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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 current emissions Recommended Measures

% GHG Reduction

Additional Benefits (Excerpt) Base Cost

Annual Savings

Simple Payback (Yrs)

Natural Gas 41%

Behavior Change 2% water conservation $500 $24,300 0

Improve Insulation 2% increased occupant comfort $70,000 $26,000 3

Upgrade Boilers 2% reduced maintenance $500,000 $27,000 19

Solar Hot Water 6% increased disaster preparedness $1,600,000 $130,000 12

Total 11% $2,170,500 $207,300 10

Electricity 20%

Advocate for 100% renewable grid 20% local jobs $0 $0 0

Behavior Change 0.2%

improved environmental awareness $4,600 $9,000 1

Equipment Upgrades 0.2% reduced maintenance $67,000 $10,000 7

Computer Hibernation Software 0.4%

improved computer life $15,000 $18,000 1

Lighting Upgrades 5% improved safety $2,600,000 $250,000 10

Solar Electricity

increased disaster preparedness $870,000 $67,457 13

Total 20% (max)

$0-$3,500,000

$0-$350,000 0-10

Electricity & Natural Gas

Heating, Ventilation, Air Conditioning (HVAC) equipment upgrades 0.8%

improved occupant comfort $290,000 $35,000 8

Commuting 28%

Decrease Commuting Requirements 2% increased flexibility $0 $0 N/A

Promote low / zero emissions vehicles 1%

improved air quality $0 $0 N/A

Promote carsharing 1% increased mobility $0 $0 N/A

Promote carpooling 1% increased parking $500 $0 N/A

Promote public transit 1% potential rider $ savings $500 $0 N/A

Promote biking 0.4% improved health $500 $0 N/A

Total 6% $1,500 $0 N/A

Campus Fleet 3%

Replace all vehicles w/ more efficient ones at end of life 1%

improved air quality

$0-$400,000 premium $15,000 0-27

Air Travel 8% Promote local travel 1%

reduced air pollution $500 $18,000 0

Grand Total 40% $2.5-6.4mil $275-625k 9-10

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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

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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

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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

OR

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.

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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

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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

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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

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Annual Energy

Savings

Annual GHG

Savings

Annual Cost

Savings Upfront Cost

Simple

Payback

Additional

Benefits Status

18,000 therms

95.58 MTCDE

(1.50% reduction) $24,300

$0-500

(marketing)

Less than

1yr

-water

conservation

In

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

Energy

Savings

Annual

GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

19,406

therms

103.05

MTCDE

(1.62%

reduction) $26,198 $69,387 2-3yrs

-increased occupancy

comfort

-increased preparedness

in power outage

PG&E audit

completed. Determine

whether demolition

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.

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Impact Estimate for Boiler Upgrades

Annual Energy

Savings

Annual GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback

Additional

Benefits Status

20,000 therms

106.2 MTCDE

(1.67% reduction) $27,000 $500,000 18 -19yrs

-increased

performance

reliability

Need to get

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

Facility

Annual

Energy

Savings

Annual GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

Payback

Additional

Benefits Status

Orchard

Meadow

and Olney

14,908

therms

79.16 MTCDE

(1.24%

reduction) $25,157 $406,230 16yrs

-increased

preparednes

s during

power

outage

-decreased

volatility in

future energy

costs

Vendor

Proposals

Rothwell

4,164

therms

22.11 MTCDE

(0.43%

reduction) $5,535 $89,370 16yrs

Vendor

Proposal

Ethel

Moore and

Mary Morse

31,200

therms

165.67 MTCDE

(3.24%

reduction) $52,650 $710,000 13-14yrs

Proposal

needed

Founders

21,624

therms

114.82 MTCDE

(2.24%

reduction) $36,490 $305,000 8yrs

Proposal

needed

Aquatics

5,861

therms

31.12 MTCDE

(0.61%

reduction) $9,890 $128,315 13yrs

Vendor

Proposal

Total

76,873

therms

408.19 MTCDE

(6.41%

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

17

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

Energy

Savings

Annual GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

payback Additional Benefits Status

60,000kWh

12.12 MTCDE

(0.19% reduction) $ 9,000 $ 4,600

Less

than 1yr

-increased environmental

awareness of students

In

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

Savings

Annual GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

13,058kWh

2.64 MTCDE

(0.04%

reduction) $1,959 $9,600 5yrs

-better food quality

-increased food service

efficiency

3rd party

audit

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

18

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

Savings

Annual GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

41,657 kWh

8.41 MTCDE

(0.13%

reduction) $ 6,250 $ 10,155 1-2yrs

Operate pool with newer

equipment, farther from

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

Savings

Annual GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

14,375 kWh

2.90 MTCDE

(0.05%

reduction) $1,992 $47,244 21-22yrs

-improved data

security from fire and

flooding

Vendor

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

Energy

Savings

Annual GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

122,000 kWh

24.64 MTCDE

(0.39% reduction) $18,300 $ 15,000

Less

than 1yr

-potentially increased

lifetime of computers

Vendor

proposal

Recommended Financing Strategy: The annual cost savings exceeds cost. Therefore, it is recommended that

the project is funded with existing budget.

19

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

Savings

Annual GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback

Additional

Benefits Status

116,910 kWh

23.62 MTCDE

(0.37%

reduction) $ 17,536 $ 88,285 5yrs

-improved

outdoor visibility

-improved safety

In

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

Energy

Savings

Annual

GHG

Savings

Annual Cost

Savings

Upfront

Cost

Simple

Payback Additional Benefits Status

1,415,000

kWh

285.83

MTCDE

(4.49%

reduction) $ 232,000 $2,500,000 10-11yrs

-improved occupant

productivity & comfort

-improved safety (no

mercury in LEDs)

In

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

20

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

Facility

Annual

Energy

Savings

Annual GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

Payback

Additional

Benefits Status

CPM

145,369

kWh

29.36 MTCDE

(0.46%

reduction) $21,805 $279,560 13yrs

-increased

preparedness

during power

outage

-decreased

volatility in

future energy

costs

Vendor

Proposal

Lokey

Graduate

School

44,063

kWh

8.90 MTCDE

(0.14%

reduction) $6,609 $108,750 16-17yrs

Vendor

Proposal

Lucie Stern

84,416

kWh

17.05 MTCDE

(0.27%

reduction) $12,662 $155,440 12-13yrs

Vendor

Proposal

Olin Library

175,867

kWh

35.53 MTCDE

(0.56%

reduction) $26,380 $326,250 12-13yrs

Vendor

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

Facility

Annual

GHG

Savings

Annual

Cost

Savings

Upfront

Cost

Simple

Payback

Additional

Benefits Status

21

Annual

Energy

Savings

Olney/Orchard

Meadow

191,96

kWh

29.36

MTCDE

(0.46%

reduction) $28,795 $403,680 14yrs

-increased

preparedness

during power

outage

-decreased

volatility in

future energy

costs

Vendor

Proposal

Rothwell

90,460

kWh

18.27

MTCDE

(0.29%

reduction) $13,569 $186,470 13-14yrs

Vendor

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.

22

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

Energy

Savings

Annual

GHG

Savings

Annual

Cost

Savings Upfront Cost

Simple

Payback Additional Benefits Status

230,287

kWh

& 840

therms

50.98

MTCDE

(0.80%

reduction) $34,549 $276,000 8yrs

-improved preservation of

library materials

-improved air quality

-decreased O&M

Grant

applied

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.

23

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

24

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

SOV Trip

Reduction

Annual

GHG

Savings

Annual Cost

Savings

Upfront

Cost Additional Benefits Status

12,000

156.79

MTCDE

(2.46%

reduction) N/A $0

-potential cost savings and

increased enrollment of

students

-employee benefit

-increased parking availability

Under

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

SOV Trip

Reduction

Annual

GHG

Savings

Annual Cost

Savings

Upfront

Cost Additional Benefits Status

N/A

52.27

MTCDE

(0.82%

reduction) N/A $0

-student/employee benefit

offering

-improved air quality

Under

consideration

Car-share

25

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

SOV Trip

Reduction

Annual

GHG

Savings

Annual

Cost

Savings Cost Additional Benefits Status

7,000

11.04

MTCDE

(0.93%

reduction) N/A

$0-$500

(marketing)

-potential cost savings to students

-increased parking availability

-easier access to vehicles for all,

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

26

Annual

round trip

SOV Trip

Reduction

Annual

GHG

Savings

Annual

Cost

Savings Cost Additional Benefits Status

5,000

7.89

MTCDE

(0.66%

reduction) N/A

$0-$500

(marketing)

-potential cost savings to

students

-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

SOV Trip

Reduction

Annual

GHG

Savings

Annual

Cost

Savings Cost Additional Benefits Status

4,000

6.31

MTCDE

(0.10%

reduction) N/A

$0-$500

(marketing)

-potential cost savings to

students

-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

27

Annual

round trip

SOV Trip

Reduction

Annual

GHG

Savings

Annual

Cost

Savings Cost Additional Benefits Status

4,000

6.31

MTCDE

(0.10%

reduction) N/A $0-$500 (marketing)

-improved health of

student riders

In

process

28

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

Savings

Annual GHG

Savings

Annual Cost

Savings Upfront Cost

Additional

Benefits Status

4,500 gallons

39.92 MTCDE

(0.63% reduction) $10,350

$0-$100,000

premium (total)

-reduced

air pollution

In

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

Savings

Annual GHG

Savings

Annual Cost

Savings Upfront Cost

Additional

Benefits Status

2,000 gallons

17.74 MTCDE

(0.28%

reduction) $4,600

$0-$300,000

premium (total)

-reduced air

pollution

In

progress

12

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

29

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 GHG

Savings

Annual

Cost

Savings Upfront Cost Additional Benefits Status

77.12 MTCDE

(1.21%

reduction) $18,000

$0-$500

(marketing)

-reduced air pollution

-increased awareness of professional

development opportunities In progress

30

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/

31

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

round trip

SOV Trip

Reduction

Annual

GHG

Savings

Annual Cost

Savings

(Revenue

Generation)

Upfront

Cost Additional Benefits Status

12,000

156.80

MTCDE

(2.46%

reduction)

$0-$100,000

depending on

changes to

parking fees $2,000

-potential cost savings to

students

-increased parking availability

-increased student

understanding of public

transportation

Under

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 GHG

Savings

Annual

Cost

Savings Annual Cost

Additional

Benefits Status

116.12 MTCDE

(1.82%

reduction) $27,000 $0-$7,000

-reduced

air pollution

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

32

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