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Yale’s Greenhouse Gas Reduction Commitment

Greenhouse Gas Reduction Strategy

We are pleased to announce the release of Yale’s 2009 Greenhouse Gas Reduction Strategy executive summary. Yale’s role as a leader in campus sustainability includes openly sharing the University’s progress toward achieving its greenhouse gas commitment to reduce emissions 43% below 2005 levels by 2020.  This summary illustrates Yale’s progress to date and outlines the University’s strategy for reaching its ambitious target.  It is hoped that by sharing our strategy to respond to climate change, Yale’s actions will lead to similar commitments by other institutions nationally and globally.

Greenhouse Gas Emissions Inventory

Yale's Greenhouse Gas Emissions Inventory, 2003-2008 is a comprehensive inventory that details emissions primarily for the FY 2003 - 2008 time period with an emphasis on greenhouse gas reductions made after Yale's reduction goal was set in 2005.

Find out more about :
Yale’s Greenhouse Gas Reduction Measures

Yale’s Greenhouse Gas Reduction Strategy: 2008

Yale’s Greenhouse Gas Reduction Strategy: 2007

Yale’s Greenhouse Gas Reduction Strategy: 2006

Yale's Commitment

Mitigating global climate change is recognized as one of the most pressing issues facing society today. Acknowledging its unique position to play a leadership role in addressing this global challenge, Yale University is committed to a greenhouse gas reduction target of 43% below 2005 levels by 2020.

Yale University has established a fifteen-year strategic plan to take responsibility for its emissions and will focus on reducing emissions through a combination of increasing the efficiency of on-campus energy production and distribution, energy conservation, on-site renewable energy resources, and sustainable standards for new construction and large renovations.

History of Yale’s Climate Commitment

In the fall of 2004 the Yale Energy Task Force, a university-wide committee with staff, faculty and student representation, was convened to develop a set of recommendations to guide the University towards a comprehensive energy policy leading to reduced energy demand, production and greenhouse gas emissions.  After taking into account Yale’s daily energy demands, projected institutional growth, availability of clean and renewable energy technologies, local, regional, national and international greenhouse gas reduction initiatives and opportunities to promote energy conservation, the Yale Energy Task Force recommended setting an aggressive target for reducing the University’s greenhouse gas emissions.  In 2005 the University’s Officers adopted the Task Force’s recommendation to commit to a campus-wide greenhouse gas reduction target of 10% below 1990 levels by 2020 - a 43% reduction from 2005 levels. 

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What’s Included?

Yale’s 2005 greenhouse gas reduction goal included two on-campus power plants and purchased electricity at both the main and medical campuses. Since adoption of the greenhouse gas target, Yale has now incorporated into this effort the recently acquired West campus – the former Bayer Healthcare Complex, a 136 acre campus comprised of 1.6 million square feet of laboratories, offices and warehouse space. Our current target does not include the emissions from Yale’s fleet, embodied energy in purchased products and services, employee commuting or university related travel, though some of this is under analysis for 2009.

Based on guidance from the Greenhouse Gas Protocol, Yale’s emissions can be divided into three categories called “scopes” depending on the university’s level of control over the source activities.  The three scopes of emissions are defined as:


Scope 1- direct emissions from sources owned or controlled by the university and includes emissions from mobile combustion, stationary combustion, process emissions, and fugitive emissions;

Scope 2- indirect emissions from purchased electricity and purchased cogeneration for heating or chilled water; and

Scope 3- indirect emissions from all other sources that occur as result of university operations but occur from sources not owned or controlled by the university.

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Scope Description of Yale Emissions Sources
EMISSIONS INCLUDED IN GOAL MONITORING:
Scope 1 Yale power plant emissions generated from the production of steam, chilled water and electricity to supply Yale Buildings
Scope 1 Yale School of Medicine leased space (646,000 GSF)
Scope 2 Electricity purchased from the grid and passing through the Yale power plants
Scope 2 West Campus: 1,607,000 GSF complex purchased by Yale in October 2007 from Bayer Pharmaceuticals
EMISSIONS NOT CURRENTLY INCLUDED:
Scope 1 University fleet emissions
Scope 2 Fuel purchases for on and off campus buildings that are not connected to the Yale power plants
Scope 3 Employee air travel
Scope 3 Employee commuting
Scope 3 Embodied energy in purchased products and services

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Developing a Climate Action Plan

Developing a climate action plan is essential to achieving meaningful greenhouse gas reductions. While every university is unique and there is not a set formula for developing a climate action plan for emission reductions, we feel it is important that Yale share its experience developing a comprehensive plan and goal for reducing emissions.  Outlined below are the key elements for creating an effective climate action plan.

Energy Task Force or Committee

Developing an effective climate action plan requires involving university stakeholders to participate in the assessment process, goal setting and strategy development.  Inviting key staff, faculty and students to participate in the process allows for a diverse range of viewpoints, expertise, and direct ownership of the recommendations that emerge.

In 2004, the Yale office of Sustainability invited key faculty, staff and students to participate in an Energy Task Force, chaired by the Associate Vice President of Facilities and Operations.  The Energy Task Force was responsible for making recommendations and taking action on issues that related to energy production, procurement, demand, emission reduction and conservation.  The work of the Energy Task Force was essential to developing Yale’s greenhouse gas commitment and reduction strategy.  For further information see the Energy Task Force Charter.


Determine Scope of Boundaries and Completing a GHG Inventory

Determining the scope of boundaries in which the university is taking responsibility for carbon emissions is not easy, but a necessary element.  This step is critical for completing a comprehensive inventory of campus emissions. The main sources of emissions at a university typically fall into one of three scopes: Scope 1 – Direct emissions from on-campus heating and cooling and vehicle fleet; Scope 2 – Indirect emissions from purchased electricity and steam; and Scope 3 – All other indirect emissions such as commuting, air travel, recycling and waste disposal, food, embodied energy of goods and services and construction.

Scope 1, 2 & 3 Emission Sources

Source: Greenhouse Gas Protocol

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Completing an inventory of scope 1 and 2 emissions is typically straight forward; however scope 3 emissions can be much more difficult.  One entity’s scope 3 emissions may be another’s scope 1 emissions, thus determining a direct line of responsibility for those emissions is not clear.  A thorough discussion and analysis of what should or should not be included in an institutions greenhouse gas accounting is important.  Further, once the scopes of boundaries are determined, transparency regarding your scope of emissions is critical.

Included in Yale’s greenhouse gas reduction target are scope 1 and 2 emissions sources (for further information regarding Yale’s scope of emissions click here).  Scope 3 sources are not currently included in the University’s emission reduction goal, though they are under analysis.

Once the boundary of emissions has been set it is time to complete an emissions inventory.  A greenhouse gas emissions inventory accounts for the amounts and sources of greenhouse gas emissions attributable to the institutions existence and operations.  Accounting for your emissions provides you with the necessary information to develop a target reduction goal and strategies for reaching that goal.

An institution can develop its own inventory calculator or select an existing one currently used by other universities or businesses.  Two of the most commonly used calculators are the Climate Registry, the Greenhouse Gas Protocol: Corporate Accounting and Reporting Standard, and Clean Air-Cool Planet’s Campus Carbon Calculator.

Yale has chosen to use Clean Air-Cool Planet’s Campus Carbon Calculator to complete its greenhouse gas inventory.  This Excel-based emissions calculator was specifically designed for universities and allows us to consistently compare our emissions with other universities.

Setting a Target and Developing a GHG Reduction Strategy

Once an inventory of emissions has been completed the next step involves setting a GHG reduction target, timeline and a strategy for reaching the goal.  Setting a formal emissions reduction target reinforces the university’s commitment to climate action and introduces a level of accountability that encourages campus-wide participation and engagement in achieving the goal.

In 2005, Yale’s Energy Task Force presented University Officers a set of recommendations that included a goal to reduce the University’s emissions by 10% below 1990 levels by 2020.  This target was consistent with similar commitments made by the Connecticut State Legislature and the New England Governors and Eastern Canadian Premiers Climate Action Plan.  Following a thorough review and analysis, University Offices adopted the Task Force’s key recommendations and announced Yale’s commitment to reduce its greenhouse gas emissions.

Setting a strategy for achieving your climate reduction goal is essential for developing a successful climate action plan. Following the hierarchy of carbon management concept will guide you in prioritizing actions that the have the most transformative and lasting impact in reducing carbon emissions (see illustration below developed by the Forum for the Future).  The carbon management hierarchy focuses on avoiding emissions through developing alternative operations or activities, reducing emissions through increased efficiency, and replacing carbon intensive energy sources with low or zero carbon alternatives.  Purchasing Renewable Energy Certificates (RECs) or carbon offsets is at the bottom of the hierarchy as it does not directly reduce an organization’s carbon emissions.

Source: Forum for the Future

In addition to using the hierarchy of carbon management, energy conservation and renewable energy projects at Yale that require significant capital investment are evaluated on the basis of “resulting carbon reduction per operating dollar incurred.”  Projects yielding the largest return are undertaken first so that emission reductions can be achieved as efficiently as possible.

Communications and Transparency

A key element to the success of your climate action plan includes communicating your actions in a transparent way. In an effort to openly share its reduction strategy and progress to date Yale annually releases an executive summary outlining the university progress toward achieving its greenhouse gas reduction goal. Furthermore, Yale actively engages with peer institutions to explore best practices for reporting on greenhouse gas emissions through an open exchange of our climate action plan and strategies.

Additional Resources for Developing a Climate Action Plan

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Climate Change & the Office of the President

Yale University’s President, Richard C. Levin, is actively supportive of the University’s commitment to reduce its greenhouse gas emissions. In his statement announcing the University’s greenhouse gas commitment in 2005, President Levin stated,

“Yale recognizes the need to respond to and prepare for the unprecedented circumstances that we face with respect to energy production, consumption, and related carbon emissions. As an institution, Yale is committed to becoming a model university that prepares its students for facing the pressing environmental conditions and taking a leadership role amongst higher education institutions to respond to the energy challenge.”


President Levin has taken a leadership role encouraging national and international dialogue to address climate change by speaking about this pressing issue at forums and events ranging from the World Economic Forum to testifying before the Senate Committee on Environment and Public Works to the Yale 2008 Baccalaureate Address.

Executive Summary 2006 & 2007