Planets LEARNING & CULTURE CLIMATE & ENERGY MATERIALS MANAGEMENT & FOOD SYSTEMS NATURAL ENVIRONMENT & INFRASTRUCTURE

Campus Sustainability Plan – 2019 update

LEARNING & CULTURE

Learning and Culture identifies ways to connect social justice and environmental sustainability to the University’s research, teaching, and public service mission and into the campus culture. Several key considerations framed the development of the goals, strategies and actions for this topic. The first was a noted deficiency in previous campus Sustainability Plans, which identified technical and operational goals for the campus, and included very few targets to address issues related to justice and/or inclusion. The second consideration was changing student demographics at UC Santa Cruz and the need to frame and express sustainability in a way that reflects diverse lived experiences in order to improve student success and retention. The final driver was an increased effort across the UC system to engage students, staff and faculty in sustainability and climate change learning and action through the Carbon Neutrality Initiative. The goals and strategies under this topic provide mechanisms for engaging students, staff, faculty and the Santa Cruz community in sustainability through research, curricular and co-curricular efforts, outreach, education and collaboration; identify opportunities for integrating prosperity, equity, and fairness into our campus’ business and operations; and strategies to encourage the use of the campus as a living laboratory for academic research on sustainability and justice issues.

Read the 2017-2019 Progress Report to learn what we have accomplished.

GOAL 1:
Create and sustain a campus climate and culture that values inclusive sustainability.

STRATEGY 1.1:
Continually measure and assess the degree to which students from various backgrounds feel included in sustainability.

NEW in 2019 – ACTION 1.1.B & 4.4.C:
Host focus groups, as well as analyze and disseminate results from the 2019 campuswide inclusive sustainability survey to assess student experience.

Collaborator(s): People of Color Sustainability Collective

STRATEGY 1.2:
Promote the principle that sustainability cannot exist without social justice.

ACTION 1.2.A:
Highlight and support People of Color Sustainability Collective’s efforts to convene campuswide conversations that include and reflect diverse lived experiences.

Collaborator(s): People of Color Sustainability Collective

STRATEGY 1.3:
Make existing sustainability programs more inclusive and culturally resonant.

ACTION 1.3.A:
Increase the number of applications from underserved, under resourced campus groups in sustainability grant opportunities.

Collaborator(s): Carbon Fund, Sustainability Office

STRATEGY 1.4:
Encourage participation of staff and faculty in inclusive sustainability educational opportunities.

NEW in 2019 – ACTION 1.4.E:
Solidify staffing and funding model to support the Employee Sustainability Certificate Program long-term.

Collaborator(s): Sustainability Office

GOAL 2:
Support inclusive sustainability in the local and broader community so that community members may thrive.

STRATEGY 2.1:
Convene a sustained dialogue with students, staff, faculty, and community members to share information, knowledge and resources about community health.

ACTION 2.1.B & 1.4.D:
Provide staff and faculty education on sustainability and inclusion through the Sustainability Certificate Program.

Collaborator(s): Sustainability Office

STRATEGY 2.2:
Leverage the intellectual capabilities of the campus to solve sustainability problems using interdisciplinary, integrated approaches and identify opportunities to help members of the local community thrive.

STRATEGY 2.3:
Strengthen partnerships with local and regional communities and organizations that are already leading the charge in sustainability and social justice.

GOAL 3:
Support student leadership efforts that strengthen a culture of inclusive sustainability.

STRATEGY 3.1:
Incorporate inclusive sustainability into the new student and Welcome Week experience.

ACTION 3.1.A & 4.4.B:
Create a plan for student education and engagement, particularly focusing on incoming first-year, new transfer, and international students.

Collaborator(s): Sustainability Office

STRATEGY 3.2:
Increase access to internship opportunities that allows students to demonstrate leadership in inclusive sustainability.

STRATEGY 3.3:
Support student leadership in inclusive sustainability by training staff and faculty on effective mentorship approaches.

STRATEGY 3.4:
Develop institutional structures that support student leadership in inclusive sustainability-related decision making.

GOAL 4:
Develop new and expand existing curricular educational experiences around inclusive sustainability.

STRATEGY 4.1:
Measure and assess the degree to which sustainability and climate change are included in the curriculum.

STRATEGY 4.2:
Undertake integrated research that examines the evolving meanings and experiences of sustainability.

STRATEGY 4.3:
Facilitate innovative and interdisciplinary curricula and pedagogy around inclusive sustainability.

STRATEGY 4.4:
Ensure that all undergraduates acquire basic literacy in inclusive sustainability.

ACTION 4.4.B & 3.1.A:
Create a plan for student engagement, particularly focusing on incoming first-year, new transfer and international students.

NEW in 2019 – ACTION 4.4.C & 1.1.B:
Host focus groups, as well as analyze and disseminate results from the 2019 campuswide inclusive sustainability survey to assess student experience.

Collaborator(s): Sustainability Office, Colleges 9 & 10, Ethnic Resource Centers, People of Color Sustainability Collective

MATERIALS MANAGEMENT & FOOD SYSTEMS

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Materials Management & Food Systems encompasses the purchase, use, and disposal or recycling of goods, as well as growing, consuming, and composting of food. These issues are interdependent: the campus waste stream is largely composed of materials and food that were procured or grown by the campus. In addition to sustainability challenges related to the procurement of materials or food and how it is disposed of or repurposed, each of these topics also have social justice implications, such as the distribution of university spending to local and diverse vendors; the labor conditions for people who grow the food our campus eats; and the environmental degradation that can occur in communities where products are recycled or sent to landfill.

2019 ZERO WASTE UPDATE: In 2018-19, the campus started directly feeling the impacts of major shifts in the global recycling market for plastics. As a result, the campus experienced a significant increase in recyclable materials going directly to the landfill. The campus-wide waste diversion rate fell from 60% in 2018 to 51% in 2019. Addressing this issue is a top priority, and additional Strategies and supporting Actions have been developed for 2019-20 to support a strategic response to this issue. See Strategies 2.6 and 2.7 in the current plan to learn more.

Read the 2017-2018 Progress Report to learn what we have accomplished.

GOAL 1:
Increase both Environmentally Preferred Product purchases and Real Food purchases by five percent until 2022.

STRATEGY 1.1:
Engage suppliers to develop strategies that promote sustainable and equitable procurement practices within the supply chain, and measure those suppliers to agreed standards.

NEW in 2019 – ACTION 1.1.B:
Work with suppliers to increase the amount and improve quality of information accompanying EPP/green products through detailed product description.

NEW in 2019 – ACTION 1.1.C:
Advocate for a UC-wide standard for product certification.

Collaborator(s): Procurement Services

STRATEGY 1.2:
Identify current food purchases that can be replaced with Real Food purchases.

ACTION 1.2.A:
Implement the Real Food Challenge qualifying products as previously identified by Real Food Challenge Interns and UC Santa Cruz Dining.

Collaborator(s): Dining, Food Systems Working Group, Center for Agroecology & Sustainable Food Systems

STRATEGY 1.3:
Make it easier for CruzBuy users to purchase Environmentally Preferred Products (EPP).

NEW in 2019 – ACTION 1.3.B:
Update the user-facing EPP guide to improve functionality as well as add new products and categories.

NEW in 2019 – ACTION 1.3.C:
Update the Green Purchasing Guide.

Collaborator(s): Procurement Services

STRATEGY 1.4:
Standardize effective sustainable and equitable procurement education and training, particularly for incoming students and new staff and faculty.

STRATEGY 1.5 & 2.5:
Advance the partial single-use bottled water ban and reduce the use of single-use plastics on campus.

ACTION 1.5.A & 2.5.A:
Address barriers that event hosts face in switching from single-use plastics to more sustainable options.

NEW in 2019 – Action 1.5.B & 2.5.B:
Pilot a durable/reusables program across Colleges, Housing and Educational Services (CHES) to reduce overall waste generation and limit bioware-based recycling contamination.

Collaborator(s): Student Sustainability Advisors (SSA), Colleges, Housing & Educational Services (CHES)

GOAL 2:
Achieve and maintain the UC Office of the President Sustainable Practices Policy goal of Zero Waste.

STRATEGY 2.1:
Improve operational infrastructure and business processes to increase waste diversion.

ACTION 2.1.A:
Complete a compost/recycling collection and infrastructure rollout study that considers options for streamlining the waste stream across all collection areas.

Collaborator(s): Physical Planning, Development & Operations (PPDO) – Physical Plant

STRATEGY 2.3:
Strive to increase the reuse of campus resources and disposable items that have not yet reached the end of their usable lifecycle.

NEW in 2019 – ACTION 2.3.B:
Review current options and accessibility to reusable campus resources for students.

Collaborator(s): Campus Surplus, Sustainability Office

STRATEGY 2.4:
Develop effective waste reduction and Zero Waste education and training for students, staff and faculty.

NEW in 2019 – ACTION 2.4.C:
Incorporate Zero Waste education into College Student Life curriculum development in 2020.

Collaborator(s): Colleges, Housing & Educational Services (CHES), Sustainability Office

STRATEGY 2.5 & 1.5:
Advance the partial single-use bottled water ban and reduce the use of single-use plastics on campus.

ACTION  2.5.A & 1.5.A:
Address barriers that event hosts face in switching from single-use plastics to more sustainable options.

NEW in 2019 – ACTION 2.5.B & 1.5.B:
Pilot a durable/reusables program across Colleges, Housing and Educational Services (CHES) to reduce overall waste generation and limit bioware-based recycling contamination.

Collaborator(s): Student Sustainability Advisors, Colleges, Housing & Educational Services (CHES)

NEW in 2019 – STRATEGY 2.6:
Improve operational infrastructure and business processes to reduce waste generation.

NEW in 2019 – ACTION 2.6.A:
Engage key departments and campus stakeholders in strategic procurement and reduction planning.

Collaborator(s): Procurement Services; Physical Planning, Development & Operations (PPDO) – Custodial Services; Colleges, Housing & Educational Services (CHES) – Dining Services & College Student Life

NEW in 2019 – STRATEGY 2.7:
Improve campus waste and recycling contamination rates to levels acceptable to the City of Santa Cruz in order to facilitate proper processing of materials.

NEW in 2019 – ACTION 2.7.A:
Engage the City of Santa Cruz Recycling and Waste Reduction team in regular audits of campus recycling loads.

NEW in 2019 – ACTION 2.7.B:
Engage key departments and campus stakeholders in identifying, prioritizing, and implementing high impact measures to reduce recycling contamination.

NEW in 2019 – ACTION 2.7.C:
Launch a campus-wide messaging campaign to spread awareness of the recycling contamination challenges and solutions.

Collaborator(s): UCSC – Physical Planning, Development & Operations (PPDO) – Grounds Services; Colleges, Housing & Educational Services (CHES) – College Student Life and Marketing & Communications; Sustainability Office; University Relations. Community partnerships: City of Santa Cruz and Sustainable Solutions Research Foundation (SSRF).

GOAL 3:
Improve food security and access for the campus community, and reduce student food insecurity by 50 percent.

STRATEGY 3.1:
Develop educational programs and opportunities that support food security efforts.

NEW in 2019 – ACTION 3.1.C:
Proactively target transfer students & pre-UC students with messaging and communication about preventative food security measures.

Collaborator(s): Global Food Initiative Food Access and Basic Needs Working Group

STRATEGY 3.2:
Improve institutional structures, food preparation, and food production opportunities to support food security of the campus community.

NEW in 2019 – ACTION 3.2.C:
Offer culturally diverse and relevant food options while empowering students with food preparation skills through small group workshops.

Collaborator(s): Global Food Initiative Food Access and Basic Needs Working Group

STRATEGY 3.3:
Align regional community food security partners and resources to benefit the campus community.

NEW in 2019 – ACTION 3.3.D:
In collaboration with Santa Cruz County, work to reform the CalFresh eligibility guidelines to support the graduate student population.

Collaborator(s): Global Food Initiative Food Access and Basic Needs Working Group

NATURAL ENVIRONMENT & INFRASTRUCTURE

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Natural Environment & Infrastructure highlights the interrelated nature of campus lands and physical infrastructure and explores synergies related to the operational topics of Transportation, Land & Habitat Stewardship, Watershed & Stormwater, and Water Conservation.  Drivers include human use of lands, including facility development and potential enrollment growth, campus infrastructural upgrade needs, the scarcity of local water resources and supply, as well as parking and traffic constraints.  A number of key topics emerged within Natural Environment & Infrastructure: to utilize the gift of the exquisite diversity of campus natural lands and built environment to benefit the UC’s primary mission of teaching and research through student experiential learning opportunities; to intentionally working to build a culture of stewardship on campus; and to ensure the preservation and conservation of campus’ natural resources through creatively working to meet and exceed UC Office of the President goals.  

Read the 2017-2018 Progress Report to learn what we have accomplished.

GOAL 1:
Conduct an assessment to address intersectional campus infrastructure needs that include and support sustainable transportation systems, reduce water consumption, manage stormwater, and steward campus natural and cultivated lands.

STRATEGY 1.1:
Develop a framework to define, identify and prioritize built and natural infrastructure improvement projects.

STRATEGY 1.2:
Measure effects of human activity on campus lands, watersheds, and infrastructure.

NEW in 2019 – ACTION 1.2.B & 5.1.B:
Develop a campus land use management plan through the newly reconvened Campus Land Use and Management Action Committee (CLUMAC).

Collaborator(s): Physical Planning, Development & Operations (PPDO), Campus Natural Reserve

GOAL 2:
Meet the UC Office of the President Sustainable Practices Policy goal to reduce potable water usage by 36 percent by weighted campus user by 2025 from a 2005-08 baseline.

STRATEGY 2.1:
Increase the use of non-potable water on campus.

ACTION 2.1.C:
Explore feasibility of all potential non-potable water sources for the campus as part of the Long Range Development Planning process.

Collaborator(s): Physical Planning, Development & Operations (PPDO)

STRATEGY 2.2:
Reduce potable water use through technological innovations and physical improvements.

STRATEGY 2.3:
Improve communication about water management, use, and conservation to the campus and local community.

STRATEGY 2.4:
Identify new sources of funding for both potable water reduction and non-potable sourced development projects.

ACTION 2.4.A:
Develop a life-cycle cost based funding model to account for potable water rate increases.

Collaborator(s): Energy Services, Sustainability Office, Planning & Budget

GOAL 3:
Reduce commute travel mode impacts relative to a 2017 baseline by: reducing Scope 3 commuter greenhouse gas emissions 10 percent by 2022; reducing commute vehicle miles travelled (VMT) five percent by 2022; and reducing per capita parking demand 10 percent by 2022.

STRATEGY 3.1:
Increase transit ridership to/from campus by 10 percent.

ACTION 3.1.A:
Collaborate with Santa Cruz Metro Transit District (SCMTD) to increase capacity and frequency of service on UC Santa Cruz routes, including incorporation of articulated buses and new routes to UC Santa Cruz satellite locations.

NEW in 2019 – ACTION 3.1.B:
Investigate opportunities for Santa Cruz Metro to increase routes to UCSC Scotts Valley Center.

NEW in 2019 – ACTION 3.1.C:
Explore options to pilot express bus routes across the UCSC main campus.

Collaborator(s): Transportation & Parking Services (TAPS)

STRATEGY 3.2:
Develop an outreach strategy to promote sustainable transportation culture and prioritize human-powered on-campus travel at UC Santa Cruz.

NEW in 2019 – ACTION 3.2.B:
Implement an electric-assist bike rental program on campus with JUMP bikes.

Collaborator(s): Transportation & Parking Services (TAPS)

STRATEGY 3.3:
Explore creative funding options for sustainable transportation programs that reduce vehicle trips and address social justice implications of the current fee structure being heavily supported by student fees.

ACTION 3.3.A:
Study the viability of centrally funded sustainable transportation access or Transportation Demand Management (TDM) fee.

Collaborator(s): Transportation & Parking Services (TAPS) and Advisory Committee on Transportation & Parking (ACCTP)

STRATEGY 3.4:
Increase electric vehicle (EV) charging infrastructure and programs to achieve a 4.5 percent mix of zero-emission vehicles for personal commute by 2025.

NEW in 2019 – ACTION 3.4.C:
Investigate opportunities to electrify TAPS and campus fleet vehicles.

NEW in 2019 – ACTION 3.4.D:
Implement the EV Charging Feasibility Study by installing multiple charging stations in multiple locations across campus and UCSC satellite campuses.

Collaborator(s): Transportation & Parking Services (TAPS), Physical Planning, Development & Operations (PPDO)

GOAL 4:
Involve all students in experiential learning in the natural and built environments that comprise the campus as a living laboratory.

STRATEGY 4.1:
Develop a strategic framework for the explicit and broad use of campus natural lands for experiential learning across the curriculum by end of fiscal year 2019.  

NEW in 2019 – ACTION 4.1.B & 5.3.B:
Pilot an experiential learning module for college core courses that will engage over 750 students in hands-on learning on the Campus Natural Reserve during Fall 2019.

Collaborator(s): Campus Natural Reserve, the Colleges, faculty

STRATEGY 4.2:
Utilize current STARS reporting inventory on experiential learning as a baseline of student involvement and campus engagement opportunities.

STRATEGY 4.3:
Communicate to students and campus entities the meaning and the value of participating in and hosting an experiential learning opportunity.

NEW in 2019 – ACTION 4.3.B:
Promote the newly designed UCSC Living Labs interactive/online map and update as necessary with new experiential learning opportunities.

Collaborator(s): Campus Natural Reserve, Sustainability Office

GOAL 5:
Elevate and sustain a campus climate, culture, and brand that values stewardship.

STRATEGY 5.1:
Develop a campus natural lands management, stewardship, and invasive species plan by end of Fiscal Year 2020.

NEW in 2019 – ACTION 1.2.B & 5.1.B:
Develop a campus land use management plan through the newly reconvened Campus Land Use and Management Action Committee (CLUMAC).

Collaborator(s): Physical Planning, Development & Operations (PPDO), Campus Natural Reserve

STRATEGY 5.2:
Develop effective stewardship education for students, staff, and faculty.

NEW in 2019 – ACTION 5.2.C:
Establish campus priorities to support stewardship of campus natural and cultivated lands through the newly reconvened CLUMAC (Campus Land Use and Management Action Committee).

Collaborator(s): Physical Planning, Development & Operations (PPDO), Campus Natural Reserve

STRATEGY 5.3:
Increase formal and informal engagement opportunities with stewardship topics and nature-based learning by utilizing campus natural lands.

NEW in 2019 – ACTION 5.3.B & 4.1.B:
Pilot an experiential learning module for college core courses that will engage over 750 students in hands-on learning on the Campus Natural Reserve during Fall 2019.

Collaborator(s): Campus Natural Reserve, the Colleges, faculty

CLIMATE & ENERGY

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Climate & Energy addresses the Carbon Neutrality Initiative, a systemwide challenge issued by President Napolitano for all campuses to achieve carbon neutrality by 2025 for their onsite sources of combustion, such as cogeneration and boilers, purchased electricity and the campus vehicle fleet.  The campus recently completed an extensive planning process to develop a carbon neutrality strategy that resulted in a report called the Climate and Energy Strategy (CES).  The Climate & Energy Committee considered the recommendations from the CES report and incorporated them into the CSP strategies and actions, and also considered behavior change, education and student experiential learning.  “Carbon Neutral Operations” looks beyond electricity and fuel use to consider carbon impacts of existing and planned operations.  “Energy Efficiency in New & Existing Buildings” seeks to reduce energy use and emissions associated with existing and planned labs, administrative buildings, housing, and other campus facilities.  Renewable Energy is mainly focused on solar, as solar is one of the most cost-effective and reliable technologies available to support carbon-free energy generation.  The Campus Fleet mainly focuses on light-duty vehicles as this is where the most efficiency can be gained.  Energy Conservation is focused on energy savings that can be achieved through education and behavior change.  While these goals are definitely ambitious, we hope the strategies and actions provide tangible next steps.

Read the 2017-2018 Progress Report to learn what we have accomplished.

GOAL 1:
Support the UC Office of the President Sustainable Practices Policy goal of achieving carbon neutrality for Scope 1 and Scope 2 emissions by 2025.

STRATEGY 1.1:
Reduce greenhouse gas emissions from stationary sources of combustion, campus-owned vehicles and purchased electricity through energy efficiency and conservation, onsite renewables, and other actions and technologies.

ACTION 1.1.B:
Develop a phased plan to install up to 4MW of solar PV on the main campus, 2300 Delaware and Coastal Science Campus.

ACTION 1.1.C:
Monitor progress on Sustainable Fleet Implementation Plan to procure zero emission vehicles or hybrid vehicles for at least 50 percent of all new light-duty vehicle acquisitions.

NEW in 2019 – ACTION 1.1.D:
Install 1 MW battery storage to improve existing solar array economics and grid reliability.

NEW in 2019 – ACTION 1.1.E:
Develop and release new Request for Proposal for additional solar PV development on campus.

Collaborator(s): Physical Planning, Development & Operations (PPDO), Fleet Services

STRATEGY 1.2:
Identify and address gaps in information, training, technologies, and funding to support carbon neutrality goal.

ACTION 1.2.A:
Create a working group to explore internal carbon accounting model to incentivize low-carbon design for new capital projects and energy efficiency within existing operations, distinguishing between state-funded and auxiliary units.

Collaborator(s): Physical Planning, Development & Operations (PPDO), Capital Planning

STRATEGY 1.3:
Develop a strategy to achieve UC Office of the President Sustainable Practices Policy interim goal of reducing Scope 1 and Scope 2 emissions to 1990 levels by 2020.

GOAL 2:
Achieve net zero emissions for all new capital projects.

STRATEGY 2.1:
For all major capital projects, achieve at least the UC Office of the President Sustainable Practices Policy “stretch” energy use intensity (EUI) targets and strive for 50 percent better than baseline design.

NEW in 2019 – ACTION 2.1.B:
Complete formal adoption and implementation of the stretch EUI targets outlined in the Supplemental Guidelines into the Campus Standards.

Collaborator(s): Physical Planning, Development & Operations (PPDO), Sustainability Office

STRATEGY 2.2:
Develop and implement a net zero energy policy for capital projects that provides different avenues to mitigate emissions and incorporates net zero ready building requirements.

STRATEGY 2.3:
Continue to achieve LEED Silver and strive for LEED Gold (V4) for new buildings and, for labs, meet at least the prerequisites of the Laboratories for the 21st Century (Labs21).

ACTION 2.3.A:
Within the preliminary design phase of capital projects over $750,000, improve the process for capturing life-cycle building costs, including capital and operating costs, and evaluate design alternatives that support greater energy efficiency.

Collaborator(s): Physical Planning, Development & Operations (PPDO), Capital Planning

GOAL 3:
Improve the energy efficiency of campus buildings by 10 percent below a 2010-2012 baseline (in kbtu/sf).

STRATEGY 3.1:
Implement the 90+ energy efficiency and renewable energy projects identified in the UC Santa Cruz 
Climate & Energy Strategy report recommendations.

NEW in 2019 – ACTION 3.1.B:
Establish an energy efficiency project implementation plan that includes appropriate staffing support levels to ensure full implementation and achievement of energy and cost paybacks.

Collaborator(s): Physical Planning, Development & Operations (PPDO), Capital Planning

STRATEGY 3.2:
Reduce energy use from plug loads through procurement policies and behavior change.

NEW in 2019 – ACTION 3.2.C:
Assess campus laboratory equipment inventory to identify potential equipment for energy efficiency upgrades.

Collaborator(s): Sustainability Office, Green Labs, Physical Planning, Development & Operations (PPDO) – Energy Services

STRATEGY 3.3:
Reduce excessive energy use through improvements to space management practices, response time to equipment and operational issues, and building operations scheduling.

ACTION 3.3.A:
Implement a Smart Building Scheduling Program for buildings during holidays, breaks, and closure periods.

Collaborator(s): Physical Planning, Development & Operations (PPDO)

GOAL 4:
Reduce energy use by 10 percent, over a 2010 baseline, through energy conservation programs and practices (in kbtu/sf).

STRATEGY 4.1:
Develop Carbon Neutrality and energy use reduction education and training materials.  

ACTION 4.1.A:
Develop and implement an energy conservation policy for new campus residents and distribute with move-in information into Colleges, Housing and Educational Services (CHES) new student outreach.

NEW in 2019 – ACTION 4.1.C:
Advance campuswide outreach, communication and knowledge around UCSC’s current GHG emissions to inspire energy conservation.

Collaborator(s): Colleges, Housing & Educational Services (CHES), Sustainability Office, UC Carbon Neutrality Initiative Fellows

GOAL 5:
Pursue the Carbon Neutrality Initiative through the university's core academic mission of research, teaching, and public service.

UPDATED in 2019 – STRATEGY 5.1:
Develop the campus as a living laboratory to support student experiential learning, careers in the energy and climate industry, innovation and startups, grant projects, and community engagement.

ACTION 5.1.A:
Form a faculty working group with campus stakeholders to develop actions to support strategies in the CSP related to experiential learning, courses, and internships needed to prepare students entering professional careers; campus as a living laboratory facilities to support experiential learning; interdisciplinary grant proposals; and community and carbon offset projects.

Collaborator(s): S-Lab faculty and any other interested faculty on campus

STRATEGY 5.3:
Identify strategy for developing competitive proposals for federal and state grants, such as the California Energy Commission, to fund climate and energy initiatives, projects, and programs.

NEW in 2019 – ACTION 5.3.A:
Develop a list of all potential government grants that correspond to existing or planned programs.

Collaborator(s): Sustainability Office, UC Carbon Neutrality Initiative Fellows, Risk Services

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