Team Two Unit 04-Final V2

Infusing Sustainability into Camp Cherry Valley


Submitted to the Graduate Faculty of the

National University, School of Engineering and Computing

In partial fulfillment of the requirement

Master of Science in Sustainability Management

Haitham Ahmed

James Nafsey

Keith Mikas

October 2014


Copyright 2014

Haitham Ahmed, James Nafsey, and Keith Mikas

ALL RIGHTS RESERVED

ivInfusing Sustainability into Camp Cherry Valley

MASTER’S CAPSTONE PROJECT APPROVAL FORM

We certify that we have read the project of Haitham Ahmed, James Nafsey, and Keith

Mikas entitled Infusing Sustainability into Camp Cherry Valley, BSA and that in our opinion; it

is satisfactory in scope and quality as the capstone project for the degree of Master of Science in

Sustainability Management at National University.

APPROVALS

_________________________________________________________________________Prof. Jodi Reeves, Ph.D., DateDepartment Chair, Applied EngineeringSchool of Engineering and ComputingNational University

__________________________________________________________________________Prof. Ben D Radhakrishnan, M.Tech, M.S., M.B.A., DateLead Faculty, MS Sustainability Management ProgramNational University

__________ Prof. Juli Beth Hinds, AICP, M.C.R.P., DateAdvisor, Adjunct Faculty, National UniversityPrincipal, Birchline Planning LLC

vInfusing Sustainability into Camp Cherry Valley

Table of Contents

Table of Contents................................................................................................................iv

Abstract................................................................................................................................1

Chapter 1: Introduction........................................................................................................2

1.1 Background................................................................................................................2

1.2 Problem Statement.....................................................................................................3

1.3 Objectives and Scope.................................................................................................5

1.4 Research Questions....................................................................................................6

1.5 Stakeholders and Benefits..........................................................................................6

1.6 Research Project and the 3 Es....................................................................................7

1.7 Sponsor / Academic Advisor.....................................................................................9

Chapter 2: Literature Survey.............................................................................................10

2.1 How Green is Camping?..........................................................................................10

2.2 Sustainable Camps...................................................................................................10

2.3 Water and Energy: A Necessary Evolution from Dialogue to Partnership?.............11

2.4 Potential fresh water saving using greywater in toilet flushing in Syria.................12

2.5 Efficiency Technology Fact Sheet Composting Toilets.......................13

2.6 NREL Cold-Drink Vending Machines.........................................................13

2.7 UCSC/City of Santa Cruz Renewable Energy Experiment.....................................14

viInfusing Sustainability into Camp Cherry Valley

2.8 Development and Application of EEAST: Economic and

Environmental Analysis of Sanitation Technologies...............................................14

2.9 City of Avalon 2030 General Plan and Local Coastal Plan.....................................15

2.10 Demonstrating a New Framework (Wind Power).................................................16

2.11 EPA Municipal Solid Waste in the United States: 2000 Facts and Figures...........16

2.12 On Low–Carbon Economies..................................................................................17

2.13 Tiny Spanish Island (El Hierro) Nears Its Goal: 100 Percent Renewable Energy 18

2.14 National Parks Service...........................................................................................19

2.15 Sustainable Sites....................................................................................................19

Chapter 3: Methodology....................................................................................................19

3.1 Sustainability Model, Strategy and Process Flow...................................................19

3.1.1 Sustainability Model.........................................................................................19

Camp Cherry Valley Sustainability Model....................................................................20

3.1.2 Sustainability Model Process Chart..................................................................20

3.1.3 Assumptions......................................................................................................22

3.2 Sustainability SWOT (sSWOT) Analysis................................................................22

3.3 Sustainability Tools..................................................................................................25

3.3.1 EPA’s Energy Star Portfolio Manger................................................................25

3.3.2 Rainwater Harvesting Calculation....................................................................26

3.3.3 Florescent to LED Numbers.............................................................................26

viiInfusing Sustainability into Camp Cherry Valley

3.3.4 Assorted Lighting to LED Numbers.................................................................26

3.4 Development of Best Management Practices and Checklist...................................26

3.4.1 Best Management Practices..............................................................................27

3.4.2 Energy Efficiency and Conservation................................................................27

3.4.3 Water and Wastewater Systems........................................................................27

3.4.4 Waste Reduction and Recycle...........................................................................28

3.4.5 Green Buildings................................................................................................28

3.4.6 Climate Friendly Purchasing............................................................................28

3.4.7 Renewable Energy and Low Carbon Fuels.......................................................28

3.4.8 Community and Individual Action...................................................................28

3.4.9 Checklist...........................................................................................................29

3.5 Project Constraints, Issues and Risks......................................................................29

3.5.1 Constraints........................................................................................................29

3.5.2 Issues.................................................................................................................29

3.5.3 Risks.................................................................................................................30

Chapter 4: Implementation and Analysis...........................................................................31

4.1 Lighting Tools & Lighting Calculation...................................................................31

4.1.1 GE Estimator Tool............................................................................................31

4.1.2 Current Lighting to LED..................................................................................32

4.1.3 Calculations for overall CCV electricity usage................................................33

viiiInfusing Sustainability into Camp Cherry Valley

4.2 Economic and Environmental Analysis of Sanitation Technologies (EEAST).......35

4.2.1 Rainwater Collection........................................................................................35

4.2.2 Composting Toilets...........................................................................................36

4.3 EPA Energy Star Portfolio Manager........................................................................37

4.4 Renewable Energy...................................................................................................38

4.4.1 Solar PV – Baker Electric, Inc..........................................................................38

4.4.2 Micro Wind turbines.........................................................................................39

4.5 Strategies, Best Management Practices and Checklists Implemented.....................40

4.5.1 Energy Efficiency and Conservation................................................................40

4.5.2 Water and Wastewater Systems........................................................................41

4.5.3 Waste Reduction and Recycle...........................................................................42

4.5.4 Green Buildings................................................................................................42

4.5.5 Climate Friendly Purchasing............................................................................42

4.5.6 Renewable Energy and Low Carbon Fuels.......................................................43

4.5.7 Community and Individual Action...................................................................43

4.5.8 Checklist...........................................................................................................43

4.6 Summaries of Final Analysis and Findings.............................................................43

Chapter 5: Conclusion and Recommendations.............................................................45

5.1 Conclusions..............................................................................................................45

5.2 Recommendations....................................................................................................46

ixInfusing Sustainability into Camp Cherry Valley

5.3 Future research potential..........................................................................................47

5.3.1 Energy Usage....................................................................................................47

5.3.2 Water Conservation...........................................................................................48

5.3.3 Waste Management...........................................................................................48

5.3.4 Conclusion........................................................................................................48

References..........................................................................................................................49

Appendix A........................................................................................................................54

Camp Cherry Valley Risk Table with Mitigation..........................................................54

Appendix B........................................................................................................................55

Best management Practices Checklist...........................................................................55

Appendix C........................................................................................................................56

ACRONYMS.................................................................................................................56

Appendix D........................................................................................................................58

EPA Energy Star Scorecard...........................................................................................58

Appendix E........................................................................................................................59

EPA Energy Star EUI Scorecard....................................................................................59

Tables.................................................................................................................................60

Table 1, Camp Cherry Valley Site Survey for Lighting.................................................60

Table 2, Camp Cherry Valley Site Survey for Water.....................................................61

Table 3, Camp Cherry Valley Map................................................................................62

xInfusing Sustainability into Camp Cherry Valley

Table 4, Camp Cherry Valley Building Reference.........................................................63

1Infusing Sustainability into Camp Cherry Valley

Abstract

This research project is intended to provide a framework for Camp Cherry Valley to

become a camp that showcases sustainable principles. This framework incorporates savings on

water, electricity, and describes best management practices to transform Camp Cherry Valley

BSA into a sustainable camp along with teaching modules for the education of Boy Scouts in the

Sustainability Merit Badge. A rigorous site survey was conducted on CCV to identify areas in

which to improve sustainable actions. This survey served the basis of our analysis since no

governing agency’s (LEED, SITES, Green Globes, etc) application models would serve to meet

to the needs of the camp. By improving water and energy efficiency the Camp can save 17% on

energy costs and 58,400 gallons of water a month (on average). This would be accomplished by

implementing renewable energy sources (solar and wind), rainwater catchment, composting

toilets, and water/energy conservation education.


Chapter 1: Introduction

The environment in Southern California is both beautiful and scarce in natural resources.

This holds true for Santa Catalina Island, which is located about the 28 miles from San Pedro

California in Los Angeles Harbor. Catalina Island is 76 square miles in size. The lone city on the

island is the City of Avalon, which is only 2.7 square miles total (Catalina Island Chamber,

2013). This is where most of the population resides. The remainder of the island is owned and

operated by the Santa Catalina Island Company and/or the Catalina Island Conservancy (Catalina

Conservancy, 2014). Santa Catalina Island is also known as Catalina Island, Catalina or The

Island. Catalina Island is part of the Channel Islands of the California Archipelago (Catalina

Island Chamber, 2013). There are eight islands that make up this archipelago. The Island relies

on Southern California Edison Company (SCE) an Edison International Company for both its

Electric and Water Service. Gas for heating and cooking is most often propane, supplied by a

number of on- island businesses. Electricity comes from 23 new propane-fueled electrical

generating units located in the City of Avalon at the Pebbly Beach site (Southern California

Edison, 2013). There is little- to- no natural resource on the Island to support the residents of the

island of 4,096 populations (US Censes, 2010). To compound the issue of the scarcity of natural

resources, the Island hosts six youth camps and has an active tourism industry with over one

million visitors yearly (Catalina Island Chamber, 2013).

1.1 Background

Camp Cherry Valley (CCV) is leased and operated by San Gabriel Valley Council

(SGVC) of the Boy Scouts of America (BSA) located on Santa Catalina Island. The camps

latitude and longitude is N33 27.018 W 118 30.204 (San Gabriel, 2014). It is about a one-hour

ferry ride across the Channel to the Camp, which that dates back to the 1920s (Catalina Express,


2005). A picturesque cove with a sea rock beach, swimming area and unusually clear water is

situated at the mouth of Cherry Valley in Cherry Cove on the west end of the island. CCV is

located on the leeward side of the island; the cove is calm making it a perfect place for fun in the

water. The camp has a marine lab with native species from the local waters that one can touch

and learn about local marine life. There are more things to do in the valley; for instance, hiking

over mountainous terrain, Range sports of archery and rifle shooting, along with the

opportunities of earning a host of BSA merit badges. Lastly campers enjoy camping in

comfortable platform tents under a unique variety of cherry trees (San Gabriel, 2014).

Catalina Island is home to more than 400 native plants, the camp and the cove takes its

name from Prunus ilicifolia ssp lyonii, commonly known as Catalina Cherry (San Marcus, 2014).

According to U.S. Forest Service the camps Catalina Cherry tree grove is a “forest land”. The

trees cover more than one acre and grater then 10 percent of the grove is covered by forest trees.

(EPA, 2013)

In 2013 BSA introduced a new Sustainability Merit Badge and in its first year over 590

Scouts earned this badge. Scouting has had a long history with the outdoors. It has been

offering the Environmental Science merit badge since 1972, with over 2.9 million scouts earning

it (Boy Scouts of America, 2013).

1.2 Problem Statement

Santa Catalina is an island. All water and energy has to come from the islands or be

imported. The Island is currently in a drought and is experiencing, the driest water year in 123

years (Sahagun, 2014). Along with most of Southern California, Catalina is currently in Stage II

Water Rationing. Under Stage II Water Rationing residents are required to reduce water

consumption by 25% (SCE, 2014).


Electricity comes from on- island power generation at the Avalon Pebbly Beach facility.

(South Coast AQMD, 2013) The supply is not short yet; however, the camp and the island cannot

just go along as it is being unaware of its limitations.

The Camp has many different types of building ranging from a 50 plus- year- old stick

and frame construction to modern modular buildings (D. Minnihan, personal communication,

August 19, 2014) (Table 4). There is no cohesive plan to address the issues of the camp such as

lack of water, and unmonitored electric usage & waste production and Disposal. CCV feels that

SCE will guarantee water for CCV’s needs.

Currently, all generated waste at the camp is shipped back to San Pedro California or to

the Port of Los Angles. The west end of the Island where the camp is located used to burn its

trash up until 1997 (Santa Catalina Island Final Municipal Service Review, 2004). Now, “All

Santa Catalina Island trash outside Avalon is shipped to the mainland. Trash must be separated.

Put metals and glass in one bag and all else in another bag” (Santa Catalina, 2014).

The Boy Scouts of America’s motto is “Be Prepared” (BSA, 2014). Today the education

Scouts are receiving in the sustainability field is imperative to keep with the motto. The teaching

of this merit badge at CCV could impact over 750 scouts directly based on 10 weeks, 3 classes a

day, and 25 scouts in each class during the summer. The Boy Scouts account for about 3,000

campers a year, but only make up one third of all campers who use the facility.

Implementing sustainable practices at CCV provides the opportunity for further education

for youth outside of the BSA. The camp is also being used by non-scouters, including a spring

camp with 2000 students & staff for 15 weeks and a fall camp with 2000 students & Staff for 11

weeks. In addition, other school-aged students attend the camp. Catalina Island Marine Institute


(CIMI) teaches on Science, Technology, Engineering, and Math (STEM) (Catalina Island Marine

Institute, n.d.). The camp does not have control over CIMI’s curriculum.

1.3 Objectives and Scope

The objective of this capstone project is to investigate, analyze and recommend necessary

steps and best practices for the SGVC camping facilities at Cherry Valley on Santa Catalina

Island to be a sustainable operation. The results of this project will benefit the non-profit Boy

Scouts of America and the owners and operators of CCV. The sustainable goals for the camp

include decreasing energy consumption 5% to 10%, reducing the solid waste by 25%, reducing

water consumption and saving the camp owner (SGVC) money. The longer term objective is to

propose the Camp establish and teach the BSA Sustainability Merit Badge as a part of core a

curriculum, with the inclusion of sustainable concepts into teaching all areas of the Camp.

Our team has used the EPA Energy Star Portfolio Manager to conduct a review of the

CCV’s water and electricity usage for the buildings on the camp and will propose the products

that enable the camp to save on both water and electricity. We will evaluate solid waste data

(when provided) to identify possible waste reduction solutions.

The camp consists of total 27 buildings which fall into one of three different groups;

Modular construction, stick frame and metal frame. There are only two meters (one water and

one electric) for the entire camp; the Camp does not have sub-meters for each building. We have

used the EPA portfolio manager for the campus, which will include all the square footage of the

building in the entire camp. We also have evaluated the waste stream generated by the Camp.

Our team has developed a five-day teaching module based on the Sustainability Merit

Badge curriculum. The camp counselors will be able to implement the ideas of sustainability into

practice. This will reach over 500 students a year given a total camping season of 10 weeks.


1.4 Research Questions

1. Are there plans for green design for future building?

2. Should we focus on updating existing buildings?

3. Recycling paper, plastic, glass, and metal - is volume or mass more cost effective

to reduce with regards to transporting recyclables off the Island?

4. Is there is any organic recycling capability on the island?

5. Can CCV compost the uncooked kitchen waste?

6. How much water saving over current shower system can be achieved?

7. Wastewater management and composting toilets. Would these measures lessen the

demand on the Islands water system? We assume gray water usage is a must in all

future components.

8. What is the optimal level of water conservation?

9. What lights are currently in use?

10. Is the Camp using compact fluorescent lights?

11. What is the feasibility of using LED in all common spaces?

12. Can a Solar PV system work for the camp?

13. Would the California Coastal Commission allow Micro Wind Turbines -

distributed wind as an energy source at Camp?

14. What are the best resources and data for our project?

1.5 Stakeholders and Benefits

The two major stakeholders for the project are the Santa Catalina Island Company

(SCIC) and San Gabriel Valley Council (SGVC) of the Boy Scouts of America (BSA). The

SCIC owns and operates CCV.


The SGVC leases the camp. There are a total of 29,313 youth involved in SGVC

organizations (San Gabriel, 2013). A significant portion of the funding for SGVC comes from

private funds (San Gabriel, 2013). This means those who donate believe in the cause that SGVC

and BSA are providing. Without this funding and support the chapter would not be able to exist.

A significant portion of the funding for these programs comes from the Friends of Scouting

(FOS) (San Gabriel, 2013). FOS is comprised of individuals that have a vested interest in

ensuring the youth are afforded the best opportunities possible. Those that donate to FOS want

to see the youth educated and gaining valuable life experiences.

Other stakeholders and beneficiaries for the project include the youth campers, parents,

and Camp employees. The youth would benefit by gaining an education on sustainability

matters. In addition, the Camp would be a great place to work towards their Sustainability Merit

Badge. The parents would benefit by receiving information from their children. They could

incorporate these same principles into everyday life. They would also have to peace of mind

knowing that their children are getting more out of camp than just a typical camping experience.

The camp employees would benefit by having lower operating costs and maintenance

costs. They would be able to take pride in the fact they are educating the youth of America.

1.6 Research Project and the 3 Es

This project has great potential for addressing the 3 Es’ (environment, economy, and

equity) of sustainability. All three areas are of primary concern for this project. The economy

aspect of the 3 Es would be directly addressed by the results of the environmental improvements

and equity promotion.

Equity is achieved through the education that would take place as a result of this project.

The youth would gain a better understanding of how their actions affect the environment. In


addition, they would afford the opportunity to continue their education by achieving their

Sustainability Merit Badge through the BSA. The camps employees will benefit from a Best

Management Practices (BMP) and checklist.

The environmental aspect of this project is very apparent. Catalina Island is faced with

major drought. The Camp is already being supplied bottled water due to lack of municipal water.

Any action that will reduce water use and wastewater generation can only improve the wellbeing

of the camp. In addition, reducing energy costs by switching to solar and utilizing high

efficiency lighting allows the camp to spend money in other areas (water use being an example).

Increased recycling and solid waste reduction can greatly improve the economic and

operational aspects of the Camp as well. The Camp is required to ship all supplies from

Wilmington & San Pedro, CA by boat/barge or Long Beach, CA by airplane. All recyclables and

solid waste is required to ship back to the Port of Los Angles (San Pedro, CA). This is a costly

operation. If the Camp were to reduce single serving and single use items, it could greatly

decrease the waste and weight being shipped. Reduced weight would equate to less shipping

cost, saving the Camp money immediately. By doing so, they could participate and see the

benefits, which ties directly into the education piece.

The third and final E is Economics. This is especially important as SGVC is a NGO.

The reduced operating costs would directly affect SGVC’s ability to provide a service. The

council operates from donations from private organizations. This means that they have a very

limited budget. Any money that could be saved would allow the Council to ensure other projects

that will continue to operate and provide the youth with a strong education. Based on

observations and communications with SCE, a 10% reduction in operating costs is achievable.


The primary concern for implementing sustainable methods at CCV would be the upfront

capital cost. Water, electric and waste reduction will save the camp money over time. This issue

will be determining both an up=front funding source and what the payback period would be.

1.7 Sponsor / Academic Advisor

Mark Serratt is a current CCV Ranger and soon to be a camp Facility Manager on

September 25, 2014. He has been residing and working at the camp for more than 15 years. His

responsibilities are crucial to the camp. As a ranger he is to maintenance, upkeep, and proper use

of all camp facilities, and as a facility manager he is to oversee the leases and budgets. Working

closely with him will be critical to our project.

J.B. Hinds has agreed to be our academic advisor for this project. She is knowledgeable

about Catalina Island as far as water supply and wastewater management. She has contacts on

the Island and can help us get in touch with whom we need to. Also being familiar with the

island, she can provide directional guidance as to what would be most beneficial for the Camp.


Chapter 2: Literature Survey

The exploration of the literature survey did not produce relevant case studies for

sustainable camps. The approach that was taken during the investigating processes was to look at

specific sustainable features that can be incorporated into a sustainable camp. Some of these

sustainable features are rainwater harvesting, micro-wind turbines, energy efficiency and

composting toilets.

2.1 How Green is Camping?

Even though How Green is Camping? (Warren, R. and Bingham, C., 1994) is an older

document many of the issues raised are still valid today. The article states that camps should be

on the leading edge of environmental issues and use every opportunity as a teachable lesson and

that recycling is an integral part of creating a successful camp.

These are the same issues facing CCV. This article reminds us that the issues of

sustainable require constant attention. The methods and questions asked provide direction and

real world practically to our project.

2.2 Sustainable Camps

Green design and sustainability is moving quickly to the front of engineering,

architectural and construction areas and strategies for creating high-performance buildings. The

camp community is also beginning to learn more about how these principles can be applied at

their camp properties. Green ideas have begun to affect decisions about everything from waste

management and sewage treatment, to the construction of new facilities and even design

completely new camps (Benton, 2005).

Camp Emerald Bay, which is near Camp Cherry Valley on Catalina Island, is on the

forefront of sustainable initiatives and technology. They strive to be more environmentally


conscious, being in the delicate island environment. Their success as a facility on a desert island

depends heavily on how effectively they use limited resources like water and energy. Thanks to

their conservation, education, and sustainable development efforts, they have been featured in the

new Eagle Scout required Sustainability Merit Badge (Boy Scouts, 2013).

Sustainable housing and green building in conjunction with efforts to conserve water

began at Camp Emerald Bay with an effort to explore sustainable housing options. The Scouts

collaborated with the architectural firm Gensler to create a structure housing Eco Cabin. They

used reclaimed wood from the pier, and twenty-two foot used shipping containers, rubber floor,

and aluminum brackets to suspend the silicone-coated roof. A small solar panel outside provides

the ability to illuminate the structure with eight LED lights. It is also used as a model to

demonstrate the principles of sustainable design. These examples show how the Camp is

exploring net-zero buildings and is using the EcoCabin as a classroom Merit Badge education

(Boy Scouts, 2013 p. 46).

In 2009, the Camp Emerald Bay also began efforts to develop its sustainable model for

water usage. The focus was to be the camp to reduce water consumption due to increased water

prices. The Camp began retrofitting and replacing the water fittings with low flow models. This

effort has obviously helped the Camp Emerald Bay to maintain the water save more than 1.5

million gallons per year, or use less than 50% water, which was used in 2006 (Boy Scouts, 2013

p. 44).

2.3 Water and Energy: A Necessary Evolution from Dialogue to Partnership?

The energy and water nexus is the topic of this year’s World Water Week. According to

Kate Zerrenner of GreenBiz.com, electric market is heavily deregulated, whereas the water

market is usually locally controlled by local authorizes and heavily regulated by federal


governments (Zerrenner, K., 2014). Both water and electricity go hand-in-hand been using each

other’s products to make their own. Great sums of electricity are needed to pump water and

transport it throughout the water utility network. Electric generators and facilities also need great

sums of water for cooling purposes.

Fresh ground water increasingly becoming a scarce commodity; it is now time for both

water utilities and electric utilities to work in collaboration with each other to save on these

natural resources. Working together both electric generation facilities will be saving water, and

water utilities will be saving electricity.

Better coordination between these two industries will have better returns in the

conservation of natural resources, and returning a direct savings to the utilities. Coordination

from both water and energy utilities can lead to savings for their operators, particularly in

California where 19% of California’s electric usage and 32% of its natural gas consumption are

related to water transport (California Energy commission, 2005). Catalina Island is one of the

rare places where the water and electricity comes from the same utility operator SCE.

2.4 Potential fresh water saving using greywater in toilet flushing in Syria

According to the Mourad, K. (2011) in the Journal of Environmental Management 82%

of all potable water is consumed by showers, kitchen sinks and laundry, all of which can be

treated and used with greywater systems. A study conducted in Los Angeles indicated that using

greywater to irrigate plants and lawns could save about 12 to 65 percent of annual freshwater.

Another city, Sweida, Syria which is located between Amman, Jordan and Damascus,

Syria, and similar to Los Angeles, California, has seen large population increases along with

serious water scarcity. Greywater usage and treatment for reuse in Syria is not received much


attention yet. Mourad, K (2011), studied the city of Sweida Syria potable water system. The city

has only two fresh water springs available for use potable water.

The study’s calculations of greywater could cover all the needs for toilet flushing by the

reuse of greywater and the toilets would save 35% of all of the potable water usage.

2.5 Efficiency Technology Fact Sheet Composting Toilets

The United States Environmental Protection Agency’s paper Water

Efficiency Technology Fact Sheet Composting Toilets (1999) lays out of the

positive and negatives of using composting toilets. These toilets are a great

way of conserving water and providing material for improving top soil. The

toilets include fans that reduce odors and promote air circulation (which

speeds decomposition), and which can be powered by photovoltaic (solar)

cells. These toilets reduce the amount of black water produced that must be

treated by sewer systems. They also are a practical way of providing

facilities in an area with limited infrastructure.

Even with all the benefits of composting toilets, there are some items

that require attention when they are used. Composting toilets can be

maintenance intensive compared to standard toilets. The toilets require

proper liquid levels for composting to occur. If these levels are off, there is

some potential for pathogenic health concerns from the composted material.

2.6 NREL Cold-Drink Vending Machines

The National Renewable Energy Laboratory (NREL) conducted a study about using load

management devices to reduce vending machines’ electric consumption at their facilities (Deru,

M., Torcellini, P., Bottom, K., and Ault, R., 2003). In the NREL study, a vending machine


without a load manager was compared to machine with load manager. The load manager

machines on average saved 33% of total electricity usage. The product inside the vending

machines with load management devices was kept close to the same temperature as those

without. This translated to a $338 savings per machine per year (Deru, 2003). When the

advertising light is turned off or removed, the vending machines saved on average 55% of the

energy load.

CCV has one Pepsi vending machine. These studies performed show that a significant

amount of energy can be saved by implementing conservation techniques on a single often

overlooked device in Camp.

2.7 UCSC/City of Santa Cruz Renewable Energy Experiment

The City of Santa Cruz along with the University of California at Santa Cruz (UCSC)

was given permission by the California Coastal Commission to conduct a study of Solar PV and

Micro Wind turbines in an experimental test site located on top of the Wharf HQ building. The

entire structure will be about 17 feet tall from the Wharf deck. These turbines look like an

upside down egg beater.

Because this test site is located on the waterfront, a large amount of research when into

how it looked and what would be seen by the general public. These are a lot of the same

concerns that would be applicable to the Camps situation.

2.8 Development and Application of EEAST: Economic and

Environmental Analysis of Sanitation Technologies

Rain catchment is another area we are investigating for providing

water in all non-potable uses. Devkota, J., Schlachter, H., Anand, C., Phillips,

R., & Apul, D wrote a paper titled Development and Application of EEAST: A


Life Cycle Based Model for Use of Harvested Rainwater and Composting

Toilets in Buildings (2013). They developed a method of calculating water

saving from rain catchment and utilizing composting toilets. The EEAST

spreadsheet could prove to be a very useful tool is determining the feasibility

of rainwater harvesting and composting toilets. The issue that could

potentially make the EEAST tool difficult to use is that there is very limited

landscape watering conducted on the campground, which would use

harvested.

This tool also incorporates what the cost savings would be if reclaimed

water was used for landscaping and flushing versus rain water and

composting toilets. This will provide the team much valuable information in

determining what the most cost effective and resource reducing method

would be.

Weighing the positives and negatives of the composting toilets, we

believe that they are a very viable option for CCV. Even though many

campers come through the camp, the numbers are within the ability of

composting toilets to be able to handle. The reduction of water use is one of

the major positives for the project. These toilets are used in campgrounds

throughout the world without issues and in areas where water is a very

limited resource.

Rain water catchment may not be the best source (or most reliable)

source of water to use for the camp. On average the island has over 250

days of sunshine a year with less than 14” of rainfall annually. This alone can


make rain catchment a questionable subject. In addition, Catalina is facing

the most severe drought in 123 years, limiting rain catchment as a source

and making water use more important.

2.9 City of Avalon 2030 General Plan and Local Coastal Plan

In addition to water conservation, green energy is another major source of concern for the

Camp. In 2013 the Avalon Community Improvement Agency published the City of Avalon 2030

General Plan/Local Coastal Plan. Avalon being the major city on the Island is committed to

pursue renewable sources of energy and energy reduction. This includes solar power generation,

on site power generation, and reducing heat island effects.

The city of Avalon is coordinating with SCE to reduce the demand of fossil fuels. This

collaboration will have positive impacts for the whole Island since SCE provides all of the

power.

The City’s current plan is to have these sources implemented by 2030. This is a benefit

for our project since the City is in support of renewable energy. Implementation by the City will

encourage the outlying areas to pursue the same methods. By implementing sustainable methods

into everyday occurrences, CCV would be ahead of the sustainable revolution on Catalina Island.

2.10 Demonstrating a New Framework (Wind Power)

The paper Demonstrating a New Framework for the Comparison of Environmental

Impacts from Small- and Large-scale Hydropower and Wind Power Projects (Bakken, T.H.,

Aase, A.G., Hagen, D., Sundt, H., Barton, D.N., Lujala, P., 2014) speaks directly to the use of

small scale wind power generation. This study was conducted in island areas of Sweden and

Norway. Power generated by wind was found to be a viable method in small scale applications;

however, the proper land area must be available to make it work.


With regards to CCV, wind power is worth investigating. Small scale wind generation

would be a viable method of augmenting solar power production for the camp.

2.11 EPA Municipal Solid Waste in the United States: 2000 Facts and Figures

Composting is one of the natural ways to reduce solid waste and create an alternative

form of food for other plants and animals. The need to recycle organic waste has been recognized

increasingly all over the world in order to provide materials that can be used instead of a waste

product. It is also reduces the amount of organic waste that goes to landfills each year. The

treatment of organic waste at the site is the ideal choice. There are many variables involved when

implementing a program convert organic waste.

Landfill is a short-term solution that contaminates. Conversion of organic garbage

dumps, and provides a number of solutions to food waste at the site that address not only waste

by turning it into useful products but also save money in the process and provide environmental

benefits.

According to the (EPA, 2000) yard trimmings recovery typically involves leaf compost

and mulch, yard trimmings can also be combined with other organic waste, such as food

residuals, animal manure, and bio solids to produce a variety of products with slightly different

chemical and physical characteristics.

Sustainable Waste Solution (2014) in Pennsylvania who operates landfill free waste

services says there is a great advantage if composting can be implemented on a smaller scale,

adjacent to where the organic waste is produced and preferably where the waste product can be

used as fertilizer.


2.12 On Low–Carbon Economies

José María Figueres head of the Carbon War Room, and they youngest past president of

Costa Rica see shifting Islands from fossil fuel to renewable sources as a key to the islands

future. Figueres was interviewed by the Rocky Mountain Institute (2014). Figueres sees three

steps in switching to renewable energy. First it helps improve the quality of life for island

residents. Second, switching to renewable technologies in the energy sector would create jobs

and expand entrepreneurial opportunities for island residents. This can help them break free from

their overwhelming tourism economy. The third step, the combination of the previous can show

that islands can be examples of successful translations to low carbon clean energy economies

using existing technologies. These examples hopefully can inspire other communities to switch

to renewable energy sources.

The lessons that renewable energy is profitable helped diversify the Costa Rican

economy. Costa Rica is proof that developing nations with scarcity of economic resources can

succeed in the transformation to a renewable energy economy. This can easily be transferred to

an island environment based on other examples of off grid island type communities are our

isolated military bases, rule communities, or other small nations.

The hardest part of this translation to a non-fossil fuel environment is changing cultural

attitudes. Most of the world grew up using fossil fuels, and had no idea of their unintended

consequences. Education is a key part in making the translation away from fossil fuels and fossil

fuel thinking. This same thinking is prevalent on Catalina Island. Why change? It has always

been done this way.


2.13 Tiny Spanish Island (El Hierro) Nears Its Goal: 100 Percent Renewable Energy

El Hierro a small Spanish island in the Canary Islands chain off the coast of Africa. It is

now receiving all its power from renewable sources, according to the Council of the island of El

Hierro and NPR (2014). The island has about 10,000 inhabitants. All the parts needed for their

conversion to sustainable island power grid were off-the-shelf items nothing was specially

designed for this project. The system consists of five wind turbines, two man-made lakes, and

hydro power generators.

The system is relatively simple. When the wind is blowing electricity is generated, any

excess energy is used to pump water up the hill to the upper lake. When there is no wind, or

more power needed, water is released from the upper lake to flow downhill to power the hydro-

turbines to generate power.

Prior to this project Spanish government shipped roughly 6600 tons of diesel fuel to the

island each year for its electric power generators. By the end of the year, this plant will generate

all the islands electrical needs up to 48 Gigawatts. This similar situation is at play on Catalina

where all fuel for the Pebbly Beach Power Station is shipped from Los Angeles.

2.14 National Parks Service Green Parks Plan

The National Parks Service (NPS) is devoted to increasing sustainability in all their

parks. In 2012 NPS published the Green Parks Plan (GPP) (NPS, 2012). This plan delineated

the 9 major areas in which the parks would focus to improve sustainability;

1) Continuously Improve Environmental Performance

2) Be Climate Friendly and Climate Ready

3) Be Energy Smart

4) Be Water Wise


5) Green Our Rides

6) Buy Green and Reduce, Reuse, and Recycle

7) Preserve Outdoor Values

8) Adopt Best Practices

9) Foster Sustainability Beyond Our Boundaries

The actual implementation of the above principles must change due to the size and scope

of our project on CCV. There are very few National Parks on islands. The ones that are (i.e.

Channel Islands) have limited camping in a primitive environment. At these campgrounds all the

campers are packing in and packing out all of their own materials and waste. CCV has a much

higher continuous footprint associated with its campground. For this reason we looked further

into some more applicable soultions.

2.15 Sustainable Sites

Sustainable Sites Initiative (SITES ™) is a program that is based on the premises that the

Earth is a critical component of the built environment can be planning, design, develop and

maintain the protection and promotion of the benefits that we get from the healthy functioning of

the landscape. Environmentally sustainable natural landscapes are more robust with the ability to

withstand and recover from occasional floods, droughts, fires, and other catastrophic events.

Beneficiaries include the environment, property owners, local communities and regional

economies.

The SITES program offers a comprehensive systematic classification process to identify

sustainable sites, measure their performance, and thus increase the value of the landscape. The


program can be applied to assess green and brown fields for system development projects at

locations with or without buildings, including:

- Open spaces - local, state, and national parks. Botanical gardens. Nurseries

- Streetscape and public squares

- Retail and office areas - commercial sales; corporate campus

- Residential - neighborhoods or individual squares

- Educational / Institutional - public and private universities; museums. Hospitals

- Infrastructure

- Government/Military

- Industrial

There is no information for camps or islands with limited resources like Catalina Island.

CCV currently does not have any irrigated landscaping which could be applied to incorporate

SITES parameters. The open areas of the Camp are all naturally vegetated green fields.

Chapter 3: Methodology

The Methodology for this research is to collect data from water and electric utility bills,

along with data from a complete survey of the entire camp that included counting fixtures and

measuring buildings. For the purpose of this project the data was analyzed from the point of the

Camp versus other building or facilities with similar structures, medium sized commercial office

buildings.

3.1 Sustainability Model, Strategy and Process Flow

3.1.1 Sustainability Model

The sustainability model that best fits Camp Cherry Valley and BSA is the environment,

equity and economics model for sustainability. The model is a set of three interconnecting


circles. Where the circles overlap is the intersection of the Camp’s sustainability model. Each

circle also overlaps with the one next to it, which creates many points of intersection where

equity and the environment work together, the environment and economics works together, and

equity and economics also works together.


Camp Cherry Valley Sustainability Model

3.1.2 Sustainability Model Process Chart

The process model was very linear from start to conclusion. A dead end that the team

came across was the City of Avalon not being responsive and having little information on the

others parts of the island. A primary site visit was conducted to evaluate the Camp as a possible

research project. Then CCV C-Level management was approached for a buy in to our proposed

project. The team conducted a literature review of sustainable islands, camps and short term

transient resident settlements. Our research yielded no sustainable model applicable to the CCV

environment. For this reason, our team developed and model and flow chart specific to the

Island.


A second site visit was conducted in which a site survey was carried out to inventory all

lighting and water fixtures. Research was conducted, and fixtures were analyzed and compared

current fixtures against new more energy-efficient fixtures. The EPA Energy Star portfolio

manager was used to analyze all the Camp’s utility bills from the past 32 months.

Equity in education is the last part of our process model. Our research team needed to

learn about PV solar and micro wind turbine projects along with composting toilets and

greywater systems. BMPs and a checklist were developed for the camp to use as tools to

facilitate their sustainable model. An education module was constructed for the BSA

Sustainability Merit Badge.

Camp Cherry Valley Sustainable Model Process Flow Chart


3.1.3 Assumptions

1. Catalina Island construction prices for material are $0.14 to $0.40 per pound

higher than mainland Los Angles because of the extra freight involved in transportation to the

Island.

2. Solar PV construction will run 25% higher than mainland projects, because

construction workers housing, food, and transportation would have to be paid by the Camp.

3. The Camper enrollment numbers do not change significantly from year to year.

4. The site survey of all the water fixtures and lighting fixtures will not change over

the course of this project.

3.2 Sustainability SWOT (sSWOT) Analysis

Camp Cherry Valley sSWOT Model


sSWOT was designed by the World Resources Institute. It is design to educate and

challenge individuals who might not be aware of institutions sustainability needs, strengths,

weaknesses, opportunities, and threats.

Strengths: Camp Cherry Valley has many strengths going for it. There are educated

groups of Scouts who come to enjoy the Camp for weeks at a time. The Camp’s management

cares about the Island and the Camp. Scouting teaches principles that foster taking care of the

environment; pack out what you pack in and tread lightly, which translates to keeping on a trail

and not making a new one. SGVC works very hard at keeping the cost of the Camp within reach

of all youth will need to go to camp. They offer camper ships which are like scholarships, and

they solicit outside funds to send campers to camp.

Weaknesses: Camp Cherry Valley is currently facing two major weaknesses in C-level

management. One is that a longtime facilities manager is retiring; second, the Council executive

is also retiring in January 2015. Many scouts and scouters who come to Camp Cherry Valley

might not fully grasp the concept that they are on an Island with limited resources. They might

leave it trash receptacles excess amounts of trash old clothing or junk they no longer want not

realizing that this is a major financial strain on the camps resources to transport all this back to

the mainland. A week of camp may not be long enough to change the minds and attitudes and

habits of those who inhabit the camp for a week. Constant reinforcement’s is what is needed to

overcome lifelong ideas and practices.

Opportunities: CCV is all about opportunities, from educating Scouts into new growth

areas, to having students experience the outdoors for the first time and gain a new appreciation of

it. Opportunities in the areas of solar PV, wind turbines, and greywater systems all need to be

incorporated into make the Camp more sustainable.


Threats: Climate change is one of the biggest threats to the Camp. Drought and long-term

reductions in average rainfall create problems from a lack of water for portable water usage, to

the Cherry Grove trees not getting enough water to live, to soil drying out from lack of rainfall

and dust covering everything to the point that when it rains it most likely will be a heavy rainfall

at one time and caused massive flooding and erosion. Transportation costs along with shipping

costs to the island and back to the mainland only are seen to be going up in the future.

3.3 Sustainability Tools

In the course of our research, we have explored many commercially available tools that

are related to sustainability and energy efficiency markets. In this project we apply to CCV the

EPA’s Energy Star Portfolio Manager, through which allows benchmarking of facilities versus

other similar facilities in the EPA’s database and produces an EPA energy star number or EUI

number. We also made up our own spreadsheets for greywater and lighting calculations that and

conducted them for this project. Lastly, General Electric (GE) has a web-based tool that is used

to see the time of return on lighting investment, assuming that CCV would be using the saving to

pay for the upgrades (GE, 2014).

In the course of this research project, we also explored the three major sustainable

certification organizations (LEED, Green Globes, and ISO). Leadership in Energy and

Environmental Design (LEED) is heavily focused on lighting and worker comfort along with air

quality. Green Globes incorporates sustainable interiors and energy conservation into the work

space. International Standard of Organization (ISO) is primarily focused on documentation with

the criteria of; Act, Plan, Check, Do. All three of these organizations are designed more for

corporate office building with limited interface for primitive camps. Our team decided the best


course of action is to utilize the tools below to infuse sustainable metrics and apply them to

camps such as CCV.

3.3.1 EPA’s Energy Star Portfolio Manger

EPA’s Energy Star Portfolio Manager allows users to track and measure energy and water

usage and greenhouse gas emissions from buildings. Within the portfolio manager online tool

users can track their buildings at a campus level. The main electrical meter is associated with the

parent building. All sequential buildings are considered “children.” It is not possible to associate

a single meter with multiple buildings on properties; the meter can only be assigned to the parent

property. (EPA, 2014)

For the purposes of this project, we explored the EPA Energy Star Portfolio Manager and

developed an EUI number for CCV. The EUI number can be benchmarked against other

industries, such as schools, baracks and hotels.

We will be looking to achieve an Energy Star number which is from zero – 100. We will

run the portfolio manager with all building square footage included as a single building. The total

square footage of all the Camp’s 30+ buildings (approximately 19,000 SF) is equivalent to one

medium size commercial building or barracks.

3.3.2 Rainwater Harvesting Calculation

To determine the amount of capacity that would be yielded from rainwater harvesting,

which is typically a collection rate of 50% of yearly rainfall, we calculated the roof area times

average rainfall, which equals usable water storage. Type of roof material has no effect on this

calculation.


3.3.3 Florescent to LED Numbers

A predominant majority of the florescent tube lighting in the Camp is currently the same

T8 32 W florescent tubes. We created a spreadsheet and did straight calculations of switching out

florescent tubes for LED retrofit fixtures. We counted all the lighting fixtures in the Camp and

have an inventory list, from which we created a spreadsheet and ran the calculations of

converting current facilities to all LED lighting. We also used basic math for determining how

much a project like this would cost.

3.3.4 Assorted Lighting to LED Numbers

There are a few halogens or low sodium lighting fixtures throughout the Camp in the

common areas, roads, paths, and outside of heavily trafficked buildings. We have researched

what each one of these light fixtures currently uses in wattage and estimated a suitable

replacement with an LED model. These calculations were carried out on a spreadsheet with

simple math.

3.4 Development of Best Management Practices and Checklist

Best Management Practices (BMPs) and checklists provide the framework for an

organization to improve sustainability.

3.4.1 Best Management Practices

Best Management Practices (BMPs) are methods and practices based on experiences

from many organizations to improve sustainability. These practices are continually being

adjusted and updated to accommodate changing conditions. CCV would benefit by

implementing such practices into the daily operations of the camp. Some of the BMPs would be

one time upgrades or additions made to the Camp. Other would require constant monitoring and


education in order to be successful. Below are seven overarching areas that outline the BMPs for

CCV with specific areas of concern to be addressed during the project.

3.4.2 Energy Efficiency and Conservation

1) Energy Efficiency Education

a. Turn lights and equipment off when you leave the room.

b. Minimize use of electronic devices while at camp.

c. Purchase Energy Star products, as replacements.

2) Energy Efficiency Upgrades

a. Replace halogen flood lights with light emitting diode (LED) lights.

b. LEDs will need to be first priority.

3.4.3 Water and Wastewater Systems

1) Water Conservation Education

a. Practice short showers (3 minutes at most) with turning water off while

soaping.

b. Turn water off while brushing teeth or shaving.

2) Water Efficiency Upgrades

a. Replace all water fixtures with low flow.

b. Utilize composting toilets to replace water flush toilets.

c. Utilize greywater re-use for non-potable uses.

d. Implement rainwater catchment for non-potable uses.

3.4.4 Waste Reduction and Recycle

1) Practice Sustainable Camping.

2) Pack out what you pack in.


3) Separate trash into recyclables, compostable food waste, and solid waste. Solid

waste should be the “last resort.”

3.4.5 Green Buildings

1) Build new bathroom with green building elements.

2) Utilize cradle to cradle materials.

3.4.6 Climate Friendly Purchasing

1) Purchase materials from recycled sources.

2) Purchase items with minimal packaging and recyclable or compostable packaging

to minimize the solid waste footprint.

3) Purchase material from companies that practice green camping.

3.4.7 Renewable Energy

1) Implement renewable energy sources (wind and solar).

3.4.8 Community and Individual Action

1) Encourage youth to bring concepts learned at camp home.

2) Teach BSA Sustainability Merit Badge.

3.4.9 Checklist

A best management checklist is an organized of tracking progress and successes.

It provides the framework to follow when implementing changes into the camp

operational process.

3.5 Project Constraints, Issues and Risks

The following section covers areas of Constraints, Issues and Risk for our project

conducted by our research team. A site survey was conducted of the Camp’s facilities, and

assumptions based upon that survey.


3.5.1 Constraints

Camp Cherry Valley’s constraints like most NGOs are financial. There would be a high

initial cost of implementing some of these upgrades. Without the funds to cover the cost, a long

payback period could ensue. Time is another constraint, all major construction project have to be

carried out at winter time when the camp is closed to campers. During the winter season another

constraint is foul weather and rough seas, leading to a lack of boat operation to the Island and

limiting construction operations.

3.5.2 Issues

The research team has been in constant contact with CCV facilities management via

email. We have received a very detailed report of energy and water data. However, the number

of students who attend the camp and the amount of waste the camp is generated has not

materialized. We will continue to email for the duration of this project. (Appendix C)

1. Not getting two years’ worth of student numbers broken down by month from the

Camp in a timely manner

2. Lack of ability for face to face conversations with CCV officials being limited to

phone and email with potential long delays between correspondences.

4. Travel to the Island may be hindered due to distance or weather factors. Planned

trips may be postponed or cancelled to factors outside our control.

5. Through in depth data analysis in a short time allotted for this project.

3.5.3 Risks

1. The personnel at Two Harbors (SCIC) lack of willingness to provide relevant data for

our projects. Two Harbors is the transfer point for waste and recyclables off the west

end of Catalina Island.


2. CCV not providing data of the amount of solid waste the camps is currently

generating. This would also include recycled content like: plastic, metal, cardboard

and aluminum cans. Our group has been informed the camp makes about one hundred

dollar off their recycling program.

Reference CCV Risk Table with Mitigations (Appendix A).


Chapter 4: Implementation and Analysis.

There are many sustainable tools available for performing calculations on energy

efficiency projects and water reduction. Many more complex tools focus on depreciation costs

along with costs of waiting to conduct improvements. The most complex tools also figure in life

cycle analysis and return on investment along with interest-rate and financing. The purpose of

this research project is to provide CCV with the simplest and most straightforward tools. They

ranged from and manufacturer web interface tools, simple Excel spreadsheets math and, case

study spreadsheets

4.1 Lighting Tools & Lighting Calculation

The tools utilized for the lighting analysis were chosen for the purpose to keeping the

project easy to understand. Lighting has become a complicated concept with terms like: CRI

(Color Rendering Index), Color Temperature “K” (Kelvin), and Lumens.

4.1.1 GE Estimator Tool

The GE Lighting Simple Energy Estimator Tool has six fields that need to be filled out.

The number of fixtures, average number of hours per year per fixture, CCV’s current cost per

kilowatt hour, the fixtures current wattage, the proposed fixtures wattage along with the cost to

upgrade each fixture but. This tool was selected because it propagates a very quick and easy

energy savings system proposal with return on investment and how much will be saved with each

fixture.

For the purposes of re-lamping the entire Camp LED lights were chosen, because

retrofitting most other fixtures would cost the same if not more in labor per fixture and

performance would not be known. The retrofitted fixtures of non-LED lights could experience a

high failure rate.


4.1.2 Current Lighting to LED

CCV has 310 lighting fixtures. Florescent fixtures are the predominant lighting source

within the camp. For the project we chose to go with RoHS (Restriction of Hazardous

Substances) Directive 2002/95/EC compliant fixtures to eliminate harmful substances when the

product is disposed.

The lighting portion of this project consists of six categories, CFL’s, fluorescents, wall

packs, range lights, post lighting, and a Pepsi vending machine. Lumens for the current fixtures

and the replacement fixtures were matched as close as possible. The calculations were all

conducted in identical ways. For example purposes we will focus on CFL’s.

The CCV currently has 28 CFL lights; these CFL’s use 23 watts, 1600 lumens. The

proposal is to switch these and replace them with 16 watts LED light bulbs, 1200 lumens.

The calculation will take 28 fixtures times 23 Watts times 4500 hours per year of usage to

get the current usage for the CFL’s, which comes to 2,820,720 watts per year. 2.8 million watts

is 2,820 kWh. The proposed system would use 16 watts LEDs bulbs times 28 fixtures times the


same 4500 hours of usage per year. 4500 hours represent 12 and 1/3 hours of lighting per day for

a year. Given 1kW equals 1,000W, 1,956,864 watts is equivalent to 1,956 kWh. This is a savings

of 863 kWh per year, a 31% savings on CFL’s lighting of electricity usage.

For this lighting portion of the project currently the camp uses 53,102 kWh per year. The

new proposal system would use 26,676 kWh which represents a savings of 26,427 kWh and

overall savings of 50% on lighting usage.

4.1.3 Calculations for overall CCV electricity usage

The calculations compute out how much of lighting is currently represented as a

percentage of the total of the CCV’s kilowatt hours and including kilowatt hours. US Energy

Information Administration (EIA) Research was for the percentage of commercial buildings

energy usage (EIA.gov, 2014). EAI is currently finishing up their 2013 surveys of commercial

buildings; there for the purposes of this project the 2003 EAI numbers were used.

According to EIA commercial buildings in the United States use 24% of the energy from

lighting, 6% for refrigeration, 9% for electronics, 6% for water heating, 31% for heating and

cooling, and 24% for other usage.


For comparing CCV to a commercial building, the camp does not have heating cooling

systems and hot water heating, CCV uses gas, and they were removed for calculation purposes.

Calculations to determine what percentage & kilowatts of the current energy usage of

CCV were conducted as follows.

The year ending August 2014 CCV used 128,820 kWh. The four categories that the CCV

uses electricity are lighting, refrigeration, electronics, and other. Typically lighting represents

24% of electricity usage in a commercial building. However, CCV utilizes about 38% of its

energy usage for lighting. This is due to the lack of heating, cooling and other electrical draws at

the Camp.

Lighting was figuring out by multiplying 128,820, the current total year-end August 2013

of CCV’s total usage, times 24% which equals 30,916. Then 30,916 were divided by 81,156,

which came to 38%. Then 128,820 were times by 38%, which is 48,951 kWh.

Refrigeration is 6% which would represent 10% at CCV electronics 9% which would

equal 14%, and other electrical usage 24% equal 38% at CCV. To check the computation add

together 38+10+14+38 = 100%, for the new balance ratio.

As a check, now we will compare the calculations done for the Camps current electrical

usage based upon the site survey numbers, which is 53,102 kWh. The calculations to figure out

how much energy the camp is currently using based upon the EIA model is 48,951 kWh. There is

a difference of 4151 kWh. The 4150 kilowatt hours represents 3% of CCV’s total energy usage

for a year. The 3% represents, a margin of error, the confidence interval is a range of values.

Overall with the project of updating the camps lights to LEDs would save 17% of the

total camps electrical usage. In the term of dollars, CCV would save over $8000 a year.


4.2 Economic and Environmental Analysis of Sanitation Technologies (EEAST)

The Economic and Environmental Analysis of Sanitation Technologies (EEAST)

(Devkota, J., Schlachter, H., Anand, C., Phillips, R., & Apul, D, 2013) tool

provides a method of comparing five different courses of action:

1. Rainwater to flush toilets, potable water to irrigate

2. Potable water to flush toilets, rainwater to irrigate

3. Rainwater used to flush and irrigate

4. Composting toilets used, potable water to irrigate

5. Composting toilets used, rainwater to irrigate

All five actions are feasible to implement at Camp Cherry Valley. The camp is currently

utilizing what would be potable water to flush toilets. However, this water is no longer

considered potable due to the salt water contamination of the groundwater. For this reason, our

team decided to explore the most extreme course of action provided by the tool. Implement the

use of composting toilets and utilize rainwater for irrigating.

4.2.1 Rainwater Collection

The camp has 7,535 square feet of suitable roof area on two buildings to collect rainwater

from (the dining hall and warehouse). These building would be the most cost effective to gutter

and pipe for rainwater catchment. Catalina Island receives and average of 11.97 inches of

rainfall a year (The Weather Channel, 2014). With the roof area available, the camp is able to

collect about 3500 gallons of rainwater a month on average. Most of that water could be

collected during the winter months. There is little to no rain that falls during the summer

months.


4.2.2 Composting Toilets

Composting toilets are a great way to save water. When at full capacity, the camp is

flushing over 58,400 gallons of water a month. With the implementation of composting toilets,

that number turns to zero. There is a cost associated with implementing these toilets and a

slightly increased work load to maintain them.

SummaryRainfall available for capture 3,497 gallons/monthVolume required to flush toilets/urinals 58,400 gallons/monthVolume required to irrigate 2,026 gallons/monthTotal Demand 60,426 gallons/month

RW Toilet Flushing

RW Irrigation RW Both Composting PW Irrigation

Composting RW Irrigation

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

3,497 2,026 3,497

58,400 60,426

Potable water savings in gallons

Based on the EEAST calculations, it will cost about $55,000 to implement composting

toilets. The units the model references are smaller scale units and require multiple composting

tanks. This is more beneficial to our case than the large, outhouse style seen at some other

campgrounds. This would provide the camp the opportunity to implement composting toilets

over time. They would be able to try a couple inexpensively and make sure the toilets work for

them.


Anticipated Total Cost of ImplementationRainwater used to flush toilets $3,172.97Rainwater used to irrigate $1,910.42Rainwater used to flush toilets and irrigate $3,172.97

Composting toilets used$54,593.5

6By saving 58,400 gallons of water a month the Camp would experience a major financial

gain. Based on the previous water bills the average gallon of water costs 4.2 cents. With an

annual water savings of 584,000 gallons the Camp would save $24,528 annually.

The concern is that composting toilets do take some effort to manage. Campers may not

follow all the rules regarding such toilets and could clog the system. This could get very costly

and manpower intensive. Proper training and education would prevent this from occurring.

4.3 EPA Energy Star Portfolio Manager

For the purposes of this project we benchmarked the entire CCV campus as a Barracks

(Military Housing), this would allow use to come up with an EPA Energy Star number between

zero and 100. Energy Star barracks were chosen out of the 80 choices because of its reflection of

characteristics that CCV incorporates.

According to EPA Energy Star definitions, barracks are residential buildings that include

bedrooms, food service facilities, laundry facilities, meeting spaces, and storage areas. Barracks

were also long-term residents with multiple occupants and can be associated with military or

educational institutions. CCV has all these and all most all the spaces are non-conduction

spaces.

CCV achieved Energy Star ranking of 83. If the camp was actually one building, it would

be eligible for an Energy Star certification. CCV EUI number is 21, which is comparable to an

unrefrigerated warehouse.


4.4 Renewable Energy

Renewable energy is key to any sustainable project. CCV has plenty of mid-range costal

winds and sufficient amount of roof space to meet the camps current electrical needs with Solar

PV augmented with micro wind turbines.

4.4.1 Solar PV – Baker Electric, Inc.

Our Research team collaborated with Max Rosenthal of Baker Electric of Escondido CA.

Max Rosenthal was provided with all the necessary electric utility information of the camp. A

proposal was written for a solar PV project that would account for 80% of the camps utility

usage. The dining hall was the site selected for the solar fixed array.

The cost for the project would be $180,000. The costs that are not included are the

workers transportation to and from the island, shipping materials to the island, and worker food

and housing while the project is being constructed. There are some incentives available based

upon systems performance, California Solar Initiative - Performance Based Initiatives (CSI-PBI).

CSI-PBI is paid based on actual performance over the course of five years. CCV would be


eligible for about $42,000. This payment is broken into six the monthly payments over a five-

year time.

The solar PV system would generate 97,000 kWh roughly 80% of the current camps

utility usage.

The payback period for the system would be 12.5 years. The solar PV system includes

inverter which should last 15 years and solar panels which have a lifespan of around 30 years.

Max Rosenthal sees no obstacle in getting SCE’s approval for this project at the camp.

4.4.2 Micro Wind turbines

Micro wind turbines are a cost effective way of supplementing solar power. They require

a significant amount of wind (15 knots+) in order to generate power (USA Wind Generators,


2014). This wind also must be sustained for a significant period of time. Short gusts do not have

the same effect as extended wind. Wind turbines also require the use of a battery due to the

sporadic nature of wind.

Micro wind turbines are affordable and can charge batteries at night when solar power is

unavailable. An example of a viable wind turbine option is the Cyber 250 manufactured by USA

Wind Generators. This turbine costs $225 each. Its maximum output is 30 volts at 8.5 amps.

A standard car battery is rated at 40 amp hours (Ah). Utilizing this wind turbine under

perfect conditions, the battery would be fully charged in 5.6 hours. A 35 watt LED bulb running

on a 12 volt system will draw 2.9 amps. The 40Ah battery will run that light for 13.8 hours

continuously before the battery would need to be recharged.

Installing five micro wind turbines throughout the camp at a cost of $1125 would provide

additional insurance about having power in strategic locations. Again, labor and transportation is

not included in the price. We suggest putting one turbine on top of the stand alone light pole.

The other four would be attached to each corner of the bathroom facility building. These two

areas are important to always have light in.

4.5 Strategies, Best Management Practices and Checklists Implemented

In order for best management practices to work, they must be implemented. Below are

the strategies, options and concerns with implementing the above BMPs. CCV has done an

excellent job of managing water and energy use. However, there are always areas to improve

upon. By implementing the following strategies, the camp will ensure resources will be

available for all to enjoy for years to come.


4.5.1 Energy Efficiency and Conservation

Energy efficiency and conservation is everyone’s responsibility. The campers should be

taught to minimize energy usage at camp. This can include turning lights off when you leave a

space or leaving electronics unplugged. Anytime lights are left on, unnecessary energy is being

wasted. Campers should also minimize the use of any unnecessary electronic devices while at

camp. The constant charging of devices that are not being used constantly wastes energy.

Campers should be encouraged, to unplug themselves for a week and leave all personal

electronic devices at home.

Within the last two years the whole camp was re-lamped with the newer efficient T8 32W

fluorescent light bulbs. These are a cost effective way of providing quality light in all indoor

spaces. However, all of the external flood lights are still large halogen bulbs. These bulbs

should be replaced with LED lights. LED lights provide more light with a fraction of the energy

consumption.

4.5.2 Water and Wastewater Systems

The whole island of Catalina is in dire straits with regards to water. There is salt water

contamination of the groundwater. Any and all water saving techniques must be adhered to.

Campers need to be encouraged to take short showers and minimize water use. Turn the water

on, get wet and turn the water off. Soap up with the water off and only turn it back on to rinse

off. Water should run for no more than 3 minutes a person. Additionally campers should turn

the water off while brushing their teeth or shaving. A single person can waste around 5-6 gallons

of water if they brush their teeth with the water on.

Low flow water fixtures are a must for the camp. The camp has taken major steps

forward in this area. All the urinals at the camp are waterless. The toilets are 1.6 gallon per flush


(gpf). The shower heads and most of the faucets ore push button timed faucets. The remaining

handle style faucets should be replaced to the push buttons, with the exception of the kitchen and

handicapped bathroom.

Greywater re-use is another area where major water saving s can be achieved. This water

could be used for the small on site garden. This garden was is pretty dismal shape due to the lack

of water. There would be no additional water costs by using greywater. The camp would have a

functioning garden where some vegetables could be harvested.

Rainwater catchment is another method of reducing water use for other non-potable

applications. This could include water for rinsing wetsuits, additional water for the garden, or

having a reserve water supply for the indigenous vegetation.

By implementing these changes the campers will be able to further decrease their water

usage which is currently about 50L (13.2 gallons) of water per person per day. It would take a

drastic step to decrease this water usage level as CCV is already one of the lowest per person in

the Nation. This is why greywater reuse and composting toilets are the most logical solutions.

4.5.3 Waste Reduction and Recycle

All campers should be encouraged to pack out what they pack in. This is a very common

motto on the backpacking world and should be applied to any camp. It is very costly for CCV to

send waste back to the main land. Any waste left by campers adds to the cost incurred by CCV.

Additionally, a three can waste system with signs should be established. Currently there are just

random trash and recycling cans throughout the camp. This should be organized and marked

accordingly. Campers should separate their waste into recyclables, food waste, and solid waste

(trash). The recyclables and solid waste will have to be sent back to mainland. However, the


food waste could be used to implement a larger scale composting project. Composting would

have the benefit of improving soil quality around the camp

4.5.4 Green Buildings

CCV is nearing the start of construction on a new bathroom facility. This facility should

include all new low flow fixtures, LED lights, skylights, and motion sensors. The motion

sensors will ensure that the lights are never left on during a period of non-use.

4.5.5 Climate Friendly Purchasing

CCV should focus on purchasing from suppliers that utilize green packaging and produce

their products from recycled material. This is an area that may not directly impact the camp but

does provide a valuable model for the campers to follow.

4.5.6 Renewable Energy and Low Carbon Fuels

Electricity on the island is currently produced from natural gas. The camp could reduce

their dependency on the existing infrastructure of implement solar and small scale wind power

generation techniques. The electrical demand for the camp is too small for an outside agency to

come in and outfit the camp. However, through purchasing solar panels and establishing an off

the grid the system the camp could implement a completely renewable source of power. CCV

gets over 250 days of sunshine a year according to weather.com. Being that the camp sits right

on the coast, wind is always present. Small scale wind turbines could be used to power

standalone lights.

4.5.7 Community and Individual Action

Everyone at the camp has a role to play in the sustainability of CCV. Small

improvements made by individuals can have major impacts as a whole. When the staff and

patrons work together by implementing the above methods, the camp will become the model


camp for sustainability. Other camps will be able to follow the frame work and make the world a

greener place.

4.5.8 Checklist

The checklist can be found in Appendix B. The checklist provides an easy follow method

of tracking progress for the listed BMPs.

4.6 Summaries of Final Analysis and Findings

The final analysis of the camp proposed sustainable measures were found to be doable.

Through our research and collaboration with Baker Electric, Inc., solar PV for the camp is quite

doable and feasible with a return on investment of roughly 12 years. However this number does

not include any transportation of workers and materials to CCV. An entire camp upgrade to LED

lighting, will cost somewhere around $9000. This project will pay for itself with energy savings

and around 3 to 5 years. CCV’s benchmarked campus through EPA Energy Star returned a rating

of 83 (Appendix D), Site EUI of 21 kBtu/ft2 & Source EUI 66 kBtu/ft2 (Appendix E), which is in

line with the camps very low electric and water usage.

Upgrading the toilets compostable toilets will cost about $55,000 for the equipment. This

return on investment for the materials and installation is 13 years. Even though cost of

installation is high, the toilets would save 58,400 gallons of water a month. The EEAST analysis

proves that this is a worth project for the camp.

Micro wind turbines are a cost effective way of supplementing solar power. Wind power

allows for charging batteries at night and would be able to charge a standard car battery

overnight. The $1125 project cost (excluding transportation and installation) for the suggested

five turbines is a small price to pay for the redundancy benefits of wind power.


Chapter 5: Conclusion and Recommendations

Now is the time for Camp Cherry Valley (CCV) on Santa Catalina Island to fully

embrace a sustainable future, and create a new category of sustainability, “Sustainable

Camping”. There still are many low hanging fruit and items that can be accomplished with

minimal costs, providing sustainable outcomes.

5.1 Conclusions

Camp Cherry Valley on Santa Catalina Island is in a unique situation where they are

relativity isolated from the U.S. mainland; however they do have access to public utilities of

electricity and potable water.

In the past projects were done out of need, they were not driven by sustainability

principles. Two examples were the re-lamping of the camp by Southern California Edison (SCE)

and the installation of water saving features like low flow toilets, waterless urinals and low flow

shower heads.

These recommendations are just the beginning for a future sustainable camp model,

particularly for a camping facilities located in remote area or islands in a Mediterranean or arid

climates.

In our research we have chosen to recommend a greater jump to the most advanced

sustainable action. The Camp cannot afford to make incremental steps with higher than normal

years of return on investments (ROI). The projects time frame has longer ROI because of the

added expenses due to the nature of being on the island which potentially include transportation

to/from the island, shipping of materials, and possible lodging for the contractors. These

additional costs cause the Camp’s ROIs to be about 50% longer than any other sustainability

project with a nominal ROI of 7-8 years. The longer CCV waits, the costs will only increase,


further extending their ROI. These costs include life cycle management of the project, beginning

with transportation, contingency, technical construction, and ongoing service.

At the start of this research project, the cost of installing the solar PV system seems to be

the largest obstacle to overcome. With the help of the outside vendor, solar PV can be realized

within the Camp’s future. Wind power is an inexpensive method of augmenting solar power, and

micro wind turbines can be utilized in small isolated areas or add a charge to the batteries at

night.

Even though a substantial cost is associated with adding composting toilets to the camp,

the water savings are enormous (about 58,000 gallons a month). This should be a priority for the

camp and the island as a whole. Rain water collection for landscape reuse will further enhance

water savings. The camp would be able to collect about 13,000 gallons of rainwater at the end of

the rainy season to ensure that landscaping can be irrigated only with rainwater throughout the

dry season.

CCV is in a unique position to where they are able to provide education and training to all

the youth that attend camp. Camp Cherry Valley can implement a core curriculum for the BSA

Sustainability Merit Badge. By the action of CCV they will be able to shape the young minds

that come to the Camp. One week of camping may not be enough to change everything, but it is

ample time to start a lifelong view of sustainability.

5.2 Recommendations

Through this research project of Infusing Sustainability into Camp Cherry Valley, our

team has come to five major recommendations.

1) Modernization of the Camps lighting system with LEDs will not only reduce the

Camp’s electricity usage by 22,533 kWh but it will save $3,000 per year in electricity costs. The


modernization would also create uniform fixtures throughout the camp, with the elimination of

mercury gas fill lighting devices (CFL, Fluorescent Tubes).

2) Installation of a Solar PV system would cost $181,000 and would cover 80% of the

Camp’s current electrical need. This would be a hedge against all financial costs of the

unforeseen future but expected increases from Southern California Edison in electricity rates for

the Camp.

3) Installation of the micro wind turbines could create enough power for all the camps

night time common area lighting needs and this would be offset by the wind that is recharging

the batteries systems all day and night. The product cost for each light system would be $225.

The whole five turbine system would cost $1125. The real benefit is the assurance of being able

to produce power at night.

4) Compostable toilets will generate the greatest return of potable water savings for the

camp at 55%. This is equivalent to 58,400 gallons per an active month or 584,000 gallons in a

business year. This would be a saving of $24,528 a year.

5) Introducing sustainable concepts into all future construction projects that the Camp is

pursuing. This would include the construction of the waterfront bathrooms and replacement of

the grove and staff village bathrooms. The preceding four recommendations and steps along

with what the Camp is currently considering would move CCV in a sustainable direction. They

can build on these recommendations with BMPs and checklist. These sustainability assessments

will allow for the camp to loan out the current knowledge to other facilities that are facing

similar challenges that other NGO camps (Scout, youth, camping and retreat facilities) can use.


5.3 Future research potential

The dining hall has many areas of potential of improvement in energy, water efficiency,

and waste stream projects. What is the appropriative level of energy usage, water conservation

and waste management? These three areas are the greatest potential for further research for

CCV.

5.3.1 Energy Usage

There are three energy items that can be looked into for possible savings: the dishwashing

facility, refrigeration, and freezer systems. During the course of our research project we did not

investigate the refrigeration systems of the dining hall, due to the lack of sub-metering. There is

potential for energy savings and efficiency upgrades in both freezer and refrigeration units.

5.3.2 Water Conservation

What is the appropriate level of water conservation in a dish washing facility? Are there

commercial dish washing water conservation methods?

5.3.3 Waste Management

CCV needs to research the waste streams that the camp generates. Significant of organic

waste is generated within the kitchen. A comprehensive review of packaging, meal servings, and

the waste generated by food service is suggested. Can the west end of Santa Catalina Island have

a composting organic food waste collective? Are there ways the camp can eliminate excess food

packaging before it even comes to the camp? When it comes to paper, plastic, glass, metal

recycling which is better volume or mass for transporting recyclables off the island? CCV should

review how meals are prepared and serviced. As an example are there techniques to serve

institutional meals with less organic food waste?


5.3.4 Conclusion

Camp Cherry Valley’s investigation into any of these three areas could lead to a

sustainable project in its own right. Is there an appropriate level of water conservation in regards

to personal hygiene and showering in camp? With today’s governmental concern indicating a

future for mandatory stage III water rationing, it leaves concern that water conservation projects

need to be a primary concern of CCV? These are questions that need to be tackled to become a

sustainable camp.


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Appendix A

Camp Cherry Valley Risk Table with Mitigation

Project Risks Impact Impact Description MitigationLevel (H, M,

L)

1

Accurate Numbers of Camper for both CCV and CIMI for two years H

Without this data we will not be able to get accurate amount of water usage per person per day

Will work with Facility Manager to get 24 months data; If we cannot get two years worth of data, we will take the current camper numbers and proportionally divided out by the number of weeks the camp is in session and include some rounding percentages of the camp is not operated to approximate people for water usage and energy

2Solid Waste Tonnage for two years L

This data is strictly a bench for benchmarking purposes, it is interesting from the point of how much waste is generated at the camp per person per day, it is something that we think the camp will track in the future.

Will work with Facility Manager to get 24 months data; if only 12 months are available, will prorate for 24 months with appropriate assumption

3

Lack of willingness to provide relevant data for the project from Two Harbors (SCIC) personnel, who are the primary solid waste disposal operations center L

This solid waste number is for benchmarking purposes.

Will continue to make calls to Santa Catalina Island Company, CCV facilities management might have a better contact on who we can contact for this data.


Appendix B

Best management Practices Checklist

Best Management Practices Checklist

Energy Efficiency and Conservation

Ensure campers are reminded to only use necessary energy. (i.e. Turn lights off when not in use)

Minimize the use of non-essential electronic devices while at camp.

Replace existing high energy halogen bulbs with energy efficient light emitting diode (LED) lights.

Water and Wastewater SystemsEnsure campers never leave water running longer than needed. Practice "Navy" showers and turn water off while brushing their teeth.Replace all faucets, toilets and shower heads with low flow options.Utilize greywater for all non-potable water needs.

Green BuildingMeet Green Building requirements with new bathroom (Greywater)LED lightingLow flow fixturesSkylights for day use

Waste Reduction and RecyclingPack out what you pack in3 Trash can system (Food, Recyclables, Waste)Place signage highlighting the trash cans

Climate Friendly PurchasingPurchase paper and materials made from recycled materialPurchase from supplies that use green packaging

Renewable Energy and Low Carbon FuelsReplace existing lighting with LED LightingSolar panels used to power standalone lightsWind Energy

Community and Individual ActionEveryone has a role to playEducation is key


Appendix C

ACRONYMS

3 Es’ --- Environment, Economy, and Equity of Sustainability

AQMD --- Southern California Air Quality Management District

BMP --- Best Management Practices

BSA --- Boy Scouts of America

CCC --- California Coastal Commission

CCV --- Camp Cherry Valley

CIMI --- Catalina Island Marine Institute

CSI --- California Solar Initiative

CRI --Color Rendering Index

EEAST --- Economic and Environmental Analysis of Sanitation Technologies

EIA --- United States Energy Information Administration

EPA --- United States Environmental Protection Agency

EUI --- Energy Use Intensity

FOS --- Friends of Scouting

GE --- General Electric Corporation

HVAC --- Heating, Ventilation, & Air Conditioning

ISO --- International Standard of Organization

K -- Kelvin

LED --- Light Emitting Diode

LEED --- Leadership in Energy and Environmental Design

NGO—Non Governmental Organization


NPR --- National Public Radio

NREL --- National Renewable Energy Laboratory

PBI --- Performance Based Initiatives

PV --- Photovoltaic

RoHS --- Restriction of Hazardous Substances

SCE --- Southern California Edison Company

SCIC --- Santa Catalina Island Company

SGVC --- San Gabriel Valley Council

SITES --- Sustainable Sites Initiative

sSWOT --- Sustainability, Strengths, Weaknesses, Opportunities and Threats

STEM --- Science, Technology, Engineering, and Math

SWOT --- Strengths, Weaknesses, Opportunities and Threats

UCSC --- University of California, Santa Cruz


Appendix D

EPA Energy Star Scorecard


Appendix E

EPA Energy Star EUI Scorecard


Tables

Table 1, Camp Cherry Valley Site Survey for Lighting


Table 2, Camp Cherry Valley Site Survey for Water


Table 3, Camp Cherry Valley Map


Table 4, Camp Cherry Valley Building Reference

* Built 1996* 1293 SQFT* Dorm

Health Lodge

* Built 1940* 787 SQFT* Program

Old Trading Post

* Built ?* 380 SQFT* Dorm

Comm Cabin South

Built 198516 SQFT Program

Archery Range



Beach House

*Built ? * 302 SQFT* Dorm

Comm Cabin North


Cooks Housing

* Built 1950* 4535 SQFT* Dinning

Dinning Hall


Facitly Mgr. House


* Built 1985* 16 SQFT* Program

Rifle Range


Ranger House

* Built 1990* n/a SQFT* Program

Marine Lab


Staff Village, 1-6 Cabins

Documents

Team Two Unit 04-Final V2