emissions totaled 6,368 metric tons of carbon dioxide equivalent (MTCDE), and 2016 emissions totaled 5,118 MTCDE. Now, this CAP lays out the path to the new intermediate goal of 40% emissions reductions from 2008 levels by 2025. The CAP also supports the goals of the Mills MAP, a strategic vision for the College that focuses on student success, a collaborative & innovative culture, a sustainable foundation, and visibility.

Implementation and Financing The CAP has been reviewed by, and has incorporated suggestions from, a variety of students, staff, and faculty. This plan is a living document; its ongoing updates and implementation will be guided by one or more working groups consisting of students, faculty, and staff. Relevant departments will be consulted for all projects.

A strong campus budgetary commitment is critical to the successful execution of the Climate Action Plan. Donations earmarked for climate action are currently solicited by many colleges, including the University of California, Berkeley, University of Washington, and Harvard University. A “revolving fund” can be setup to funnel cost savings from CAP projects into the investment of other CAP projects. Climate action projects present an especially attractive fundraising opportunity for Mills College that should be prioritized. Energy projects in particular reap immediate, large, and reliable cost savings and climate change mitigation that donors can be recognized for. In addition, the timing is right; donations to environmental causes have risen significantly due to the current federal political climate. Donor contributions can take a variety of forms, such as zero interest loans, and donors can reap financial incentives from energy projects that Mills cannot, such as tax credits. Other funding and financing mechanisms for CAP implementation include grants, various types of loans, and power purchase agreements (PPA).

Estimated Potential Reductions and Target Below is a summary of the measures recommended in this CAP, and their impacts. These measures are not an exhaustive list of what is possible, and circumstances may change such that the recommended measures become more or less feasible. Note that the implementation of one measure often affects the impact of other measures. For example, if lighting is made more energy efficient, turning off this efficient light will save less energy than turning off the previous, inefficient light. In general, it is suggested that Mills prioritize low-cost and no-cost measures such as community advocacy and behavior change, followed by efficiency measures, then renewable energy/fuel sources. Community advocacy is especially useful in an environmentally progressive region like the San Francisco Bay Area, where there is already momentum for sourcing more renewable electricity and reducing emissions from public transit. In addition to the recommended measures, at the end of this CAP there is a list of additional potential measures that were suggested by the Mills community and require further investigation. This includes parking disincentives, cold water-only laundry facilities, monetary incentives for reducing energy savings, policies to promote faculty residing in closer proximity to campus, and replacing motorized lawn mowing with sheep grazing.

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Summary - Impact Estimate for Recommended Measures (Numbers Rounded) Category, % of Additional Simple current % GHG Benefits Annual Payback emissions Recommended Measures Reduction (Excerpt) Base Cost Savings (Yrs) Behavior Change 2% water conservation $500 $24,300 0 increased Improve Insulation 2% occupant comfort $70,000 $26,000 3 Natural Gas reduced 41% Upgrade Boilers 2% maintenance $500,000 $27,000 19 increased disaster Solar Hot Water 6% preparedness $1,600,000 $130,000 12 Total 11% $2,170,500 $207,300 10 Advocate for 100% renewable grid 20% local jobs $0 $0 0 improved environmental Behavior Change 0.2% awareness $4,600 $9,000 1 reduced Equipment Upgrades 0.2% maintenance $67,000 $10,000 7 Electricity 20% Computer Hibernation improved Software 0.4% computer life $15,000 $18,000 1 Lighting Upgrades 5% improved safety $2,600,000 $250,000 10 increased disaster Solar Electricity preparedness $870,000 $67,457 13 $0- $0- Total 20% (max) $3,500,000 $350,000 0-10

Heating, Ventilation, Air improved Electricity & Conditioning (HVAC) occupant Natural Gas equipment upgrades 0.8% comfort $290,000 $35,000 8 Decrease Commuting Requirements 2% increased flexibility $0 $0 N/A Promote low / zero improved air emissions vehicles 1% quality $0 $0 N/A

Commuting Promote carsharing 1% increased mobility $0 $0 N/A 28% Promote carpooling 1% increased parking $500 $0 N/A potential rider $ Promote public transit 1% savings $500 $0 N/A Promote biking 0.4% improved health $500 $0 N/A Total 6% $1,500 $0 N/A Replace all vehicles w/ Campus Fleet more efficient ones at end improved air $0-$400,000 3% of life 1% quality premium $15,000 0-27 Air Travel reduced air 8% Promote local travel 1% pollution $500 $18,000 0 Grand Total 40% $2.5-6.4mil $275-625k 9-10 3

BACKGROUND

The Challenge and Opportunity Mills College was founded in 1852 and has a rich history as a leader in women’s education. Mills is now an independent liberal arts college for undergraduate students who identify as women and graduate students of all gender identities. The College seeks to educate students to think critically and communicate responsibly and effectively, to accept the challenges of their creative visions, and to acquire the knowledge and skills necessary to effect thoughtful changes in a global, multicultural society. The campus sits on 135 acres in Oakland, California, with 64 buildings totaling approximately 1 million square feet in floor space. The Mills community consists of about 1,500 students and 500 staff and faculty.

Mills serves as a model for its students and our many communities beyond the campus. The U.S. higher education sector can have a significant influence on greening the economy, as it constitutes ~2.5% of gross domestic product (GDP). This has already been demonstrated by the recent rise of the local food movement, spurred largely by increased local food sourcing and promotion in campus dining. The sector with the largest voluntary commitment to a net zero climate impact is currently higher education.1

History of Climate Action at Mills College In 2007, then-Mills President Janet Holmgren signed the American College and University Presidents Climate Commitment (ACUPCC), now known as the Carbon Commitment. She was joined by over 300 other U.S. college presidents and chancellors who are “deeply concerned about the increasing pace and intensity of global climate change and the potential for unprecedented detrimental impacts.”2 The ACUPCC commits Mills to achieve climate neutrality as soon as possible, regularly report on the College’s greenhouse gas (GHG) emissions inventory and progress towards the neutrality goal, and develop intermediate plans for GHG reductions. These reports are publicly available through secondnature.org.

In 2010, Mills developed its first intermediate plan for greenhouse gas emissions reductions - a Climate Action Plan with a goal of reducing total campus greenhouse gas (GHG) emissions by 15% compared to 2008 levels. This goal was exceeded, and prompted the development of this new Climate Action Plan. On December 16, 2016, President Beth Hillman signed a letter from higher education to then President-elect Trump and Congress urging them to promote a clean energy future.

Support for the Mills MAP The Mills MAP is a document developed by the College Officers that outlines the vision for the years ahead, centering on four goals. The recommendations in the Climate Action Plan can strengthen realization of those goals as follows:

Student Success The CAP builds student services by providing support and education for alternative transportation options, particularly for students who cannot afford a vehicle. The CAP also supports digital learning as a means of both reducing transportation barriers to education and reducing emissions.

Furthermore, implementation of the CAP provides students opportunities for applied learning, real-world skills development, and community engagement through internships, research projects, and more. These experiences can support students in the pursuit of successful sustainability careers. In fact, we have already

1Collective commitment is facilitated and recorded by the nonprofit Second Nature. 2http://secondnature.org/wp-content/uploads/2015/09/Carbon-Commitment-Second-Nature.pdf 4

seen examples of students developing Master’s Policy Reports and other academic collateral based on campus climate mitigation strategies, and who have gone on to work for local transit agencies, local government sustainability initiatives, environmental nonprofits and businesses, and more.

Collaborative, Innovative Culture Projects proposed in the CAP provide numerous avenues for alumnae to engage with Mills, and with current students directly, for example as volunteers or advisors. As further detailed later in this plan, alumnae have specifically expressed interest in engaging in climate action and are already working to organize.

These project proposals often also reap employee benefits, such as a more comfortable and flexible work environment, that can increase staff retention.

Sustainable Foundation The proposed energy projects in the CAP, in particular, reduce operating expenses for the College. Additionally, sustainability is an issue that can attract new donors and grant-giving organizations.

Visibility The results of the annual Princeton Review “College Hopes & Worries” survey have consistently shown that for 2/3 of respondents, a college’s commitment to environmental issues would contribute to their decision to apply to or attend a school. Over 1/5 of respondents reported it would “strongly” or “very much” contribute.3 Therefore, environmental leadership at Mills can help the College become visible to a broader base of students and aid recruitment. Additionally, opportunities for students to engage in, and implement, campus energy and transportation projects can support professional certificate programs and STEM recruitment.

Current Emissions In the fiscal year 2016 (July 1, 2015-June 30, 2016), Mills College GHG emissions totaled 5,118 metric tons of carbon dioxide equivalent (MTCDE). Of this, 2,100 was from natural gas use, 1,021 was from electricity use, 1,429 from commuting by faculty, staff and students, 399 from air travel funded by the College, and 168 from direct fuel consumption (Campus Fleet). Due to the emissions reductions caused by waste reduction efforts, a -293 MTCDE offset was included in these calculations.

Not accounted for in this emissions inventory are emissions Mills College indirectly contributes through its purchases. Goods and services the College uses, from office supplies to food delivery, often require fossil fuel energy to produce, transport, etc. Mills also indirectly contributes emissions through endowment investments in fossil-fuel related companies. While beyond the scope of this plan, Mills should strive to reduce emissions associated with these activities.

3 https://www.princetonreview.com/college-rankings/college-hopes-worries 5

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WHAT DOES CLIMATE NEUTRALITY LOOK LIKE?

In order to provide a more concrete sense of what it would take for Mills College to become climate neutral, here are some scenarios in which this goal would be achieved:

720,750 therms purchasing 100% status quo of solar thermal energy renewable electricity for all else produced (1.8x current use) from Alameda County

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Annual, indefinite purchase of carbon offsets4 for all of our emissions

OR

50% natural gas use reduction from 2016

200,000 therms solar thermal energy produced (~half our current use)

100% electric campus fleet powered by renewable energy

100% commuting via Zero-Emissions transit and/or all-electric vehicles (powered by renewable energy)

100% carbon offsets for air travel

OR

Many other options, including combinations of the above options.

4 “Carbon offsets” or “carbon credits” means the College funds emissions reductions projects unrelated to the campus - such as paying a nonprofit to plant trees - and that the College takes credit for those emissions reductions. 7

OUR INTERMEDIATE TARGET

Mills College aims for a 40% reduction of GHG emissions from 2008 levels by 2025. This goal is an absolute, rather than per capita, reduction, meaning that if enrollment and/or employment at Mills is increased, Mills will work harder to reach this goal. Absolute reductions are critical to mitigating climate change, and this intermediate target on the path to climate neutrality will strengthen our dedication to championing the environment. This CAP outlines recommended measures to meet this goal. These measures are not on a set timeline, but in general should be implemented as soon as possible. The plan will evolve based on changing circumstances, such as decreases or increases in cost for certain measures.

Project Recommendation Process Projects were initially investigated based on their expected feasibility. This was based on upfront cost, financeability, time and resources required, expertise required, predictability of results, and risk. As a result, proposed projects focus on equipment, rather than building, upgrades, which tend to have a longer payback, time commitment, and upfront cost. Cost savings calculations were based on current costs, and thus savings in future years are likely to increase.

Feedback on the recommended measures was collected through various email lists and committees, and a presentation to the Associated Students of Mills College.

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IMPLEMENTATION SUPPORT

Organizational Governance We request that this plan be formally endorsed by the College Officers The plan and its implementation will be spearheaded by the Sustainability Coordinator, Director of Construction, Compliance, and Sustainability, and Associate Vice President for Operations. The Sustainability Committee, Energy Committee, and Transportation Committee - volunteer groups of students, faculty, and staff - will continue to assist with any modifications to the CAP. In addition, the following stakeholders will be key partners:

Staff Existing Mills staff will be the primary executors of the CAP. Where outside contractors are needed, costs of said contractors are included in cost projections. Key Mills departments to be involved include: ·Campus Facilities: This department includes engineering, groundskeepers, the building superintendent, the Sustainability Coordinator, the Director of Construction, Compliance, and Sustainability, and the Associate Vice President for Operations. ·Department of Public Safety and Transportation (DPS): Implementation of proposed transportation measures. ·Information Technology Services (ITS): ITS will need to be consulted/approve projects involving IT equipment upgrades. ·Housing Management & Dining Services (HMDS): This department will have to coordinate scheduling for changes made to residence halls and dining facilities, as well as be consulted regarding proposed changes. ·Office of Institutional Advancement (OIA): Fundraising and grant opportunities outlined in those respective sections.

Students Students are a critical voice in CAP priorities and implementation, especially regarding behavior change projects. Key constituents include: ·Associated Students of Mills College: Student government representatives, particularly the Sustainability Senator and Student Services Senator (for transportation). ·EarthCORPS: Student group focused on sustainability. ·Eco-Representatives: Year-round sustainability interns supervised by the Sustainability Coordinator. ·Environmental Science and Studies students: These students in particular may be able to incorporate CAP projects into their courses and future career advancement. ·Resident Assistants: Key influencers and informants for students in their respective residents.

Faculty Faculty can integrate CAP goals into directed research, course development, and course assignments. Past collaborations have included the Environmental Science and Studies programs, Public Policy, Business, and Economics.

Alumnae A Mills sustainability alumnae network will be established to cultivate potential donors, fundraisers, and/or advocates for climate action. Sharon Tatai, former Mills Board of Trustees member and current Principal at Pacific Gas & Electric (PG&E), is working with Alumnae Relations staff in developing the network.

Outside Partners

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Technical assistance will continue to be solicited from experts such as PG&E and the City of Oakland. Outside contractors will be used as needed for CAP implementation. Local nonprofits will also be engaged for climate change education support.

Financing Property Assessed Clean Energy (PACE)5: Loans for energy efficiency and renewable energy projects on private property with interest rates a bit better than a traditional bank loan (~6%). Loans are provided for a minimum of 15 years. SparkFund6: Loans for energy efficiency projects of $50k - $5 million for 1-10 years. Fixed rate financing averaging 7%. Power Purchase Agreement (PPA): Goes by several other names, such as Energy Service Agreement. In a PPA, an entity other than Mills would “own” the renewable energy system, and Mills would purchase the power created by the system from that entity. The price is typically predetermined. PG&E On-bill financing (OBF): The OBF program provides up to $100,000 for energy efficiency projects, provided that such projects are also eligible for PG&E rebates, in the form of a 0% interest loan to be paid back over a maximum of 5 years. Revenue increases: Mills could generate additional revenues allocated for CAP implementation, such as increased parking permit fees or student fees.

Selling carbon offsets through the nonprofit Second Nature was investigated, but deemed impractical for a college of our size.

Donor Recruitment Successful execution of the Climate Action Plan requires a strong campus budgetary commitment. A “revolving fund” can be set up to funnel cost savings from CAP projects into the investment of other CAP projects.

Climate Action can be “sold” as a preferable avenue to receive philanthropic donations for its relatively certain, measurable, and tangible results. Donors can be provided with concrete numbers regarding their individual impact on climate change mitigation and cost savings. A $100,000 dollar investment could reap $100,000 savings and 100 MTCDE reductions within 5 years. Donors can also be provided with certificates and/or other forms of recognition translating their impact into a variety of metrics, such as the number of vehicles that would need to be removed from the road to equal the donor’s impact on climate change reduction. Name recognition can potentially be provided inside or outside the building that a donor is providing solar power for, or on one of the mobile solar units currently placed prominently across campus. Donors interested in funding sustainability can be tapped, particularly from the Mills Sustainability Alumnae Network, which is currently in development. Donors who are not alumnae can also be tapped, since climate mitigation projects produce an environmental benefit no matter where they are located. In 2015, U.S. giving to environmental causes (not including foundations) totaled over $10 billion7 and these donations are skyrocketing with the onslaught that environmental regulations have faced since the 2016 elections. Several avenues for soliciting donations are outlined below.

Climate Action Fund: A number of colleges have successful funds soliciting donations (on/offline) from alumnae and other parties specifically for sustainability projects. The University of California Berkeley has

5 energy.gov/eere/slsc/property-assessed-clean-energy-programs 6 https://www.sparkfund.co/ 7 https://www.charitynavigator.org/index.cfm/bay/content.view/cpid/42 10

several sustainability-focused funds supported by the Berkeley Environmental Alumni Network, including a Climate Action Fund. Donation-driven sustainability funds thrive at other campuses of many types and locations, including Williams College, Northwestern University, Occidental College, Western Kentucky University, Caltech, University of Notre Dame, and Oregon State University, to name a few.

Crowdsourcing Individual Projects: An online crowdsourcing platform such as Kickstarter, or a customized page on the Mills College website, could be used to campaign for smaller donations. The crowdsourcing campaign will benefit from having a clear, single goal, such as raising enough funds to put a solar PV system on the Rothwell Student Center.

Individual Donors/Financiers: In the case of solar, a person or group of persons with high net worth have an alternative to a traditional donation. They could instead arrange a PPA with the College in which the College pays for the cost of energy produced with little or no interest rate, as compared to a PPA with another third party.

For-Profit Institutions: All of the solar energy currently at Mills was donated by companies – PG&E and DC Solar. Large companies (who therefore have large tax burdens), companies with strong sustainability commitments, and/or companies based in Oakland or the San Francisco Bay Area should be targeted in particular.

Grants Government Grants: Government grant funding may be in flux due to the federal political climate. However, Mills could continue to apply for the Sustaining Cultural Heritage Grant8 offered by the National Endowment for the Humanities annually, should the grant remain available. Currently, this grant provides up to $350,000 for the implementation of energy efficiency and renewable energy projects in spaces supporting the preservation of important humanities materials. The Bay Area Air Quality Management District offers various grants to subsidize the purchase of electric vehicles and electric vehicle charging stations. Private Grants: Known grants applicable to CAP implementation are 3greenassistance, an annual $10,000 for energy efficiency that Mills has been awarded twice, and EBSCO Solar grant, a $100,000 grant for solar systems on libraries. Other private grant sources can likely be found with further research. Other relevant grants could be found through the Environmental Grantmakers Association and other databases. Student Government Funding: Currently, the Associated Students of Mills College provides funding for projects that benefit the student population through their “special fee” program. Sustainability project proposals are encouraged. All students are eligible to apply for special fee funding.

Rebates and Other Incentives Rebates: PG&E offers rebates for certain categories of energy efficient equipment, including lighting, kitchen equipment, computer software, and HVAC equipment. PG&E also offers rebates for solar water heating. These rebates are included in the cost estimates for the projects proposed in this CAP. Additionally, in California there are rebates available for electric vehicles of up to $7,000.

Tax Credits: For-profit organizations and individuals are eligible for a 30% federal tax credit for renewable energy until 2019. The credit then steps down to 26% in 2020 and 22% in 2021. Federal tax credits of up to $7,500 are available for electric vehicles. Since Mills, as a nonprofit, is not eligible, tax incentives can only be used if another entity is purchasing on behalf of Mills.

8 neh.gov/grants/preservation/sustaining-cultural-heritage-collections 11

NATURAL GAS

Overview Natural gas is by far the largest contributor to the College’s emissions in the Mills GHG inventory, accounting for 41% of emissions for fiscal year 2016. About 396,000 therms of natural gas were used in fiscal year 2016. Much more natural gas is used in the winter, when campus heating is turned on. Natural gas is also used for hot water heating and cooking. Below are listed the buildings that most impact our natural gas usage.

Top 10 Natural Gas Users (Accounting for 70% of campus natural gas usage) Building(s) Annual Therms (Approximate)

Ethel Moore / Mary Morse (Residence Halls) 54,000

Olney / Orchard Meadow (Residence Halls) 46,000

Trefethan Aquatic Center (Pool) 38,000

Olin Library 36,000

Natural Science Building (Academic Building) 28,000

Founders Dining Hall 23,000

Rothwell Student Center (Cafe, Post Office, Administrative, Events) 18,000

Art Museum/Center 17,000

Carnegie/Sage (Administrative Buildings) 15,000

CPM (Academic Building) 14,000

Behavior Change Reducing Shower and Laundry Hot Water Use: Showerheads and washing machines at Mills are already fairly water efficient (although increases in water efficiency in the future are encouraged as possible). Marketing/educational campaigns that encourage both water and energy conservation can increase the frequency of students using cold rather than hot water for laundry, and possibly decrease the overall number of loads of laundry. Similar educational strategies, along with shower timers, can be used to encourage shorter showers.

Reduced Heater Temperature/Use: Mills exercises control over most of its heating systems by preventing user- controlled operation of heating outside of the winter months; heating outside of these months is unnecessary due to the Bay Area’s relatively mild climate. Within the winter months, there is still room for improvement. The Mills community members can be encouraged to reduce the temperature of their heating slightly, and/or shut it off periodically, by being educated on the impact their individual actions have on environmental stewardship. Tangible numbers can be used, such as that for every degree Fahrenheit a heater temperature is reduced, you reduce natural gas usage by 1-3%.

Impact Estimate for Behavior Change 12

Annual Energy Annual GHG Annual Cost Simple Additional Savings Savings Savings Upfront Cost Payback Benefits Status

95.58 MTCDE $0-500 Less than -water In 18,000 therms (1.50% reduction) $24,300 (marketing) 1yr conservation progress

Insulation Mills buildings have varying levels of insulation or are missing insulation. The areas in which improved insulation would most reduce the natural gas needed for heating are the roofs of the Olney, Orchard Meadow, Mary Morse, and Ethel Moore residences. The recommended replacement insulation is R-13 batt insulation, which meets current building code (Title 24) requirements. The below energy savings estimate assumes an R- value (insulation capacity) typical of buildings of a similar age, but actual R-values of Mills insulation should be determined before this project is implemented. The below cost estimation includes material and installation, but does does not include demolition and repair that might be needed. Determination of demolition and repair needs should also be determined before project implementation. All estimates were provided by a third-party auditor.

Impact Estimate for Insulation Annual Annual Annual Energy GHG Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

103.05 -increased occupancy PG&E audit MTCDE comfort completed. Determine 19,406 (1.62% -increased preparedness whether demolition therms reduction) $26,198 $69,387 2-3yrs in power outage and repair is required.

Recommended Financing Strategy: On Bill Financing is the best financing tool for a project of this size, and given the simple payback of this project is under 3 years.

Boiler Upgrades Most campus buildings have a boiler, or share a boiler with one other building, to provide heat. In the past, boilers have been upgraded as needed to meet updated regulatory requirements. Additional energy upgrades are recommended for boilers that have not been replaced in a while. Most of these boilers operate on a hot water system.

The campus has one low pressure steam boiler to provide heating steam to Orchard Meadow It is recommended to replace this steam boiler with a non-condensing water boiler to provide heating hot water to the facility. This replacement will provide the required heating to the facility while using less natural gas than required by a steam system. The change out may also require some retrofits to the radiators piping network for a hot water system. Additional energy savings might be achieved if a condensing boiler is installed.

Below is a very rough estimate of natural gas savings and costs of 6 small to medium boiler upgrades. Mills should solicit quotes from potential vendors to get more exact numbers.

Recommended Financing Strategy: It is recommended that boiler upgrades be financed by a combination of donor funding and the operations budget. 13

Impact Estimate for Boiler Upgrades Annual Energy Annual GHG Annual Cost Upfront Simple Additional Savings Savings Savings Cost Payback Benefits Status

-increased 106.2 MTCDE performance Need to get 20,000 therms (1.67% reduction) $27,000 $500,000 18 -19yrs reliability vendor quotes

Solar Hot Water Installations Solar energy can replace natural gas in heating water. The largest hot water use at Mills is found in the residential, food service, and aquatics facilities. The most cost effective of these facilities to install solar hot water are below. For all solar systems, roof type and shading were considered in building selection. Savings, costs, etc. are based on solar systems that would be just large enough to meet the thermal energy demand during months when the least hot water is used (summer).

Impact Estimate for Solar Hot Water Installations

Annual Annual Energy Annual GHG Cost Upfront Simple Additional Facility Savings Savings Savings Cost Payback Benefits Status

Orchard 79.16 MTCDE Meadow 14,908 (1.24% -increased Vendor and Olney therms reduction) $25,157 $406,230 16yrs preparednes Proposals s during 22.11 MTCDE power 4,164 (0.43% outage Vendor Rothwell therms reduction) $5,535 $89,370 16yrs -decreased Proposal volatility in Ethel 165.67 MTCDE future energy Moore and 31,200 (3.24% costs Proposal Mary Morse therms reduction) $52,650 $710,000 13-14yrs needed

114.82 MTCDE 21,624 (2.24% Proposal Founders therms reduction) $36,490 $305,000 8yrs needed

31.12 MTCDE 5,861 (0.61% Vendor Aquatics therms reduction) $9,890 $128,315 13yrs Proposal

408.19 MTCDE 76,873 (6.41% Total therms reduction) $129,722 $1,668,220 12-13yrs Note that a shade structure would need to be built at the Aquatics Center to accommodate a solar system. The cost of this shade structure is included in the estimated cost above.

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Recommended Financing Strategy: Ideally, a for-profit institution, individual, or group of individuals would donate a solar system and take advantage of the renewable energy tax credit. Alternatively, and almost as ideal, would be a PPA agreement set up with any of the above entities which included a zero or below market- rate interest rate. If possible, this PPA would be setup so that Mills only paid for energy delivered, and so that the cost included ongoing maintenance of the solar system.

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ELECTRICITY

Overview Electricity accounted for 20% of the College’s emissions for fiscal year 2016, with 5 million kilowatt hours (kWh) consumed. Mills does not have building or equipment-specific historical electricity data, other than from a few short-term measurement projects. However, based on numerous audits we estimate that most of our electricity consumption comes from lighting. Electricity use is highest in the winter. This is likely primarily due to an increased need for lighting (shorter daylight hours).

Average and Maximum Daily Electricity Use9

Community Advocacy In November of 2016, the City of Oakland agreed to join Alameda County’s community choice energy program. This program, currently scheduled for implementation in the spring of 2018, is meant to provide participants with option(s) to purchase electricity from a nonprofit utility with more renewable sources than currently available through the current utility PG&E, at a comparable price. Mills should advocate for a 100% renewable option to be available, along with a robust rebate program for energy efficiency upgrades, of an equal or better caliber to PG&E’s. If these options are available, it is recommended that Mills purchase 100% renewable electricity as soon as possible. It is unknown at this time whether this would result in cost savings or increased costs, but no or minimal cost increases are expected. If 100% renewable electricity is purchased, the below measures would no longer result in an emissions savings to Mills as measured by the current inventory. However, the below measures would still be recommended for their costs savings and the reduced demand for fossil-fuel based energy they create in the larger market.

Behavior Change Power Down Days Mills currently advertises “Power Down Days” during the summer, in which you are encouraged to use as little electricity as possible, coinciding with PG&E “Peak Day Pricing” times. On hot days, PG&E’s electricity supply is especially strained during the hours of peak electricity usage - around 2-6pm. To incentivize decreased use

9 PG&E Interact Tool. Data for 1/1/2016-12/31/2016 16

of energy during this time, PG&E increased the price of electricity. However, electricity price increases and the strain on the electricity supply still exist, to a lesser extent on other days. Therefore, it is recommended that “Power Down Days” be a year-long campaign. In addition to current emails sent out, RAs and other students can be enlisted to deliver in-person messages explaining Power Down Days and the benefits behind them. Electricity usage can be reduced with this extra motivation.

Electricity Conservation Competitions In 2013, an electricity conservation competition between Orchard Meadow and Olney Halls, sponsored by the company I’m In Control, demonstrated electricity usage reductions in both halls. These competitions require building-specific electricity meters to measure electricity use and thus determine the winner. A variety of electricity metering options have been evaluated. The table below reflects the cost of the most inexpensive meters found, and installing these meters in all of the residence halls.

Impact Estimate for Behavior Change Annual Annual Energy Annual GHG Cost Upfront Simple Savings Savings Savings Cost payback Additional Benefits Status

12.12 MTCDE Less -increased environmental In 60,000kWh (0.19% reduction) $ 9,000 $ 4,600 than 1yr awareness of students process

Recommended Financing Strategy: A 3greenassistance grant request for this project is underway. However, the annual cost savings exceeds cost. Therefore, this project could be funded with existing funds.

Kitchen Equipment Upgrades Mills College has two dining locations. One of these locations, the Tea Shop, has old, inefficient equipment that should be replaced. This includes two refrigerators that to-go food is displayed in, both of which have no door or curtain to keep cold air inside of the refrigerator. This also includes an ice machine using inefficient cooling technology. Installation can be conducted with existing Mills engineering staff, and the equipment has already been identified and priced with the help of PG&E's Food Service Technology Center.

Impact Estimate for Kitchen Equipment Upgrades Annual Energy Annual GHG Annual Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

2.64 MTCDE -better food quality 3rd party (0.04% -increased food service audit 13,058kWh reduction) $1,959 $9,600 5yrs efficiency complete

Recommended Financing Strategy: The one-time, upfront cost of these equipment upgrades is small enough to be absorbed into the existing operations budget for Mills College. Since this equipment is near the end of its useful life, it will need to be replaced soon regardless.

Pool Circulation Pump Upgrades Currently, the pool has a circulation pump that operates continuously regardless of pool occupancy. This project would replace the motor of the pump and install a variable frequency drive (VFD) on the pump so that the pump can be turned down when the pool is unoccupied, reducing the pump’s electricity usage. The costs

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below include replacing the existing motor with a motor compatible with VFD, installation, and VFD programming. They were calculated by a third party auditor.

Impact Estimate for Pool Circulation Pump Upgrades Annual Energy Annual GHG Annual Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

8.41 MTCDE Operate pool with newer (0.13% equipment, farther from 41,657 kWh reduction) $ 6,250 $ 10,155 1-2yrs end-of-life Audited

Recommended Financing Strategy: Given the simple payback of under 2 years and the relatively low cost, it is recommended that this measure is financed with the existing operating budget

Uninterruptible Power Supply (UPS) Upgrades Mills has a data center on campus served by small, distributed UPS units. These distributed UPS units could be replaced with one central, high efficiency UPS. The costs presented in the table reflect the full cost of installing a high efficiency UPS.

Impact Estimate for UPS Upgrade Annual Energy Annual GHG Annual Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

2.90 MTCDE -improved data 14,375 kWh (0.05% security from fire and Vendor reduction) $1,992 $47,244 21-22yrs flooding proposal

Recommended Financing Strategy: Given the relative urgency of mitigating data loss risks, it is recommended that these upgrades are funded upfront through existing budgets.

Computer Hibernation Software Although most desktops owned by Mills are set to turn off the screen after a set time of inactivity, the desktops would save significantly more energy if they were set to automatically "hibernate" - turning off most functions - after a set time of inactivity. This would be especially useful for desktops accidentally left on overnight. Installation of hibernation software can be conducted with existing Mills Information Technology staff.

Impact Estimate for Computer Hibernation Software Annual Annual Energy Annual GHG Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

24.64 MTCDE Less -potentially increased Vendor 122,000 kWh (0.39% reduction) $18,300 $ 15,000 than 1yr lifetime of computers proposal

Recommended Financing Strategy: The annual cost savings exceeds cost. Therefore, it is recommended that the project is funded with existing budget.

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Exterior Lighting Upgrades Exterior lighting at Mills turns on and off based on astronomical clock timers, which adjust according to the season. Therefore, the focus for reducing exterior lighting energy use is increased bulb efficiency. Of the 968 outdoor light bulbs at Mills, about 90 are LEDs. About 310 more are the most financially feasible to upgrade to much more efficient Light Emitting Diodes (LEDs). The current light bulbs consist of a variety of shapes, sizes, and types, and are housed in a variety of fixture types. Thus, different LED lights will have to be purchased to accommodate different upgrade needs. These lights must be installed by an electrician, and we do not have an electrician on staff. The below cost estimate includes the cost of hiring an outside contractor for installation.

Impact Estimate Annual Energy Annual GHG Annual Cost Upfront Simple Additional Savings Savings Savings Cost Payback Benefits Status

23.62 MTCDE -improved 116,910 kWh (0.37% outdoor visibility In reduction) $ 17,536 $ 88,285 5yrs -improved safety progress

Recommended Financing Strategy: This project could continue to be partially funded by the annual 3greenassistance grant. In any case, On Bill Financing (OBF) is the best financing tool for a project of this size, with simple payback of this project fitting the 5-year maximum loan length for OBF.

Interior Lighting Upgrades & Controls There are over 20,000 interior lights at Mills, most of which are Compact Fluorescent Lights (CFLs). CFLs are more efficient than traditional light bulbs, known as incandescent light bulbs, but less efficient than LEDs. Most interior lights are not motion-sensor activated. This wastes more energy in fire exits (e.g. all hallways), where lights are required by law to either always be on or be motion-sensor activated. Below is an estimate of the impact of upgrading 12,030 lights to LEDs and adding controls where appropriate, such as motion-sensors.

Impact Estimate for Interior Lighting Upgrade Annual Annual Energy GHG Annual Cost Upfront Simple Savings Savings Savings Cost Payback Additional Benefits Status

285.83 -improved occupant 1,415,000 MTCDE productivity & comfort kWh (4.49% -improved safety (no In reduction) $ 232,000 $2,500,000 10-11yrs mercury in LEDs) progress

Recommended Financing Strategy: Mills is currently considering financing a comprehensive interior lighting upgrade through a loan that will be cash-flow positive throughout the loan term. Otherwise, it is recommended that lights are upgraded to LEDs as light replacements are needed. This allows for implementation within the current operations budget. This also allows currently installed lights to be fully utilized.

Solar Photovoltaic (PV) Installations Solar PV systems could be installed on a number of buildings to offset some of the respective buildings’ electricity consumption from the power grid. Current renewable electricity production at Mills consists of a solar photovoltaic system on the roof of the Betty Irene Moore Natural Science Building and 12 mobile solar units

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powering EV charging stations, personal device chargers, and Light Emitting Diode (LED) stadium lights. Two companies evaluated Mills for on-campus wind energy production and the purchase of off-site wind energy, and found it infeasible at this time.If Mills was purchasing 100% renewable electricity, solar PV system installation would still improve the supply of renewable electricity in the local market, and could potentially save Mills money. However, it is recommended space on roofs for solar water heating systems be prioritized, and that solar PV be pursued only on buildings where solar water heating does not make sense. In this way, maximum natural gas savings can be put first.

Impact Estimate for Buildings Recommended for Solar PV

Annual Annual Energy Annual GHG Cost Upfront Simple Additional Facility Savings Savings Savings Cost Payback Benefits Status

29.36 MTCDE -increased 145,369 (0.46% preparedness Vendor CPM kWh reduction) $21,805 $279,560 13yrs during power Proposal outage Lokey 8.90 MTCDE -decreased Graduate 44,063 (0.14% volatility in Vendor School kWh reduction) $6,609 $108,750 16-17yrs future energy Proposal costs 17.05 MTCDE 84,416 (0.27% Vendor Lucie Stern kWh reduction) $12,662 $155,440 12-13yrs Proposal

35.53 MTCDE 175,867 (0.56% Vendor Olin Library kWh reduction) $26,380 $326,250 12-13yrs Proposal

In case solar hot water systems are deemed infeasible in the below locations, additional impact estimates are found below.

Impact Estimate for Buildings Recommended for Solar Hot Water instead of Solar PV Annual Annual GHG Cost Upfront Simple Additional Facility Savings Savings Cost Payback Benefits Status

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Annual Energy Savings

29.36 MTCDE -increased Olney/Orchard 191,96 (0.46% preparedness Vendor Meadow kWh reduction) $28,795 $403,680 14yrs during power Proposal outage 18.27 -decreased MTCDE volatility in 90,460 (0.29% future energy Vendor Rothwell kWh reduction) $13,569 $186,470 13-14yrs costs Proposal

Recommended Financing Strategy: The library is eligible for an EBSCO grant covering $100,000 of solar PV costs. For the rest (as with solar hot water), ideally, a for-profit institution, individual, or group of individuals would donate a solar system and take advantage of the renewable energy tax credit. Alternatively, and almost as ideal, would be a PPA agreement set up with any of the above entities which included a zero or below market-rate interest rate. If possible, this PPA would be setup so that Mills only paid for energy delivered, and so that the cost included ongoing maintenance of the solar system.

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ELECTRICITY AND NATURAL GAS

Overview Heating, Ventilation, and Air Conditioning (HVAC) equipment upgrades and controls would save both electricity and natural gas. Mills cools very few spaces on campus. The only spaces that are cooled are out of necessity, such as the data center and library.

Library HVAC Upgrades The library is focused on due to the size of its system and potential funding options, described more below. The library’s Special Collections section requires 24/7 humidity and temperature control and consistency (cooling and heating). Therefore, this project includes separating the HVAC system of the Special Collections section more with its own new air handling unit, so that the existing larger air handling unit it was previously connected to doesn’t need to constantly condition both Special Collections and other spaces it’s currently connected to. Many HVAC upgrades are intertwined; a number of the upgrades’ effectiveness depend on other upgrades. Installing controls only works if the HVAC system is modified with equipment that can be better controlled. Control measures include direct digital control (DDC) and demand control ventilation (DCV). Equipment upgrades include recommissioning economizers and installing VFDs on the air handling unit fans. More technical specifications for these measures are provided in the Large Integrated Audit Report provided by a third party consultant on behalf of PG&E.

Impact Estimate for Library HVAC Upgrades Annual Annual Annual Energy GHG Cost Simple Savings Savings Savings Upfront Cost Payback Additional Benefits Status

230,287 50.98 -improved preservation of kWh MTCDE library materials Grant & 840 (0.80% -improved air quality applied therms reduction) $34,549 $276,000 8yrs -decreased O&M for

Recommended Financing Strategy: This project is eligible for partial funding through an annual grant provided by the Sustaining Cultural Heritage Collections Grant. This grant provides up to $350,000 for projects that both improve the preservation of uniquely valuable humanities collections and improve the environmental sustainability of those preservation practices. The library's Special Collections section (though not the entire library) contains numerous rare and fragile humanities works that would qualify for this grant. The rest of the project should be funded via a loan through PACE or SparkFund, both of which could provide loan payments lower than cost savings.

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COMMUTING

Overview Commuting accounted for 28% of the College’s emissions in fiscal year 2016 - second only to natural gas in contribution to overall emissions. There are approximately 500 staff and faculty and 900 students living off- campus, commuting to and from Mills 1-7 times per week for 33-52 weeks per year. Of these commuters, about 37% primarily drive alone to get to and from Mills, totalling approximately 80,000 solo round trips per year. In the transportation world, driving alone is known as a Single Occupancy Vehicle (SOV) commute. The goal of reducing emissions associated with commuting is best served by prioritizing a reduction of SOV commutes.

Because the proposed measures’ savings depend so heavily on behavior change, the calculated savings are relatively uncertain compared to proposed measures in other categories such as natural gas and electricity. Commuting projects were selected based on the assumption that the current public transportation options and distribution of Mills commuters result in private vehicle commutes being much faster in a significant number of cases. Furthermore, calculated emissions savings from switching someone from a SOV commute to another type of commute did not account for emissions from the new type of commute. While, for example, public transportation does result in some emissions, the transportation agencies serving Mills are moving towards zero emissions, reducing the emissions of members of the Mills community already taking public transportation. This reduction in emissions, which is not otherwise accounted for in this plan, more than offsets the emissions not accounted for in the previously mentioned switch from SOV commutes.

FY16 Vehicular Commuter Map

Decreasing Commuting Requirements

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Another approach to decreasing SOV is decreasing the need to travel to Mills at all. For employees, there are more opportunities for flexible work arrangements, such as a compressed workweek and telecommuting, than are currently being taken advantage of. Mills offers a compressed workweek on a case-by-case basis, and has a template telecommuting agreement for supervisors and supervisees to use in arranging telecommuting. However, it is unclear how many employees are aware of these options or how to proceed with them. Flexible work arrangements would be facilitated by increased technological capacity, such as remote network access. Flexible work arrangements would additionally provide an attractive employee benefit that other colleges like UC Berkeley offer, which can be advertised when filling open positions.

For students and faculty, online course options and increased compressed course options (e.g., J-term) decrease commuting requirements, in addition to meeting other strategic objectives of the College. Commuting requirements could also be decreased by increased campus housing utilization and availability.

Impact Estimate for Decreasing Commuting Requirements Annual round trip Annual SOV Trip GHG Annual Cost Upfront Reduction Savings Savings Cost Additional Benefits Status

-potential cost savings and 156.79 increased enrollment of MTCDE students (2.46% -employee benefit Under 12,000 reduction) N/A $0 -increased parking availability consideration

Promoting Low / Zero Emissions Vehicles Currently, about 7% of Mills vehicle owners have a hybrid or electric car (including 15 plug-in vehicles). This proportion is expected to increase as the relative cost of greener vehicles decreases and as California expands its network of public plug-in vehicle charging stations. Mills can further increase the prevalence of green vehicles on campus by increasing the number of preferential parking spaces for low emissions vehicles and electric vehicle charging stations. Additionally, a reduced permit fee for low emission vehicles could influence Mills community members when they are purchasing a car. However, this influence would likely only be strong if standard parking permit fees were higher than they are currently.

Impact Estimate for Promoting Low / Zero Emissions Vehicles Annual round trip Annual SOV Trip GHG Annual Cost Upfront Reduction Savings Savings Cost Additional Benefits Status

52.27 MTCDE -student/employee benefit (0.82% offering Under N/A reduction) N/A $0 -improved air quality consideration

Car-share

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Part of reducing SOV commutes is discouraging car ownership. Providing car-share (essentially, car rental) options on campus is one way to achieve this. In a joint survey conducted by UC Berkeley and Zipcar, 42% of respondents were less likely to buy a car in the next few years due to the availability of Zipcar.10 It is likely that another car-share service would produce a similar result. For several years, Mills had the U-Haul car-share program on campus, known as U Car Share, until U-haul withdrew from the carshare business. The best car- share option currently available for hosting on the Mills campus is Zipcar. Zipcar provides vehicles in designated parking stalls that can be booked online for rental on an hourly basis for a fee. Zipcar users are additionally required to pay an annual membership fee. Mills would have to pay Zipcar for any time the vehicles went unused on campus. However, Zipcar has applied for parking spots directly outside of Richard’s Gate through the City of Oakland, which if approved would come at no cost to Mills. Therefore, it is recommended that Mills wait for pending approval of this free Zipcar access before determining whether to host any Zipcars within the campus. In the meantime, Mills has signed an agreement with Zipcar to provide our community with free marketing materials and their reduced college fee structure.

Impact Estimate for Car-share Annual round trip Annual Annual SOV Trip GHG Cost Reduction Savings Savings Cost Additional Benefits Status

11.04 -potential cost savings to students MTCDE -increased parking availability (0.93% $0-$500 -easier access to vehicles for all, 7,000 reduction) N/A (marketing) including field trips In process

Carpool Currently, 4% of vehicle owners at Mills carpool, and 27% of vehicle owners who do not already carpool have expressed interest in carpooling. The Mills online carpool network, developed and maintained internally, currently has about 100 participants. There is no way to track the carpool matches derived from this network, as opposed to other means (e.g., word of mouth, social media), but Mills is anecdotally aware of at least a few matches that were a result of this network. The Mills online carpool network could be enhanced with additional features such as an interactive map, or alternative online platforms could be utilized. A free alternative for online carpool matching is 511 Ridematch. Other free carpool online platforms exist besides 511 Ridematch, but they do not allow members of the Mills community to be matched only within the Mills community (if they wish). In collecting feedback from students, a few prefer the Mills online carpool network because it keeps potential ride matcher’s info anonymous until a user chooses to email another user. Other carpool matching platforms exist that require an annual subscription, in exchange for more features such as carpool matching for one-time trips as opposed to just a regular commute. Mills could also increase the frequency of carpooling by enhancing marketing of carpooling options, and including a link to the internal carpool network in the online parking permit application process.

Impact Estimate for Carpool

10 http://its.berkeley.edu/node/13166 25

Annual round trip Annual Annual SOV Trip GHG Cost Reduction Savings Savings Cost Additional Benefits Status

7.89 MTCDE -potential cost savings to (0.66% $0-$500 students 5,000 reduction) N/A (marketing) -increased parking availability In process

Public Transit Promotion All Mills students are required to pay a fee of approximately $50 per semester to receive an AC Transit EasyPass, which allows for unlimited ridership on all AC Transit lines, including routes to San Francisco. The BART train recently began a program in which colleges can purchase a discount for their students’ tickets. However, this program requires an upfront and ongoing cost to Mills that was not deemed worth an uncertain increase in BART ridership. Increased public transit usage can be encouraged through marketing and by advocating for more AC Transit lines to stop at Mills. Additionally, transportation emissions can be reduced by vocally supporting AC Transit’s proposed transition to a zero-emission fleet and BART’s proposed transition to zero emission trains.

Impact Estimate for Public Transit Promotion

Annual round trip Annual Annual SOV Trip GHG Cost Reduction Savings Savings Cost Additional Benefits Status

6.31 MTCDE -potential cost savings to (0.10% $0-$500 students 4,000 reduction) N/A (marketing) -increased parking availability In process

Biking While about half of the Mills community is interested in biking, only about one-tenth own a bicycle. Increased access to bicycles is thus recommended. Establishing a bikeshare program specific to Mills was investigated but deemed cost and resource prohibitive. The public Bay Area Bikeshare program, however, is in the process of expanding throughout Oakland over the next few years. Advocating for bikeshare stations near Mills through this program would allow Mills to take advantage of the entire Bay Area Bikeshare station network. An on- campus bicycle shop or co-op of some sort could also increase bike accessibility. Increased interest in biking should be cultivated with increased education in bike riding, safety, and repair in the form of workshops or courses in partnership with community organizations or through Mills staff and faculty. Improved bike lanes to Mills are under development through the LAMMPS Community-Based Transportation plan, a public-private partnership.11

Impact Estimate for Biking

11 http://www2.oaklandnet.com/government/o/PWA/o/EC/s/DGP/OAK026075 26

Annual round trip Annual Annual SOV Trip GHG Cost Reduction Savings Savings Cost Additional Benefits Status

6.31 MTCDE (0.10% -improved health of In 4,000 reduction) N/A $0-$500 (marketing) student riders process

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CAMPUS FLEET

Overview At 3%, the campus fleet contributes the least to Mills GHG emissions relative to other measured categories. The current campus fleet consists of about 50-55 vehicles for public safety, facilities, events, audiovisual, housing and athletics staff, many of which are trucks. In fiscal year 2016, the campus fleet used 14,615 gallons of fuel. The campus fleet also includes shuttles for the Mills shuttle program, which takes the Mills community to and from Oakland and UC Berkeley at no cost. The shuttle used 4,330 gallons of the total for the campus fleet. Golf carts are not included in this assessment - their electricity use is reflected in the electricity portion of the Mills emissions inventory.

Vehicle Efficiency The campus fleet consists of almost no hybrid vehicles, and no electric vehicles. When vehicles reach the end of their useful life, they should be replaced by more fuel-efficient vehicles, preferably hybrid rather than standard. Some vehicles, depending on their functions, may be suitable for an upgrade to all-electric. The larger the vehicle, the more frequently the vehicle would need to be recharged. Therefore, cars would be the most feasible to switch to all-electric. The Bay Area Air Quality Management District offers grants to subsidize all-electric vehicle purchases, and California offers additional rebates. Fleet fuel use can also be reduced by increased compliance with the campus no-idling policy.12

Impact Estimate for Vehicle Efficiency Annual Fuel Annual GHG Annual Cost Additional Savings Savings Savings Upfront Cost Benefits Status

39.92 MTCDE $0-$100,000 -reduced In 4,500 gallons (0.63% reduction) $10,350 premium (total) air pollution progress

Shuttle Efficiency The campus shuttles currently have fairly low fuel efficiency. At the end of these shuttles’ useful lives, they should be replaced by more fuel-efficient vehicles, preferably hybrid rather than standard. Current ranges available for electric shuttles do not meet the needs of the current shuttle route. If electric shuttle technology changes substantially in the near future, they could be considered for the Mills campus fleet. Alternatively, Mills could outsource its shuttle service to a company with fuel efficient shuttles. Because Mills would no longer own the vehicles, the emissions accounting would be shifted to the commuting section of the Mills emissions inventory. The shuttle route and scheduling could also be shifted to highest demand (E.g., Mills <-> UC Berkeley on weekday mornings and evenings) to reduce fuel use while maintaining or increasing ridership.

Impact Estimate for Shuttle Efficiency Annual Fuel Annual GHG Annual Cost Additional Savings Savings Savings Upfront Cost Benefits Status

17.74 MTCDE (0.28% $0-$300,000 -reduced air In 2,000 gallons reduction) $4,600 premium (total) pollution progress

12 https://www.mills.edu/student_services/safety_and_transportation/parking.php 28

AIR TRAVEL

Overview Air travel accounted for a relatively small portion of fiscal year 2016 emissions for Mills - 8%. Some level of air travel may always be necessary for the Mills community, but the goals of some of the current air travel could be met in more nearby locations, with less emissions-intensive travel methods, or by virtual interactions.

Air Travel Alternatives Promotion Mills encourages professional development activities to be local whenever possible. Mills could increase this encouragement by educating faculty and staff more on local professional development activities - for example, by providing a frequently updated directory. Furthermore, in the case of longer-distance travel, Mills could encourage and educate employees on alternatives to air travel and their benefits. Concur, the current travel booking online platform Mills uses, has the capability to show the GHG emissions associated with different travel options before an employee chooses which travel option to purchase. Mills could begin using this Concur offering.

Impact Estimate for Air Travel Alternatives Promotion Annual Annual GHG Cost Savings Savings Upfront Cost Additional Benefits Status

77.12 MTCDE -reduced air pollution (1.21% $0-$500 -increased awareness of professional reduction) $18,000 (marketing) development opportunities In progress

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OTHER MEASURES TO CONSIDER

In addition to the aforementioned recommended measures, there are additional potential measures that were suggested by the Mills community and require further investigation. They can be considered for implementation, and further discussed with the Mills community, after this investigation is completed. These measures include parking disincentives, cold water-only laundry facilities, monetary incentives for reducing energy savings, policies to promote faculty residing in closer proximity to campus, and replacing motorized lawn mowing with sheep grazing. A few of the potential measures are described in more detail below.

Parking Disincentives Mills has approximately 1,100 parking spaces which are designated for residents, commuters, staff/faculty, visitors, and/or special reserved parking. During the busiest times at Mills, parking can be difficult to find. Additional parking disincentives could increase the number of people choosing alternatives to driving to campus.

Shorter-term Parking Purchase Options Currently, parking permits can only be purchased via a one-time annual fee. This means that for the entire year, there is a sunk cost that can encourage more frequent driving. Options to purchase shorter-term parking permits may combat this incentive, including but not limited to semester-long parking permits or daily permits. Many colleges, including the College of Marin and SF State, offer a range of permit options including these and others such as monthly and hourly permits. A daily permit option can also be used to help incentivize carpooling, if carpoolers are offered a free daily permit. Offering additional permit options will require upfront investment in terms of updating the online system, along with additional operational needs for daily permit purchases such as a parking payment machine or a system for personnel to collect payment.

Increased parking fee: An increased parking fee could be used to fund programs that promote alternative transportation - such as the AC Transit EasyPass program - while also economically incentivizing the use of alternative transportation. Currently, Mills charges students and employees $50 per year for parking permits, significantly less than neighboring institutions. CSU East Bay charges students $260 for the academic year. San Jose State charges up to $384 for commuting students, $632 for residents and $840 for staff. UC Berkeley charges students $726 for the academic year, and faculty/staff $1,224 for the year. To ensure that such a fee does not present a financial hardship, a reduced parking permit fee can be offered for low-income students. Such a policy is currently in place for the Peralta Community College District.13

Visitor parking fee: Mills currently offers free visitor parking, which some members of the Mills community use in an attempt to avoid purchasing a parking permit. If daily permits and/or an increased parking fee were implemented, this would likely become more common. To address both this, and to encourage visitors to use alternative transportation, a visitor parking fee could be implemented. Waivers could be offered as needed for certain types of visitors or for certain events, such as commencement. Numerous campuses in the Bay Area charge for visitor parking, typically at the same rate that daily or hourly permits are offered to students, staff, and faculty, for example $1/hr at the College of San Mateo and $20/day at the University of San Francisco.

Prohibit first-year, on-campus undergraduate students from obtaining parking permits - Commuting without a car can be a major habitual shift for many students. By creating an environment in which students must seek out alternatives to car ownership, students learn about and become more comfortable with these alternatives, decreasing their chances of owning a car in the future - including when some of them become commuter

13 http://web.peralta.edu/admissions/fees/ 30

students. Since virtually all first-year students live on campus, this policy should not be a barrier to class attendance. Local colleges with first-year parking prohibitions include California College of the Arts14 and Stanford University.15 Such a prohibition should be implemented in combination with a car-sharing program (described in a subsequent section) so that first-years still have access to cars when needed. Furthermore, the prohibition should be implemented over the summer so that it doesn’t affect first-years who have already acquired a car.

Impact Estimate for Parking Disincentives Annual Annual Cost round trip Annual Savings SOV Trip GHG (Revenue Upfront Reduction Savings Generation) Cost Additional Benefits Status

-potential cost savings to students 156.80 $0-$100,000 -increased parking availability MTCDE depending on -increased student (2.46% changes to understanding of public Under 12,000 reduction) parking fees $2,000 transportation consideration

Utilizing Carbon Offsets for Air Travel There are a variety of organizations selling carbon offsets - essentially, the buyer is funding a project that will reduce GHG emissions, such as tree planting or renewable energy development. Purchasing carbon offsets for air travel is a particularly familiar and popular concept compared to purchasing carbon offsets for other goods and services, with individuals able to purchase carbon offsets through many airlines. Buyers can also choose to fund local projects - Bay Area specific carbon offsets exist, for example. Carbon offset purchasing is a feature Concur offers that is not currently utilized. Colleges such as Cornell, Wellesley, and University of Utah encourage air travel carbon offsets. It is recommended that Mills consider requiring, or offering as a voluntary choice, the purchase of carbon offsets for College-funded air travel. These carbon offsets could be used to fund Mills climate projects, as opposed to external projects. This would result in more cost savings, and more predictability, as carbon offset prices external to Mills might be volatile.

Impact Estimate for Utilizing Carbon Offsets Annual Annual GHG Cost Additional Savings Savings Annual Cost Benefits Status

116.12 MTCDE -reduced (1.82% air pollution reduction) $27,000 $0-$7,000 Idea stage

While not accounted for in our emissions inventory, there were also suggestions for increased recycling education, water use reduction, and other important sustainability initiatives.

14 https://www.cca.edu/students/handbook/parking 15 https://transportation.stanford.edu/parking/freshman-parking-policy 31

ACKNOWLEDGMENTS

This Climate Action Plan was developed with the help of members of the Mills Sustainability Committee, Energy Committee, and Transportation Committee, as well as members of the student group EarthCORPS, student Eco-Rep workers, and the ASMC. Many others not mentioned below provided valuable feedback as well. We are grateful for the College’s continued commitment to sustainability.

Jazmyne Bisquera, Eco-Rep Kristina Faul, Environmental Science Chair, Professor of Geochemistry and Environmental Geology Karen Fiene, Director of Construction, Compliance, and Sustainability Nicole Gaetjens, Sustainability Coordinator Phaedra Gauci, Housing Manager Mark Henderson, Environmental Studies Chair, Kathryn P. Hannam Associate Professor of Public Policy Hannah Horten, EarthCORPS Co-President Lena Liu, Eco-Rep Mike McBride, Chief Engineer Rachel Pignata, Energy Committee student representative Rebecca Robles, ASMC Sustainability Senator Sharon Tatai, Alumnae and former Board Trustee Amanda Wilson, Graduate Research Assistant Linda Zitzner, AVP Operations

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