@prefix vivo: . @prefix edm: . @prefix ns0: . @prefix dcterms: . @prefix skos: . vivo:departmentOrSchool "Other UBC"@en ; edm:dataProvider "DSpace"@en ; ns0:degreeCampus "UBCV"@en ; dcterms:contributor "University of British Columbia. Sustainability Office"@en ; dcterms:creator "Bisceglia, Lorenzo"@en, "Wang, Vivien"@en, "Wang, Dawei"@en, "Turco, Giulia"@en, "Wilson, Carlene"@en ; dcterms:issued "2017-10-11T21:17:28Z"@en, "2017-03-26"@en ; dcterms:description """In January 2017, Cloud9 Consulting was approached by UBC Building Operations (Building Ops) to devise a plan to reach the emission target goals set out by the Climate Action Plan. The brief given was: How should UBC create a significantly more efficient and cost effective fleet of vehicles, while simultaneously dramatically reducing fleet vehicle greenhouse gas emissions? ABOUT THE CLIENT UBC Building Ops is the on-campus maintenance organization who manages a large fleet of vehicles for the campus. Through partnerships and economies of scale, the organization is able to achieve low costs for vehicles, fuel and maintenance services. UBC Building Ops has reduced emissions by 45% since 2007, though they have a ways to go to hit their targets for the future. Most importantly, 54% of all campus vehicles are owned outside of the organization, making hitting future targets more challenging. The largest issue Building Ops is facing currently, is that not all faculties within UBC share the same vision on reaching the emissions targets. Even if they did, Building Ops has no way to monitor their progress as many of their vehicles are outside the organization’s fleet. This main problem leads to three major symptoms, which include: 1. Emissions per vehicle still remain too high 2. Too many UBC-owned vehicles are on campus 3. Internal operations are not optimized for campus Cloud9 has executed primary and secondary research in order to provide recommendations for Building Ops moving forward. ANALYSIS AND RECOMMENDATIONS All recommendations by Cloud9 will be focusing on the 2050 goal of zero emissions. Though the 2020 benchmark is much sooner, Cloud9 has discovered that costs associated with focusing on two separate goals will be much higher than focusing on the second of the two. With the recommendations in place for 2050, 2020 goals will simultaneously be achieved. Building Ops is not yet in a position to fully centralize all vehicles on UBC, mainly, because there are departments who are opposed to joining, despite the clear data on costs savings and the benefit associated with the centralized fleet. Cloud9 initially considered an incentive program or cap and trade to either incentivise or nudge the faculties into joining, though we quickly understood that this may be seen as coercion and may not be adopted fondly by the faculties. That being said, our recommendations are built around the non-member faculties owning their own car, though attempting to create a shared values with Building Ops to achieve the emission targets. Recommendation alternatives were evaluated based on their ability to lower the symptoms outlined above, and include their ability to: 1. Lower greenhouse gas emissions 2. Reduce fleet size 3. Optimization of the Building Ops system After careful consideration and analysis, the three recommendations are as follows: 1. Remove fossil fuel vehicles and collect data 2. Reduce fleet size 3. Optimize campus operations Though these are lofty goals, Cloud9 has outlined tactics to make each recommendation realistic and ready to be implemented. Recommendation 1: Remove fossil fuel vehicles and collect data Recommendation one is built around government subsidized programs to incentivise car owners to trade in their vehicle for a clean energy vehicle. Using these governmental programs in junction with a Building Ops subsidy should be enough of an incentive for faculties to switch out their vehicles. The only request from Building Ops, would be that the faculty insert a telematics device in their car for solely the purpose of data collection. This recommendation will work because it is enough of an incentive to sway the faculties to move to non-GHG emitting vehicles, while Building Ops has slightly more control over the vehicles that are not associated with Building Ops. The data collected will be used to further improve the system moving forward. Recommendation 2: Reduce fleet size There is a binding constraint to fully electrifying all on-campus vehicles, and that is the lack of infrastructure to support it (charging stations, power, etc.). Our second recommendation is the introduction of Veemo bikes by Velometro. Unlike other bike sharing programs such as Mobi, Veemo provides a car-like experience using solar panels on the roof to generate electricity. Veemo’s enclosed, electric-assist and three-wheeled vehicle is regulated as a bicycle. These bikes have the ability to replace vehicles for small, nearby jobs. Veemo is already partnered with UBC to conduct a test run of the bikes Spring 2017. Building Ops shouldn’t have a problem receiving a few vehicles to add to their fleet on a test-basis. Recommendation 3: Optimize campus operations Our last recommendation focuses on long-term costs. Cloud9 recommends Building Ops take the data collected from our first recommendation, and use it to create a centralized deployment application to improve efficiency. Building Ops currently function with 9 different platforms, this program will reduce the need of an employee to manage and deploy the vehicles. Cloud9 takes these strategies and tactics into further depth in this report. This plan lays the groundwork to reach UBC’s 2050 goal of zero emissions, as well as key metrics and change management. Disclaimer: “UBC SEEDS provides students with the opportunity to share the findings of their studies, as well as their opinions, conclusions and recommendations with the UBC community. The reader should bear in mind that this is a student project/report and is not an official document of UBC. Furthermore readers should bear in mind that these reports may not reflect the current status of activities at UBC. We urge you to contact the research persons mentioned in a report or the SEEDS Coordinator about the current status of the subject matter of a project/report.”"""@en ; edm:aggregatedCHO "https://circle.library.ubc.ca/rest/handle/2429/63258?expand=metadata"@en ; skos:note " UBC Social Ecological Economic Development Studies (SEEDS) Student ReportCarlene Wilson, Dawei Wang, Giulia Turco, Lorenzo Bisceglia, Vivien WangPrepared for: UBC Building OperationsCOMM 486MMarch 26, 2017University of British Columbia Disclaimer: “UBC SEEDS Program provides students with the opportunity to share the findings of their studies, as well as their opinions, conclusions and recommendations with the UBC community. The reader should bear in mind that this is a student project/report and is not an official document of UBC. Furthermore readers should bear in mind that these reports may not reflect the current status of activities at UBC. We urge you to contact the research persons mentioned in a report or a SEEDS team representative about the current status of the subject matter of a project/report”.EXECUTIVE​ ​SUMMARY In January 2017, Cloud9 Consulting was approached by UBC Building Operations (Building Ops) to devise a plan to reach the emission target goals set out by the Climate Action Plan. The brief given was: How should UBC create a significantly more efficient and cost effective fleet of vehicles, while simultaneously dramatically reducing fleet vehicle greenhouse gas emissions? ABOUT​ ​THE​ ​CLIENT UBC Building Ops is the on-campus maintenance organization who manages a large fleet of vehicles for the campus. Through partnerships and economies of scale, the organization is able to achieve low costs for vehicles, fuel and maintenance services. UBC Building Ops has reduced emissions by 45% since 2007, though they have a ways to go to hit their targets for the future. Most importantly, 54% of all campus vehicles are owned outside of the organization,​ ​making​ ​hitting​ ​future​ ​targets​ ​more​ ​challenging. The largest issue Building Ops is facing currently, is that not all faculties within UBC share the same vision on reaching the emissions targets. Even if they did, Building Ops has no way to monitor their progress as many of their vehicles are outside the organization’s fleet. This​ ​main​ ​problem​ ​leads​ ​to​ ​three​ ​major​ ​symptoms,​ ​which​ ​include: 1. Emissions​ ​per​ ​vehicle​ ​still​ ​remain​ ​too​ ​high2. Too​ ​many​ ​UBC-owned​ ​vehicles​ ​are​ ​on​ ​campus3. Internal​ ​operations​ ​are​ ​not​ ​optimized​ ​for​ ​campusCloud9 has executed primary and secondary research in order to provide recommendations for​ ​Building​ ​Ops​ ​moving​ ​forward. ANALYSIS​ ​AND​ ​RECOMMENDATIONS All recommendations by Cloud9 will be focusing on the 2050 goal of zero emissions. Though the 2020 benchmark is much sooner, Cloud9 has discovered that costs associated with focusing on two separate goals will be much higher than focusing on the second of the two. With​ ​the​ ​recommendations​ ​in​ ​place​ ​for​ ​2050,​ ​2020​ ​goals​ ​will​ ​simultaneously​ ​be​ ​achieved. Building Ops is not yet in a position to fully centralize all vehicles on UBC, mainly, because there are departments who are opposed to joining, despite the clear data on costs savings and the benefit associated with the centralized fleet. Cloud9 initially considered an incentive program or cap and trade to either incentivise or nudge the faculties into joining, though we quickly understood that this may be seen as coercion and may not be adopted fondly by the faculties. That being said, our recommendations are built around the non-member faculties owning their own car, though attempting to create a shared values with Building Ops to achieve​ ​the​ ​emission​ ​targets. Recommendation alternatives were evaluated based on their ability to lower the symptoms outlined​ ​above,​ ​and​ ​include​ ​their​ ​ability​ ​to: 1. Lower​ ​greenhouse​ ​gas​ ​emissions1 2. Reduce​ ​fleet​ ​size3. Optimization​ ​of​ ​the​ ​Building​ ​Ops​ ​systemAfter​ ​careful​ ​consideration​ ​and​ ​analysis,​ ​the​ ​three​ ​recommendations​ ​are​ ​as​ ​follows: 1. Remove​ ​fossil​ ​fuel​ ​vehicles​ ​and​ ​collect​ ​data2. Reduce​ ​fleet​ ​size3. Optimize​ ​campus​ ​operationsThough these are lofty goals, Cloud9 has outlined tactics to make each recommendation realistic​ ​and​ ​ready​ ​to​ ​be​ ​implemented. Recommendation​ ​1:​ ​Remove​ ​fossil​ ​fuel​ ​vehicles​ ​and​ ​collect​ ​data Recommendation one is built around government subsidized programs to incentivise car owners to trade in their vehicle for a clean energy vehicle. Using these governmental programs in junction with a Building Ops subsidy should be enough of an incentive for faculties to switch out their vehicles. The only request from Building Ops, would be that the faculty insert a telematics device in their car for solely the purpose of data collection. This recommendation will work because it is enough of an incentive to sway the faculties to move to non-GHG emitting vehicles, while Building Ops has slightly more control over the vehicles that are not associated with Building Ops. The data collected will be used to further improve the​ ​system​ ​moving​ ​forward. Recommendation​ ​2:​ ​Reduce​ ​fleet​ ​size There is a binding constraint to fully electrifying all on-campus vehicles, and that is the lack of infrastructure to support it (charging stations, power, etc.). Our second recommendation is the introduction of Veemo bikes by Velometro. Unlike other bike sharing programs such as Mobi, Veemo provides a car-like experience using solar panels on the roof to generate electricity. Veemo’s enclosed, electric-assist and three-wheeled vehicle is regulated as a bicycle.​ ​These​ ​bikes​ ​have​ ​the​ ​ability​ ​to​ ​replace​ ​vehicles​ ​for​ ​small,​ ​nearby​ ​jobs. Veemo is already partnered with UBC to conduct a test run of the bikes Spring 2017. Building Ops shouldn’t have a problem receiving a few vehicles to add to their fleet on a test-basis. Recommendation​ ​3:​ ​Optimize​ ​campus​ ​operations Our last recommendation focuses on long-term costs. Cloud9 recommends Building Ops take the data collected from our first recommendation, and use it to create a centralized deployment application to improve efficiency. Building Ops currently function with 9 different platforms, this program will reduce the need of an employee to manage and deploy the vehicles. Cloud9 takes these strategies and tactics into further depth in this report. This plan lays the groundwork to reach UBC’s 2050 goal of zero emissions, as well as key metrics and change management. 2 We are a team of innovative and capable students with an array of knowledge in different areas.​ ​All​ ​5​ ​consultants​ ​are​ ​BCom​ ​candidates​ ​at​ ​the​ ​Sauder​ ​School​ ​of​ ​Business. ● Lorenzo ​has experience in project management and strategic implementation, with his most recent job being in a data integration role to facilitate a B2B customer segmentation.● Vivien ​has a focus on business operations. Through case studies and work experience, Vivien has become excellent at reviewing business operations and identifying​ ​key​ ​drivers​ ​for​ ​operations​ ​improvements.● Dawei ​has worked in various business development and financial analyst roles, from the agency side of advertising, to strategic consulting in Ethiopia, to analyst positions in​ ​banking.● Giulia ​has three years of experience in public relations where she has perfected her communication and strategic thinking. Giulia has an array of experience within the business development aspect of PR, and her experience includes crafting and developed a strategy for a large retailer’s expansion throughout Canada, relationships​ ​with​ ​the​ ​media​ ​and​ ​influentials,​ ​and​ ​managing​ ​of​ ​projects.● Carlene ​is heavily involved with UBC’s Human Resource Management Club, where she organizes and plans events for fellow students. She has a Diploma in Accounting from Douglas College, and has three years of experience working as a Jr. Accounts Payable​ ​Specialists.3 Prior to developing a strategy, Cloud9 completed a thorough strategic analysis of Building Ops’ current system. A SWOT analysis is a useful tool to create goals and metrics based on Building Ops’ current status. ​From the findings, Building Ops has achieved low fuel and maintenance costs for their vehicles managed under their fleet. They are also a charter member of the E3 fleet program and have received a platinum rating. This shows that they are optimizing and performing to their fullest potential. One of their weaknesses is, that although they have been able to efficiently control and manage their own fleet, there are many departments that haven’t joined forces with them. Having a centralized unicen system is detrimental to achieving their long-term goal of reducing emissions by 2050. The technology industry is growing, and Cloud see this as both an opportunity and a threat. Advancing technology could be an opportunistic for Building Ops, but there is no way of knowing​ ​for​ ​sure. Please​ ​see​ ​a​ ​more​ ​detailed​ ​SWOT​ ​in​ ​Appendix​ ​24.4 Building Ops’ Big Hairy Audacious Goal (BHAG) is to reduce GHG emissions by 66% by 2020 and 100% by 2050, as per the 2007 baseline. To date, Building Ops has achieved transportation-based reductions of around 45%. To reduce GHG emissions, there are 3 main levers​ ​that​ ​can​ ​be​ ​pulled: 1.​ ​Reducing​ ​average​ ​fuel​ ​consumption​ ​of​ ​the​ ​fleet;2.​ ​Reducing​ ​the​ ​number​ ​of​ ​kilometers​ ​driven​ ​per​ ​vehicle;​ ​and3.​ ​Reducing​ ​the​ ​total​ ​number​ ​of​ ​vehicles​ ​being​ ​driven.In order to achieve 0% emissions, one or all of these components must reach zero. It’s impossible for the number of kilometers driven to reach zero, and the number of vehicles to reach zero. So, in order to meet its 2050 goals, Building Ops must eliminate fossil fuels from its​ ​fleet.​ ​Building​ ​Ops​ ​can​ ​best​ ​meet​ ​its​ ​goals​ ​by​ ​doing​ ​the​ ​following: 1.​ ​Minimize​ ​the​ ​distance​ ​driven;2.​ ​Minimize​ ​the​ ​number​ ​of​ ​vehicles​ ​in​ ​the​ ​fleet;​ ​and3.​ ​Completely​ ​eliminate​ ​fossil​ ​fuels​ ​from​ ​the​ ​fleet.As discussed in the SWOT Analysis, Building Ops has already highly optimized its fleet with currently-available technology. It’s assumed and expected that Building Ops will continue to monitor and optimize its fleet (with the help of ARI) as EVs become a more viable option, but we can only expect very modest returns in the near future. In order to continue to make progress towards its GHG emissions goals, Building Ops should look outside its own fleet. Specifically,​ ​Building​ ​Ops’​ ​should​ ​target​ ​the​ ​54%​ ​of​ ​vehicles​ ​owned​ ​by​ ​other​ ​faculties. While we have discussed the 2050 goal, we have so far ignored the intermediate 2020 goal of 66% reductions. Ideally, it would be possible to reach both goals through the same strategy, however we recognize that achieving an additional 20% of reductions in the next year is a near-impossible task. Furthermore, it should be noted that the targets of 66% reductions apply to the campus as a whole, and not to each individual department such as Fleet Management. While it would be great for each department to arrive at the goal by 2020, it may result in undue inefficiency and greenwashing for Building Ops to get there in time. Therefore we are not ignoring the 66% goal, but we are highlighting that it will be incidentally be met on our way to achieving 100% reductions. We expect to incidentally meet the​ ​66%​ ​reduction​ ​goal​ ​by​ ​2025,​ ​but​ ​we​ ​will​ ​primarily​ ​be​ ​focussing​ ​on​ ​the​ ​strategy​ ​for​ ​2050. 5 Based on our analysis, the 54% of faculty-owned cars are the next clear opportunity Building Ops should explore. Based on information given by the client, Building Ops offers the following​ ​benefits​ ​to​ ​prospective​ ​customers​ ​such​ ​as​ ​faculties: 1. Discounts​ ​on​ ​fuel​ ​(e.g.​ ​2016​ ​Gasoline​ ​Average:​ ​$1.0935/L);2. Maintenance​ ​discounts​ ​(Hourly​ ​Garage​ ​Rates:​ ​~$65​ ​vs.​ ​$120)​ ​and​ ​convenience;3. Discounts​ ​on​ ​vehicle​ ​acquisition;4. Assistance​ ​with​ ​salvage​ ​and​ ​disposal;​ ​and5. Guidance​ ​on​ ​maximizing​ ​life​ ​cycle​ ​value.Currently, some groups reach out to Building Ops for advice and guidance, but fleet decisions are decentralized overall. Furthermore, all departments operate with individual budgets and are not staffed with fleet specialists. Finally, most departments are not collecting telematics data and assets are suspected to be underutilized. This results in frustration​ ​and​ ​a​ ​misalignment​ ​of​ ​goals​ ​in​ ​the​ ​following​ ​ways: 1. Building​ ​Ops​ ​has​ ​made​ ​nearly​ ​all​ ​the​ ​progress​ ​it​ ​can​ ​on​ ​its​ ​own​ ​fleet;2. Building​ ​Ops’​ ​success​ ​is​ ​measured​ ​on​ ​the​ ​emissions​ ​for​ ​the​ ​​campus​ ​as​ ​a​ ​whole​;3. 54% of vehicles are not owned by Building Ops -- Building Ops has no control over how​ ​those​ ​vehicles​ ​are​ ​managed;4. The vast majority of those vehicles are not managed by fleet staff specialists, do not consult​ ​Building​ ​Ops​ ​for​ ​guidance,​ ​and​ ​do​ ​not​ ​follow​ ​“best​ ​practices”;5. Departments​ ​operate​ ​with​ ​individual​ ​budgets​ ​and​ ​minimize​ ​their​ ​short​ ​term​ ​costs;6. Departments are reluctant to follow Building Ops’ advice (e.g. preventative maintenance​ ​every​ ​6​ ​months)​ ​because​ ​it​ ​increases​ ​short​ ​term​ ​costs;7. Departments are not collecting data that can help them make long-term, life-cycle based​ ​decisions.This misalignment of incentives results in a great deal of frustration for Building Ops. Building Ops seeks to minimize life cycle costs and maximize greenhouse gas reductions while faculties are primarily mindful of minimizing short-term costs. Underpinning this frustration is that greenifying a fleet reduces life cycle costs and total cost of ownership, but requires capital outlay and increased short term spending. This poises Building Ops and departments to be directly at odds about whether or not departments should greenify their vehicles. At its core, the primary issue is that ​UBC’s climate goals are not driven by all departments​ ​on​ ​campus​. 6 UPS United Parcel Service (UPS) strives for excellence in everything they do. Today, they operate one of the largest private alternative fuel and advanced technology fleets in the U.S. The company has achieved success by always being an early adopter of innovative technologies. They currently follow a rolling laboratory approach to managing its fleet, by replacing vehicles whenever possible. They strive to reduce the amount of fuel through implementing telematics in all their vehicles. This allows them to do their due diligence of keeping track of mileage and maintenance to prevent problems before they begin. The business success depends on efficiency, which is why they focus on network optimization. Through one integrated and optimized network they can increase their efficiency and reduce their environmental impact. Their fleet currently consists of all-electric, hybrid electric, hydraulic hybrid, ethanol, compressed natural gas (CNG), liquefied natural gas (LNG), propane, renewable natural gas (RNG)/biomethane, and light-weight fuel-saving composite body​ ​vehicles​ ​such​ ​as​ ​pedal​ ​power.​ ​. Google The heart of American multinational tech giant Google sits in Googleplex, Google’s main corporate campus. As a company that is driven by innovation and blue sky thinking, one of Google’s primary goals is to create an environment that is both sustainable and self-sufficient. To achieve their goals of sustainability, Google has implemented a number of programs to optimize their fleet management, including introducing an on-campus bike share program, a ‘GFleet’ program, as well as self-driving and shared electric vehicles. To reduce the carbon emissions of their employees, Google offers privately run coach busses within the Palo Alto area to bring employees to and from work. Google derives much of their inspiration from nature, and claim to “create buildings that function like living and breathing systems​ ​by​ ​optimizing​ ​access​ ​to​ ​nature,​ ​clean​ ​air​ ​and​ ​daylight”. 7 As we discussed, departments are not driving UBC’s climate goals. We asked three experts as to why that would be​ ​the​ ​case​ ​and​ ​how​ ​we​ ​could​ ​encourage ​ ​adoption. Dr. Stephen Sheppard is a Professor of Urban Forestry at UBC. He is an expert on communicating the threat of climate​ ​change ​ ​to​ ​school-age ​ ​students​ ​and​ ​the​ ​general ​ ​population. His​ ​recommendations ​ ​were​ ​largely​ ​centered​ ​around​ ​​communication​.​ ​His​ ​recommendation ​ ​had​ ​3​ ​main​ ​points: 1. Collect​ ​data​ ​to​ ​actually​ ​scope​ ​out​ ​what​ ​faculties​ ​are​ ​actually​ ​doing​ ​to​ ​assess​ ​the​ ​size​ ​of​ ​the​ ​problem.2. It may seems obvious that Building Ops offers superior cost savings and lowers its overall costs through fleet management. However, this may not be obvious to faculties. Therefore, it’s necessary to communicate just how much money faculties will actually save by managing their fleet and showing them how electrifying their vehicles and taking advantage of government programs will save money in the​ ​long​ ​run.3. Faculties may have reservations about being managed by an outside entity. Therefore, encourage high adoption rates by allowing faculties to maintain their own autonomy, ownership, and control of their vehicles, whenever possible. Also, oftentimes, several tactics used in tandem will appeal to more people and​ ​work​ ​better​ ​than​ ​a​ ​single ​ ​tactic.Moreno Zanotto has a Masters in Public Health with a specialization in cycling traffic interactions and transportation-based infrastructure. His recommendations are to reduce the number of vehicles being driven by reducing​ ​​behavioural​ ​barriers​: 1. Offer alternatives such as a bike-sharing network whereby faculties will have a newfound ability to get around campus quickly without the use of a car. The research supports the idea that if the infrastructure is​ ​built​ ​(such​ ​as​ ​a​ ​skytrain​ ​line​ ​or​ ​a​ ​bike​ ​sharing ​ ​network),​ ​people ​ ​will​ ​start​ ​to​ ​use​ ​it.2. Make cycling more attractive by creating separated bike lanes to minimize accidents and rider anxiety, and​ ​maximize​ ​cycling​ ​speed​ ​and​ ​efficiency.3. Offer​ ​weather-proofing ​ ​measures​ ​if​ ​possible,​ ​especially​ ​in​ ​a​ ​rainy​ ​climate​ ​like​ ​Vancouver.4. Offer incentives for drivers to try cycling and support their continued use through training and management ​ ​buy-in.Dr. Omar Herrera is the the Manager of Transportation Futures at the Clean Energy Research Center (CERC). His​ ​recommendations ​ ​were​ ​around ​ ​​technical​ ​barriers​ ​to​ ​optimization​: 1. There is a constraint on UBC’s electrical transformers and ability to draw power from the grid. It’s unlikely that unilateral electrification of the vehicle fleet can be accomplished without major construction and upgrade costs. Therefore, if 100% emissions reductions are to be realized, it’s necessary to explore other​ ​alternatives ​ ​like​ ​hydrogen ​ ​fuel​ ​cells,​ ​hybrids,​ ​on-site​ ​power​ ​generation, ​ ​or​ ​reducing​ ​fleet​ ​size2. CERC is working on an artificial intelligence, Aurora. While Aurora is still in Beta, it is designed to help optimize routes, traffic, and vehicle flow for the entire campus. Aurora would mesh extremely well with autonomous ​ ​vehicles,​ ​which​ ​are​ ​increasingly​ ​in​ ​vogue.3. CERC is partnering with VeloMetro, the Vancouver startup behind Veemo, an alternative, electric-assisted​ ​pedal​ ​vehicle.​ ​UBC​ ​will​ ​be​ ​used​ ​as​ ​a​ ​pilot​ ​project,​ ​with​ ​rollout​ ​happening ​ ​in​ ​spring​ ​2017.Overall​ ​recommendations: 1. Increase faculty adoption of electric vehicles by communicating why departments will benefit financially and/or​ ​reducing ​ ​financial​ ​barriers;2. Decrease ​ ​the​ ​number​ ​of​ ​vehicles​ ​on​ ​campus​ ​by​ ​providing​ ​a​ ​bike​ ​share​ ​network​ ​and​ ​infrastructure;​ ​and3. Improve data collection to both assess the scope of the problem and integrate effectively with emerging AI​ ​optimization​ ​techniques.8 It’s​ ​already​ ​established​ ​that​ ​to​ ​reach​ ​the​ ​100%​ ​reductions​ ​goal,​ ​the​ ​following​ ​actions​ ​must​ ​be​ ​taken: 1. Minimize​ ​the​ ​distance​ ​driven;2. Minimize​ ​the​ ​number​ ​of​ ​vehicles​ ​in​ ​the​ ​fleet;​ ​and3. Completely​ ​eliminate​ ​fossil​ ​fuels​ ​from​ ​the​ ​fleet.In​ ​tactical​ ​terms,​ ​this​ ​translates​ ​to​ ​a​ ​strategy​ ​that​ ​will​ ​do​ ​the​ ​following: 1. Optimize​ ​the​ ​vehicle​ ​mix​ ​and​ ​routes​ ​taken​ ​by​ ​​all​ ​campus-owned​ ​vehicles​;2. Reduce​ ​the​ ​size​ ​of​ ​the​ ​​campus​ ​fleet​;​ ​and3. Eliminate​ ​transportation-based​ ​GHGs​ ​for​ ​the​ ​​entire​ ​campus​.The​ ​4​ ​alternatives​ ​that​ ​have​ ​been​ ​considered​ ​are: 1. A​ ​Campus-wide​ ​Cap​ ​&​ ​Trade​ ​Policy​​ ​for​ ​transportation-based​ ​emissions.​ ​A​ ​UBC-sanctionedcap​ ​&​ ​trade​ ​policy​ ​passed​ ​through​ ​the​ ​Board​ ​of​ ​Governors​ ​would​ ​have​ ​the​ ​potential​ ​to​ ​alignthe​ ​incentives​ ​of​ ​Building​ ​Ops​ ​and​ ​departments​ ​and​ ​greatly​ ​reduce​ ​GHG​ ​emissions.However,​ ​this​ ​is​ ​quite​ ​a​ ​forceful,​ ​domineering​ ​tactic​ ​that​ ​seeks​ ​to​ ​impose​ ​Building​ ​Ops’​ ​will​ ​onother​ ​faculties.​ ​This​ ​policy​ ​could​ ​be​ ​damaging​ ​to​ ​relationships​ ​with​ ​faculties​ ​in​ ​the​ ​long​ ​run,especially​ ​as​ ​it​ ​negatively​ ​impacts​ ​departments’​ ​budgets.​ ​Furthermore,​ ​this​ ​policy​ ​is​ ​a​ ​singulartactic​ ​and​ ​does​ ​not​ ​directly​ ​optimize​ ​the​ ​allocation​ ​of​ ​vehicles​ ​or​ ​reduce​ ​the​ ​size​ ​of​ ​the​ ​fleet.2. A​ ​Consultation​ ​&​ ​Communication​ ​Initiative​​ ​with​ ​faculties.​ ​The​ ​purpose​ ​of​ ​this​ ​processwould​ ​be​ ​to:i. Foster​ ​goodwill​ ​with​ ​faculties​ ​and​ ​learn​ ​about​ ​their​ ​concerns​ ​regarding​ ​partneringwith​ ​Fleet​ ​Management;ii. Appeal​ ​to​ ​emotion​ ​by​ ​communicating​ ​Fleet​ ​Management’s​ ​vision​ ​of​ ​100%​ ​emissionsreductions​ ​by​ ​2050​ ​and​ ​creating​ ​a​ ​sense​ ​of​ ​urgency;iii. Appeal​ ​to​ ​ethics​ ​by​ ​leveraging​ ​Fleet​ ​Management’s​ ​E3​ ​Rating​ ​and​ ​demonstratingauthority​ ​and​ ​willingness​ ​to​ ​help;iv. Appeal​ ​to​ ​reason​ ​by​ ​educating​ ​faculties​ ​on​ ​the​ ​governmental​ ​programs​ ​available,​ ​aswell​ ​as​ ​demonstrating​ ​the​ ​potential​ ​cost​ ​savings​ ​that​ ​can​ ​be​ ​had​ ​from​ ​performing​ ​athorough​ ​fleet​ ​analysis,​ ​right-sizing​ ​vehicles,​ ​and​ ​electrifying​ ​the​ ​fleet;v. Ultimate​ ​goal:​ ​negotiate​ ​the​ ​implementation​ ​of​ ​telematic​ ​devices​ ​in​ ​eachfaculty’s​ ​fleet.b. If​ ​faculties​ ​are​ ​still​ ​reluctant​ ​to​ ​install​ ​telematics​ ​(due​ ​to​ ​cost​ ​concerns​ ​or​ ​autonomyconcerns),​ ​consider​ ​a​ ​​Cost-Share​ ​Incentivization​ ​Program​​ ​to​ ​help​ ​holdout​ ​facultiesreplace​ ​aging​ ​vehicles​ ​with​ ​electric​ ​vehicles:i. Offer​ ​a​ ​50/50​ ​cost​ ​share​ ​on​ ​the​ ​purchase​ ​price​ ​of​ ​an​ ​EV​ ​through​ ​ARI,​ ​aftergovernmental​ ​subsidies​ ​of​ ​$11,000​ ​(CEV​ ​program​ ​$5,000,​ ​BC​ ​Scrap-It​ ​Program9 $6,000); ii. The​ ​​department​​ ​owns​ ​the​ ​vehicle;iii. In​ ​exchange,​ ​Building​ ​Ops​ ​installs​ ​telematics​ ​in​ ​the​ ​department’s​ ​fleet​ ​for​ ​a​ ​minimumof​ ​6​ ​months.​ ​The​ ​faculty​ ​covers​ ​the​ ​monthly​ ​operating​ ​cost​ ​of​ ​the​ ​telematics​ ​duringthis​ ​time​ ​(~$50/month/vehicle).​ ​Furthermore,​ ​Building​ ​Ops​ ​does​ ​maintenance​ ​on​ ​thefleet​ ​during​ ​this​ ​trial​ ​period;iv. All​ ​data​ ​on​ ​the​ ​faculty’s​ ​fleet​ ​is​ ​displayed​ ​in​ ​a​ ​dashboard​ ​that​ ​the​ ​departmentmanager​ ​has​ ​full​ ​access​ ​to.​ ​This​ ​dashboard​ ​would​ ​be​ ​able​ ​to​ ​show​ ​the​ ​benefits​ ​fromreduced​ ​fuel​ ​costs,​ ​maintenance​ ​costs,​ ​downtime,​ ​and​ ​GHG​ ​reductions​ ​compared​ ​tothe​ ​retired​ ​vehicle;v. Monthly/quarterly​ ​reviews​ ​will​ ​be​ ​held​ ​with​ ​the​ ​department​ ​manager​ ​to​ ​discusspotential​ ​cost​ ​savings​ ​and​ ​areas​ ​of​ ​improvement;c. While​ ​this​ ​strategy​ ​would​ ​help​ ​reduce​ ​GHGs​ ​and​ ​the​ ​data​ ​collected​ ​could​ ​be​ ​used​ ​tooptimize​ ​vehicles,​ ​fleet​ ​reduction​ ​would​ ​not​ ​be​ ​achieved.​ ​Replacing​ ​one​ ​aging​ ​vehiclewith​ ​a​ ​new​ ​EV​ ​retains​ ​the​ ​size​ ​of​ ​the​ ​fleet.3. A​ ​Veemo​ ​bike​ ​network​ ​​and​ ​partnership​ ​with​ ​VeloMetro​ ​to​ ​allow​ ​UBC’s​ ​staff​ ​to​ ​doshort-distance​ ​trips.​ ​Currently,​ ​it’s​ ​assumed​ ​that​ ​UBC​ ​staff​ ​walk​ ​to​ ​any​ ​job​ ​within​ ​walkingdistance.​ ​For​ ​all​ ​other​ ​trips,​ ​they​ ​use​ ​vehicles.​ ​By​ ​offering​ ​an​ ​electric-assisted​ ​pedalalternative,​ ​GHG​ ​reductions​ ​are​ ​achieved​ ​while​ ​also​ ​changing​ ​the​ ​product​ ​mix.​ ​With​ ​a​ ​newproduct​ ​mix​ ​of​ ​vehicles​ ​at​ ​UBC’s​ ​disposal,​ ​the​ ​overall​ ​size​ ​of​ ​the​ ​vehicle​ ​fleet​ ​can​ ​be​ ​reduced.If​ ​used​ ​in​ ​tandem​ ​with​ ​a​ ​cost​ ​sharing​ ​strategy,​ ​this​ ​would​ ​have​ ​the​ ​secondary​ ​benefit​ ​ofoffsetting​ ​much​ ​of​ ​those​ ​costs.​ ​However,​ ​optimization​ ​is​ ​not​ ​achieved​ ​with​ ​this​ ​tactic.4. Aurora​ ​Artificial​ ​Intelligence​​ ​and​ ​partnership​ ​with​ ​the​ ​Clean​ ​Energy​ ​Research​ ​Centre.​ ​Withincreased​ ​adoption​ ​of​ ​best​ ​practices​ ​by​ ​faculties,​ ​the​ ​product​ ​mix​ ​of​ ​vehicles​ ​can​ ​be​ ​optimizedfor​ ​the​ ​entire​ ​campus,​ ​resulting​ ​in​ ​a​ ​smaller​ ​fleet.​ ​Furthermore,​ ​integration​ ​of​ ​the​ ​datacollected​ ​by​ ​faculties​ ​can​ ​be​ ​implemented​ ​for​ ​highly​ ​optimized​ ​route​ ​planning,​ ​vehiclemovement​ ​patterns,​ ​and​ ​vehicle​ ​deployment.​ ​While​ ​this​ ​strategy​ ​achieves​ ​optimization​ ​andfleet​ ​reduction,​ ​it​ ​does​ ​not​ ​impact​ ​fossil​ ​fuel​ ​combustion​ ​on​ ​its​ ​own.Each​ ​of​ ​recommendations​ ​2,​ ​3,​ ​and​ ​4​ ​are​ ​unable​ ​to​ ​complete​ ​the​ ​strategy​ ​on​ ​their​ ​own.​ ​However, when​ ​taken​ ​together,​ ​each​ ​recommendation​ ​has​ ​strengths​ ​where​ ​the​ ​others​ ​have​ ​weaknesses. Therefore,​ ​it​ ​seems​ ​that​ ​an​ ​integrated​ ​approach​ ​is​ ​best​ ​if​ ​all​ ​goals​ ​are​ ​to​ ​be​ ​met.​ ​Therefore,​ ​as​ ​stated in​ ​the​ ​vision,​ ​the​ ​goal​ ​to​ ​optimize​ ​the​ ​allocation​ ​and​ ​deployment​ ​of​ ​vehicles​ ​on​ ​campus​ ​as​ ​a​ ​whole. This​ ​goal​ ​will​ ​be​ ​achieved​ ​through​ ​an​ ​integrated​ ​approach​ ​of​ ​​Communication​ ​and​ ​Data​ ​Collection, a​ ​Veemo​ ​Bike​ ​Network,​ ​and​ ​Optimization​ ​using​ ​Aurora​ ​AI. 10 UBC should have a focus on 2050 climate action goal to emit zero emissions and begin implementing tomorrow. From Building-Ops’ BHAG analysis, fuel consumption, distance driven and numbers of vehicles are three key drivers to GHG reductions. To meet the ultimate​ ​goal,​ ​zero​ ​emissions,​ ​there​ ​are​ ​three​ ​areas​ ​could​ ​be​ ​worked​ ​on: 1. remove​ ​fossil​ ​fuels​ ​and​ ​collect​ ​data;2. optimize​ ​internal​ ​operations;3. reduce​ ​size​ ​of​ ​fleet.The​ ​approach​ ​is​ ​three-pronged,​ ​but​ ​they​ ​are​ ​not​ ​mutually​ ​exclusive. The first approach aims to reduce average fuel consumption of the fleet. With more telematics installed, UBC could have better knowledge about fuel consumption on mileage. Thus, the fleet could be better managed. The fleet management team also has more facts to demonstrate its achievement on GHG reduction. The second arm of the strategy is reducing size of the fleet. Fewer vehicles emit fewer GHG emissions. The total number of vehicles being driven on the campus should reduced to achieve this goal. The last area to work on is to optimize internal operations. With optimized operations, the number of kilometers driven per​ ​vehicle​ ​could​ ​be​ ​reduced​ ​and​ ​fleet​ ​vehicles​ ​are​ ​used​ ​effectively. 11 Our first action is to remove fossil fuels from the entire UBC fleet, including both Building-Ops and Non-Building-Ops. In order to achieve this, we must negotiate with departments and communicate Building Ops’ vision to find an opportunity to create shared value with these departments. If faculties are hesitant to join, we can propose a Cost Sharing Incentive Program. Although this initial step will be rather expensive, this is the ground work to our overall strategy, and the costs can be recuperated in lower fuel, insurance, and maintenance​ ​costs​ ​in​ ​later​ ​steps.​ ​We​ ​have​ ​identified​ ​three​ ​steps​ ​to​ ​achieving​ ​this​ ​goal: 1. Electrifying the fleet: The Province of British Columbia and SCRAP-IT encourage the adoption of new clean energy vehicles and are currently offering an incentive program which will result in potentially $11,000 worth of savings towards the purchase of a new clean energy vehicle. To encourage the the adoption of this program, for every vehicle that is replaced with an electric car, we will split the remaining costs with the department. This is simply an incentive program, and the department​ ​will​ ​remain​ ​the​ ​sole​ ​owner​ ​of​ ​the​ ​vehicle.2. Telematic System Installed: We ask that every car that is purchased instal a telematic device. By having these devices in most vehicles, we will be able to collect and gather data on mileage and fuel consumption. We will share this data with faculties and reiterate that this data is for their benefit, to inform future purchase decisions. It is advisable to hold monthly/quarterly meetings to consult with participating faculties and highlight where improvements can be made. This data collection process is currently an issue, since we don’t have this information for our vehicles.3. Communicate Shared Values: In the long-term we hope that by collecting this data we can communicate the benefit to driving an electric fleet and hopefully more departments will adopt this program. There are main benefits to driving a clean energy vehicle. By having a concrete data analysis of how much money they could have saved, we will be able to communicate to all departments the benefits of electric vehicles. The increase in communication using factual information will create shared values between the departments and Building Opps of reducing GHG emissions. 12 The second recommendation is to reduce the size of the fleet. Smaller size fleet directly contribute to lower GHG emissions. While ensuring daily operational needs are met, reducing the size of the fleet is another driver to reduce GHG emissions. There are two tactics​ ​to​ ​achieve​ ​this​ ​goal. 1. Introducing car sharing Veemo fleet: Veemo is an enclosed, electric-assist and three-wheeled vehicle. It provides a car-like experience but it is regulated as a bicycle. Driving Veemo doesn’t need a driver’s licence and no need to buy insurance either. Veemo combines the best of electric car, bike and Car2go. With weather protection and cargo space, we believe that Veemo is a clean transportation alternative that transports UBC’s staff and necessary tools to complete basic tasks on the campus. In addition to Veemo’s zero​ ​emission,​ ​Veemo​ ​liberates​ ​fuel​ ​costs​ ​and​ ​the​ ​operating​ ​costs.The company, VeloMetro Mobility, is launching a veemo pilot fleet on UBC campus. This illustrates that, from developer’s perspective, Veemo will be best performed on UBC Vancouver campus. Also, Veemo has a cloud-based platform that supports corporate fleet management. The comprehensive system enables operators to focus on the fleet maintenance and user based development. Based on the above analysis, UBC could purchase Veemo cars and incorporate them into our fleet. Having Veemo cars in the fleet reduces numbers of vehicles, increase fleet’s flexibility and expedites GHG emissions reduction. 2. Bike Lane Infrastructure: While a closed vehicle that protects the driver from the rain already makes cycling more attractive, it’s important to limit all possible barriers that would limit Veemo uptake. The current cycling situation is congested, especially on key routes such as University Boulevard and Main Mall. With a growing student population, this intermingling of pedestrian and cycling traffic will only become more chaotic over time and withdraw from the efficacy and attractiveness of cycling. Therefore, it’s recommended that UBC conduct a study on separating bike traffic and pedestrian traffic. Such a policy would have the potential to minimize potential liability expenses, reduce rider anxiety and frustration, and increase cycling efficiency and enjoyment overall. These factors would improve the uptake of the Veemo​ ​or​ ​any​ ​future​ ​bike​ ​sharing​ ​networks.13 The third recommendation is to use the data that has been collected to optimize the vehicle mix​ ​and​ ​deployment​ ​on​ ​campus. If recommendations 1 and 2 are successful, there will be a wealth of data from department vehicle use available to be mined. Furthermore, the overall campus fleet will be increasingly electric, right-sized, and faculties will be monitoring complete life-cycle costs. With this shift in focus on long term costs, we see it being feasible that departments may be interested in increasing the utilization rates of their vehicles, pushing for them to be more efficiently driven,​ ​or​ ​outsource​ ​their​ ​fleet​ ​management​ ​altogether. Either way, we anticipate that departments will be using their data to explore sharing their vehicles and begin to optimize the campus transportation process. After the successful implementation of recommendation 1 and 2, we would recommend and in-depth study to determine the optimal tactic going forward. However, whether it’s a car share that departments can buy into with a flat monthly fee, a platform that allows them to lend out their underutilized assets, or another tactic that remains to be seen, a trend of centralization of intelligence is likely to occur. This, in conjunction with increasingly-autonomous vehicles, makes​ ​it​ ​possible​ ​for​ ​Aurora​ ​AI​ ​to​ ​optimize​ ​the​ ​kilometer​ ​footprint​ ​of​ ​all​ ​vehicles​ ​on​ ​campus. 14 In​ ​order​ ​to​ ​meet​ ​the​ ​2050​ ​goal​ ​of​ ​100%​ ​emission​ ​reduction,​ ​and​ ​successfully​ ​implementing the​ ​recommendations​ ​made​ ​above,​ ​UBC​ ​will​ ​be​ ​faced​ ​with​ ​large​ ​changes​ ​in​ ​the organization.​ ​An​ ​effective​ ​plan​ ​to​ ​anticipate,​ ​monitor​ ​and​ ​correct​ ​issues​ ​that​ ​may​ ​arise​ ​must be​ ​in​ ​place.​ ​In​ ​implementing​ ​the​ ​recommendations​ ​above,​ ​it​ ​is​ ​important​ ​to​ ​note​ ​that employees​ ​must​ ​have​ ​a​ ​clear​ ​sense​ ​of​ ​direction​ ​for​ ​UBC​ ​to​ ​successfully​ ​implement​ ​changes. These​ ​steps​ ​have​ ​been​ ​broken​ ​down​ ​into​ ​7-day,​ ​30-day​ ​and​ ​90-day: ● 7-day​ ​plan:​ ​​within​ ​the​ ​first​ ​7​ ​days​ ​of​ ​implementing​ ​a​ ​new​ ​program​ ​or​ ​project,​ ​Cloud9has​ ​identified​ ​that​ ​the​ ​urgency​ ​and​ ​importance​ ​of​ ​the​ ​change​ ​must​ ​be​ ​communicatedwith​ ​employees​ ​of​ ​building​ ​ops​ ​in​ ​an​ ​effective​ ​matter.​ ​It​ ​is​ ​important​ ​that​ ​theemployees​ ​understand​ ​how​ ​the​ ​change​ ​might​ ​not​ ​just​ ​benefit​ ​the​ ​company,​ ​but​ ​alsothemselves,​ ​for​ ​the​ ​change​ ​to​ ​be​ ​fully​ ​adopted.​ ​Suggestions​ ​for​ ​this​ ​include​ ​animmediate​ ​town​ ​hall​ ​to​ ​fully​ ​understand​ ​the​ ​needs​ ​of​ ​the​ ​employees,​ ​and​ ​allow​ ​theirconcerns​ ​to​ ​be​ ​heard​ ​and​ ​acknowledged.​ ​Another​ ​suggestion​ ​comes​ ​with​ ​thecommunication​ ​of​ ​some​ ​sort​ ​of​ ​incentive​ ​program,​ ​such​ ​as​ ​a​ ​monetary​ ​award​ ​for​ ​theemployee​ ​who​ ​has​ ​contributed​ ​the​ ​most​ ​and​ ​maintained​ ​a​ ​positive​ ​attitude​ ​during​ ​thefirst​ ​month​ ​of​ ​the​ ​change.● 30-day​ ​plan:​ ​​This​ ​30-day​ ​plan​ ​will​ ​include​ ​engaging​ ​with​ ​the​ ​other​ ​Building-opsstakeholders,​ ​such​ ​as​ ​the​ ​departments​ ​at​ ​UBC​ ​who​ ​are​ ​or​ ​are​ ​not​ ​yet​ ​involved​ ​withBuilding-ops.​ ​Again,​ ​communication​ ​of​ ​the​ ​benefits​ ​for​ ​the​ ​campus,​ ​as​ ​well​ ​as​ ​thebenefits​ ​pertaining​ ​directly​ ​to​ ​these​ ​stakeholders​ ​is​ ​imperative​ ​at​ ​this​ ​time.​ ​Alongsidethis​ ​communication,​ ​it​ ​is​ ​important​ ​to​ ​keep​ ​the​ ​Building-ops​ ​workers​ ​in​ ​mind,​ ​aschange​ ​must​ ​be​ ​monitored​ ​to​ ​ensure​ ​it​ ​is​ ​being​ ​adopted.● 90-day​ ​plan:​ ​​the​ ​90-day​ ​plan​ ​consists​ ​of​ ​iterating​ ​the​ ​change​ ​as​ ​needed,​ ​andcontinued​ ​monitoring​ ​of​ ​all​ ​stakeholders.​ ​Constant​ ​communication​ ​can​ ​be​ ​eased​ ​upon​ ​after​ ​30​ ​days,​ ​though​ ​another​ ​town​ ​hall​ ​should​ ​be​ ​held​ ​to​ ​ensure​ ​content​ ​andunderstanding​ ​from​ ​everyone​ ​who​ ​is​ ​affected.​ ​More​ ​tactically​ ​speaking,​ ​the​ ​first​ ​90days​ ​should​ ​be​ ​spent​ ​looking​ ​into​ ​further​ ​building​ ​out​ ​the​ ​infrastructure,​ ​as​ ​well​ ​asproper​ ​training​ ​of​ ​employees.15 Taking a look at the actual timeline of the implementation plan, we’ve categorized the three-pronged​ ​strategy​ ​into​ ​a​ ​namely​ ​three-step​ ​approach. The first phase of the plan is to reduce the amount of emissions per vehicle in operation. As we previously discussed, the cost sharing incentivisation plan of replacing the conventional fleet with electric vehicles would begin in the next three years, and continue throughout, as technological advances become more prevalent. To increase chances of creating a successful negotiation term, UBC Building Ops would leverage our E3 standing in their discussions. Approaching Year 2 of the plan, data collection would begin through various integrated programs, as well as the continuation of communication between faculties in terms of cost savings. Throughout the integration of the new EV fleet, the first three years would also be used to either re-brand the decal labeling on the current fleet, as well as any new​ ​vehicles​ ​introduced. The second phase of the plan would begin in the third year, as UBC approaches the end of Step 1, and focuses on the actual reduction of the number of motor vehicles on campus. This is when the integration of the campus Veemo network into a separate fleet of UBC vehicles would begin. With an understanding that the adoption of these three-wheeled electric vehicles may be difficult, but plan to offset that risk by potentially increasing the number of bike lanes along both University Boulevard as well as Main Mall. Throughout Years 3 and 4, UBC would focus on the realignment of driver incentives, as well as implement​ ​the​ ​plan​ ​of​ ​creating​ ​a​ ​decentralized​ ​tool​ ​system. Lastly, the final phase of the plan is to look at ways of optimizing UBC’s current operations. This includes integrating the data collection and mining gathered from previous years into a strategic plan in Year 4, and finally looking at ways of optimizing route options and plans, as well​ ​as​ ​integrate​ ​autonomous​ ​technologies​ ​such​ ​as​ ​Aurora​ ​in​ ​Year​ ​5. 16 Through conducting Kotter’s 8-Step Change Model, we conclude top four risks associated with our strategy.​ ​We​ ​sort​ ​them​ ​by​ ​likelihood​ ​from​ ​low​ ​to​ ​high. Risk​ ​#1:​ ​Veemo​ ​uptake​ ​is​ ​low​ ​and​ ​fleet​ ​doesn’t​ ​shrink This is important because it is a main area that our budget goes in, and it is crucial for successfully reducing fleet size. The strategic mitigation of this risk is driver consultation and incentivization. Through communication and consultation, we want to make sure that drivers understand the importance of reducing GHG emissions and how a big role they play in achieving this goal. Providing incentives is another tactic that helps to increase Veemo uptake. If this doesn’t work, we will consider adopting​ ​cap​ ​and​ ​trade. Risk​ ​#2:​ ​Faculties​ ​want​ ​to​ ​remain​ ​autonomy​ ​and​ ​resist​ ​the​ ​change Our strategy requires interactions and collaborations with other departments who have their own vehicles. Furthermore, we anticipate that departments will experience organizational changes. Departments will feel threatened about the changes, resist them and want to remain the autonomous. To handle this, we will communicate the vision of the change with faculty heads. Also, we hope our cost-sharing tactic could reduce their cost concerns and motivate them to join the change. The contingency​ ​plan​ ​for​ ​dealing​ ​with​ ​resistance​ ​will​ ​be​ ​slowing​ ​our​ ​progress​ ​by​ ​only​ ​installing​ ​telematics. Risk​ ​#3:​ ​EV​ ​technology​ ​doesn’t​ ​become​ ​more​ ​accessible In the best of situations, our fleet only consists of electric vehicles and zero emissions are achieved. However, the concern is that the achievement highly depends on EV technology. If EV technology doesn’t become accessible enough, we will consult the Clean Energy Research Centre at UBC to see if there are other available technologies or new clean energy to help with the GHG reduction. We can partner with them to creating a tailor solution for UBC. If that doesn’t work, we will consider to alter climate​ ​goals. Risk​ ​#4:Electric​ ​infrastructure​ ​is​ ​not​ ​updated​ ​accordingly We anticipate high likelihood of electric infrastructure constraint because of increasing uptake of electric vehicles and slow expansion of charge stations. Hopefully, by having more Veemo cars in our fleet will reduce dependency on electric vehicles, which gives us more time to update EV infrastructure. The severity is relatively low in this case because we can explore other alternatives such​ ​as​ ​hydrogen,​ ​hybrids​ ​and​ ​CNG. 17 To determine the success of the suggested implementation plan, there are various metrics that must be looked at when analyzing the results of the overall strategy. These metrics vary depending​ ​on​ ​the​ ​phase​ ​of​ ​the​ ​plan​ ​UBC​ ​is​ ​in,​ ​and​ ​are​ ​as​ ​follows: In the first phase, the goal is to definitively eliminate GHG emissions, and thus the amount of CO2 reductions per average vehicle is an important figure to observe. Related to this, the number of electric vehicles converted into the UBC fleet, as well as the overall percentage of combustion engine vehicles still retained will provide a measure of the success of Step 1 of the​ ​implementation​ ​plan. In the second phase, the goal is to actually reduce the size of the fleet itself, and optimize the operations of the current vehicles in operation. To measure this, the number of vehicles in operation per every 10 UBC departments staff will provide a key metric as to not only the efficiency of vehicle use, but the effectiveness of each individual vehicle given a particular job. Additionally, because of the implementation of the Veemo fleet, we will be able to measure the number of drivers that regularly use these alternative modes of transportation, as well as the actual frequency of use. This will provide value data on whether the adoption of the Veemo fleet is campus-wide, or specific to a core group of individuals who are either innovators​ ​or​ ​early​ ​adopters. Finally, the third phase of the implementation plan is to optimize campus operations through utilizing data collected from previous phases, and implementing a route-optimizing platform for vehicles and drivers. To determine the metrics behind this step, measuring the average kilometres driven per vehicle, as well as relative to previous years, will provide us with efficiency feedback. Additionally, GPS tracking and check-in capabilities will show the number of times a UBC employee or vehicle visits the same building in a given time frame, allowing UBC Building Ops to potential re-plan job visits, and collectively complete tasks while​ ​utilizing​ ​a​ ​smaller​ ​number​ ​of​ ​resources. 18 To implement the three-step strategy brought forward by the Cloud9 Consulting team, there are a number​ ​of​ ​key​ ​drivers​ ​when​ ​considering​ ​the​ ​costs​ ​involved​ ​with​ ​each​ ​phase. In phase 1 of the implementation plan, the primary goal is to reduce the number of emissions per vehicle, and this will be done primarily through the replacement of combustion engine vehicles with new, electric vehicles. Activities in this phase include the cost sharing purchasing program, data collection implementation through telematics, and communication and branding of UBC Building Ops. When looking at the cost sharing incentivization activity, key drivers include the cost of the new EVs themselves ($32,700), the government subsidisation of $11,000, and finally an implementation of 2.5% fleet replacement per quarter. Data collection is based off of an average monthly telematics cost of $50 per vehicle, and $15 for integrating software. Finally, the communication and branding activities are centrally focused around media buying, as well as the re-branding of decal graphics and placements on vehicles themselves. In the next five years, Step 1 of the implementation plan will cost approximately​ ​$2.3​ ​million​ ​dollars. The goal of phase 2 is to reduce the number of vehicles on campus as a whole, which will be completed primarily through the implementation of the Veemo vehicle share program, as well as supplementing that with additional bike lanes both on University Boulevard and Main Mall. Drivers of the Veemo program include the actual use of the Veemos, charged at a rate of $0.29 per minute, and the adoption rate of UBC workers. Additionally, UBC will need to implement charging stations throughout the campus, at an approximated cost of $50,000 per station. The cost structure of this phase also includes an additional $500,000 budget for the building of new bike lanes, to be spread out among​ ​four​ ​quarters.​ ​Step​ ​2​ ​will​ ​cost​ ​approximately​ ​$1.6​ ​million​ ​in​ ​five​ ​years. The final phase of the implementation plan revolves around optimizing the route and operations of the UBC fleet. This includes the actual integration of optimization programs, as well as the tracking of the frequency of vehicle visits per building in a given time period. The adoption of this program will be at a rate​ ​of​ ​25%​ ​in​ ​Year​ ​4,​ ​with​ ​costs​ ​at​ ​$15​ ​per​ ​month​ ​per​ ​vehicle,​ ​totalling​ ​just​ ​over​ ​$100,000. To​ ​complete​ ​the​ ​entire​ ​implementation​ ​plan​ ​will​ ​cost​ ​just​ ​over​ ​$4​ ​million​ ​in​ ​five​ ​years. 19 It​ ​is​ ​important​ ​to​ ​break​ ​down​ ​the​ ​cost​ ​savings​ ​into​ ​its​ ​constituent​ ​components: 1. Fuel​ ​cost​ ​savings​ ​from​ ​switching​ ​from​ ​fossil​ ​fuels​ ​to​ ​electricity;2. Maintenance​ ​and​ ​fuel​ ​cost​ ​savings​ ​from​ ​running​ ​fewer​ ​vehicles;​ ​and3. Maintenance​ ​and​ ​fuel​ ​cost​ ​savings​ ​from​ ​driving​ ​fewer​ ​kilometers​ ​per​ ​vehicle.Combining the cost savings from Steps 1 and 2, it is clear that there are significant cost savings of $0.72 per km just from switching to EVs. Furthermore, in Step 3, we layer on a 40% reduction in the distance driven by all campus vehicles. Together, these measures amount to significant fossil fuel savings which are estimated to have a Net Present Value of approximately $39,134,000, using a discount rate of 2%. The total number of vehicles required within the fleet of UBC Building Ops was determined by the current 225 vehicles, with an incremental increase to 350 by Year 3. Key drivers of all three phases include the actual percentage of combustion engine vehicles being replaced, through a fuel consumption​ ​rate​ ​of​ ​12.5​ ​kilometres​ ​per​ ​litre. 20 There​ ​are​ ​a​ ​few​ ​steps​ ​that​ ​UBC​ ​can​ ​take​ ​to​ ​start: Renting​ ​Veemo​ ​to​ ​students​ ​and​ ​staff: UBC Building Operations is subject to the limited budget each year. Thus, getting maximum value for each dollar spent on Veemo Cars is crucial. Renting Veemo cars to students and staff is one way to help maximize utilization. This also could offset Veemo costs for UBC by collecting rent from users. Thus, one of the next step is to explore the possibility of renting Veemo cars to students and staff during non-work hours. A survey is suggested to conduct to​ ​see​ ​students​ ​and​ ​staff’s​ ​willingness​ ​to​ ​use​ ​Veemo​ ​Cars​ ​during​ ​evening​ ​hours. Talking​ ​to​ ​50​ ​drivers​ ​in​ ​UBC​ ​Building​ ​Operations Drives play an important role in our strategy implementation, especially for the intake of Veemo. Through face-to-face interviews with drivers, UBC Building Operations could understand how the implementation goes, what adjustments could be made, and what improvements​ ​can​ ​be​ ​done. Renegotiate​ ​yearly​ ​budget​ ​with​ ​UBC Budget is crucial for achieving climate goals. If UBC Building Operations has more capital on hand, GHG emission target could be hit faster by the larger uptake of clean energy vehicles. The sooner replacing older vehicles with ones that run on fossil fuels, the earlier zero-emissions goal could be achieved. It is recommended to renegotiate with UBC in exploration​ ​of​ ​expanding​ ​annual​ ​budget. Initiating​ ​conversations​ ​with​ ​faculties It is recommended to begin speaking with each faculty to find out their pain points with the current system and what their needs are. This serves better to align incentives among departments and Building Operations by creating shared values. The positive results could solve​ ​the​ ​potential​ ​resistance​ ​from​ ​departments. 21 22 UBC Building Op’s current business model is based on attempting to centralize all vehicles on the UBC campus. Though the value proposition should be quite compelling to faculties, and the cost savings prove to be quite significant, the majority of the UBC groups have not opted to be included in this centralization. The main hypothesis for this lack of integration stems from its inconvenience. Faculties find it much more convenient to own their own vehicles, that they can take whenever and wherever without having to go through the cumbersome registration, pick up and drop off. Our recommendations above aim to tackle, and​ ​work​ ​around​ ​this​ ​discrepancy. 23 *​ ​3​ ​is​ ​high,​ ​1​ ​is​ ​low.This​ ​competitive​ ​analysis​ ​looks​ ​at​ ​alternatives​ ​and​ ​substitutes​ ​for​ ​UBC​ ​Building​ ​Ops.​ ​As​ ​you can​ ​see,​ ​Building​ ​Ops​ ​poses​ ​great​ ​cost​ ​savings. 24 Political ● Current​ ​taxation​ ​policy● Carbon Tax: It is applied to the purchase or use of fuels in the province. It is designed to incentivize people and business to innovate cost-efficient methods of reducing emissions and to​ ​pay​ ​less​ ​carbon​ ​tax.● Grants,​ ​funding​ ​and​ ​initiatives● Clean energy vehicle Point of Sale Incentive Program: It offers up to $5,000 off the purchase price​ ​of​ ​an​ ​electric​ ​vehicle,​ ​and​ ​up​ ​to​ ​$6000​ ​for​ ​a​ ​hydrogen​ ​fuel​ ​cell​ ​vehicle.● BC SCRAP-IT Program: It is a voluntary early retirement vehicle program that encourages BC residents to replace their old polluting vehicles with cleaner energy vehicles. The program aims to reduce greenhouse gas emissions and to lower exhaust pollutants. Incentives are up to​ ​$6000​ ​for​ ​new​ ​electric​ ​vehicles​ ​and​ ​$3,000​ ​for​ ​used​ ​electric​ ​vehicles.● Future​ ​political​ ​support● CEV charging infrastructure program: This program could potentially help with the expansion of​ ​EV​ ​infrastructure.Economic: ● There​ ​is​ ​Increasing​ ​demand​ ​of​ ​clean​ ​technology​ ​and​ ​clean​ ​energy● Falling​ ​canadian​ ​currency​ ​is​ ​disadvantaged​ ​when​ ​purchasing​ ​import​ ​vehicles.● Decreasing​ ​supply​ ​of​ ​fossil​ ​fuel​ ​may​ ​drive​ ​fuel​ ​price​ ​up.Social: ● People​ ​have​ ​growing​ ​​ ​awareness​ ​towards​ ​sustainability,​ ​especially​ ​high-educated​ ​people.● A​ ​buying​ ​trend​ ​for​ ​clean​ ​energy​ ​vehicle​ ​is​ ​prevalent,​ ​such​ ​as​ ​electric​ ​vehicles.● Lifestyle change: people, especially Generation Y, have high willingness to use car-sharing, car-pooling​ ​or​ ​similar​ ​service​ ​if​ ​they​ ​were​ ​readily​ ​available​ ​and​ ​convenient.Technological: ● Telematics integrated use of telecommunications with information and communication technology.● In-memory computing technology helps in expanding capabilities in data analysis. It enables fleet management to accelerate processing all the incoming data, such as fuel consumption, idling​ ​time​ ​and​ ​gas​ ​purchases,​ ​and​ ​generating​ ​reports​ ​faster.● Artificial​ ​intelligence:​ ​AI​ ​techniques​ ​are​ ​adopted​ ​gradually​ ​in​ ​fleet​ ​logistics.● EnerGuide in Canada Label for Vehicles is the official Government of Canada mark for rating and labelling the energy consumption or energy efficiency of products. Customers can look up vehicle’s fuel consumption, fuel economy, annual fuel cost and environmental impacts before making​ ​purchasing​ ​decision.25 *Please​ ​see​ ​explanation​ ​in​ ​slide​ ​3Summary​ ​of​ ​tapped​ ​and​ ​untapped​ ​market 26 Five​ ​year​ ​breakdown​ ​of​ ​costs​ ​for​ ​key​ ​drivers​ ​of​ ​Step​ ​1​ ​of​ ​the​ ​implementation​ ​plan. Five​ ​year​ ​breakdown​ ​of​ ​costs​ ​for​ ​key​ ​drivers​ ​of​ ​Steps​ ​2​ ​and​ ​3​ ​of​ ​the​ ​implementation​ ​plan. 27 Sensitivity​ ​analysis​ ​of​ ​potential​ ​cost​ ​savings​ ​of​ ​the​ ​5​ ​year​ ​implementation​ ​plan. Illustrative​ ​graph​ ​of​ ​largest​ ​consumers​ ​of​ ​fossil​ ​fuels,​ ​by​ ​category. 28 Telematic devices is generally a system that you install in your car that records information about your driving habits, such as the number of miles you drive, your speed, and how quickly you brake. These systems can also assess the time of day when you drivel. This information will be of value in the long-term. Many departments may be reluctant of the implementation of these devices and If the operating group does not see value added to the bottom line, the level of support for this cost is diminished. The pros and cons of having these​ ​devices​ ​installed​ ​in​ ​your​ ​department's​ ​vehicles​ ​are​ ​as​ ​follows: Pros: ● Records​ ​the​ ​number​ ​of​ ​kilometres​ ​driven​ ​annually● Records​ ​the​ ​number​ ​of​ ​times​ ​a​ ​driver​ ​brakes​ ​hard​ ​or​ ​accelerates​ ​quickly● Records​ ​the​ ​time​ ​of​ ​day​ ​that​ ​a​ ​car​ ​is​ ​driven● Information​ ​will​ ​be​ ​readily​ ​available​ ​to​ ​you​ ​onlineCons: ● Information​ ​could​ ​be​ ​used​ ​against​ ​the​ ​driver● The​ ​usage​ ​of​ ​your​ ​vehicles​ ​will​ ​be​ ​tracked● Ongoing​ ​monthly​ ​cost​ ​that​ ​ranges​ ​from​ ​$30-80/month.29 Visualization​ ​of​ ​UBC’s​ ​ideal​ ​vehicle​ ​mix,​ ​prior​ ​to​ ​VeloMetro​ ​implementation. Proof​ ​of​ ​VeloMetro’s​ ​Veemo​ ​launch​ ​at​ ​UBC​ ​in​ ​Spring​ ​of​ ​2017. 30 Framework of UBC’s Aurora Artificial Intelligence network. Appendix is not meant to be instructive,​ ​but​ ​rather​ ​demonstrative​ ​that​ ​such​ ​an​ ​AI​ ​exists​ ​and​ ​is​ ​actively​ ​being​ ​developed. Visualization​ ​of​ ​Kotter’s​ ​8​ ​Steps​ ​to​ ​Managing​ ​Change. 31 Main benefits and risks for a campus cap & trade policy designed to align faculty and Building​ ​Ops’​ ​incentives. A​ ​non-exhaustive​ ​summary​ ​of​ ​literature​ ​referenced​ ​throughout​ ​the​ ​presentation. 32 Canadian companies such as “Molok” and “Underground Disposal Systems LTD” have revolutionized the field of waste collection. Companies such as these have create a system that used gravity to compression waste emphasizing a deep collection method that is clean and tidy. This advanced technology achieves an average of a 2:1 compaction ratio compared to normal garbages and disposal systems. While only 40% of the system is seen, 60% is found underground. There is less need for emptying, therefore it reduces emissions and the impact on the environment. These companies provide all different sizes and colours to​ ​be​ ​aesthetically​ ​pleasing. 33 The B.C. SCRAP-IT program is a voluntary early retirement vehicle program that provides incentives to help British Columbians to replace their higher polluting vehicles with cleaner forms of transportation. The incentive program is designed to reduce greenhouse gas emissions across the province by offering $6000 towards a new electric vehicle. As of December​ ​2016,​ ​the​ ​program​ ​has​ ​scrapped​ ​41,083​ ​vehicles. Clean Energy Vehicle Program is funded by the province of British Columbia and provides point-of-sale incentives battery electric and hydrogen fuel cell vehicles. This program is intended to encourage and accelerate the adoption of clean energy vehicles in British Columbia for both their environment and economic benefits. The vehicle incentive in the CEV Program enables the purchaser or lessee of an eligible vehicle to receive a before tax point​ ​of​ ​sale​ ​vehicle​ ​incentive​ ​of​ ​up​ ​to​ ​$5,000. 34 "@en ; edm:hasType "Report"@en ; edm:isShownAt "10.14288/1.0356645"@en ; dcterms:language "eng"@en ; ns0:peerReviewStatus "Unreviewed"@en ; edm:provider "Vancouver : University of British Columbia Library"@en ; dcterms:rights "Attribution-NonCommercial-NoDerivatives 4.0 International"@* ; ns0:rightsURI "http://creativecommons.org/licenses/by-nc-nd/4.0/"@* ; ns0:scholarLevel "Undergraduate"@en ; dcterms:isPartOf "UBC Social Ecological Economic Development Studies (SEEDS) Student Report"@en, "University of British Columbia. COMM 486M"@en ; dcterms:title "Prepared for : UBC Building Operations"@en ; dcterms:type "Text"@en ; ns0:identifierURI "http://hdl.handle.net/2429/63258"@en .