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

Progress Report 2017-2019

KEY

This progress report reflects updates on all annual actions pursued with in the first 2 years of implementation of this 5-year plan. The icons to the right of each Action indicate the progress made within academic years 2018 and 2019.

Please visit current Campus Sustainability Plan to review current goals, strategies, and actions.

      

LEARNING & CULTURE
Update 2018-2019

Read more about Learning & Culture and view all current goals, strategies, and actions on the Campus Sustainability Plan page.

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.

ACTION 1.1.A:
Biannually distribute a campuswide inclusive sustainability survey to assess student experience.

Collaborator(s): People of Color Sustainability Collective

 2019 UPDATE FOR ACTION 1.1.A: Completed

A second campus-wide survey was conducted in Spring 2019, with the support of a Campus Sustainability Plan grant. Results are being analyzed in 2019-20.

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

2019 UPDATE FOR ACTION 1.2.A: In Progress

The People of Color Sustainability Collective students partnered with UC Berkeley students to present to the UC Office of the President’s Sustainability Steering Committee in Winter 2019. As a result of the presentation, the committee is launching a task force to formally explore the intersections of diversity and social justice intersections with the UC Sustainable Practices Policy.

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

 2019 UPDATE FOR ACTION 1.3.A: Minimal Advancement

This continues to be a campus priority. The Carbon Fund received an increase in applications in fall 2017. Further work needs to be pursued to identify and define “underserved and under resourced” groups, as well as to collaborate with all sustainability-related campus granting bodies in order to develop tracking mechanisms and share metrics.

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

ACTION 1.4.A:
Develop a Sustainability Certificate Program for staff and faculty that provides education on all topics in the Campus Sustainability Plan.

Collaborator(s): Sustainability Office

 2018 UPDATE FOR ACTION 1.4.A: Completed

Launched pilot Sustainability Certificate Program in 2017-18, which recruited 4 faculty, 6 staff and 1 alumni instructor, 70 unique participants and 13 graduates.

ACTION 1.4.B:
Develop educational materials and presentations on inclusive sustainability for New Employee Orientation.

Collaborator(s): Staff Human Resources, Sustainability Office

 2019 UPDATE FOR ACTION 1.4.B: Completed

The New Employee Orientation program now includes information on sustainability for new UCSC employees, including resources, tips and links for sustainability.

ACTION 1.4.C:
Develop new avenues to recognize exemplary leadership and participation in inclusive sustainability efforts on campus.

Collaborator(s): Sustainability Office, Vice Chancellor of Business and Administrative Services, Chancellor

 2018 UPDATE FOR ACTION 1.4.C: Completed

The Sustainability Office developed and launched the Sustainability Certificate Program and an invitation-only reception with the chancellor for program graduates. The People of Color Sustainability Collective received a Best Practice Award at the California Higher Education Sustainability Conference.

ACTION 1.4.D (new in 2018):
Provide staff and faculty education on sustainability and inclusion through the Sustainability Certificate Program.

Collaborator(s): Sustainability Office

 2019 UPDATE FOR ACTION 1.4.D & 2.1.B: Completed

The 2018-19 Sustainability Certificate Program engaged 3 faculty, 7 staff and 1 alumni instructors. The program had 72 unique participants total and graduated 23 participants in Spring 2019.

STRATEGY 1.5:
Train staff and faculty on effective mentorship approaches that support student leadership.

ACTION 1.5.A & 3.3.A:
Develop resources and workshops for staff and faculty on effectively supporting students, including underrepresented students.

Collaborator(s): Office for Diversity, Equity, and Inclusion

 2018 UPDATE FOR ACTION 1.5.A & 3.3.A: Completed

The Office for Diversity, Equity, and Inclusion and the Sustainability Office collaboratively offered a Dialogue Series workshop on inclusive facilitation. The Sustainability Office also enhanced recruitment of student candidates beyond sustainability organizations and academic programs as well as developed processes to ensure that Sustainability Office jobs are accessible for undocumented students.

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.A, 2.2.A. & 2.3.A:
Develop a year-long public event series to explore issues of affordability, mobility, health, and food security as they pertain to inclusive sustainability.

Collaborator(s): Sustainability Office, Colleges Nine and Ten

 2018 UPDATE FOR ACTION 2.1.A, 2.2.A & 2.3.A: Completed

Colleges Nine and Ten, the Sustainability Office, and other campus partners convened campuswide conversations examining food security, health, and affordability by hosting the Dig In Food & Justice Conference, the Let’s Talk Food Justice Dinner, two Campus Sustainability Plan Lunch and Learn sessions on food security and student housing; and by developing the Sustainability Certificate Program and Inclusive Sustainability video.

ACTIONS 2.1.B & 1.4.D (new in 2018):
Provide staff and faculty education on sustainability and inclusion through the Sustainability Certificate Program.

Collaborator(s): Sustainability Office.

 2019 UPDATE FOR ACTION 2.1.B & 1.4.D: Completed

The 2018-19 Sustainability Certificate Program engaged 3 faculty, 7 staff and 1 alumni instructors. The program had 72 unique participants total and graduated 23 participants in Spring 2019.

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.

ACTION 2.2.A, 2.1.A & 2.3.A:
Develop a year-long public event series to explore issues of affordability, mobility, health, and food security as they pertain to inclusive sustainability.

Collaborator(s): Sustainability Office, Colleges Nine and Ten

 2018 UPDATE FOR ACTION 2.2.A, 2.1.A & 2.3.A: Completed

Completed: Colleges Nine and Ten, the Sustainability Office, and other campus partners convened campuswide conversations examining food security, health, and affordability by hosting the Dig In Food & Justice Conference, the Let’s Talk Food Justice Dinner, two Campus Sustainability Plan Lunch and Learn sessions on food security and student housing; and by developing the Sustainability Certificate Program and Inclusive Sustainability video.

ACTIONS 2.2.B & 2.3.B (new in 2018):

Recruit leaders from campus, the UC system, and regional and global leaders in nongovernmental organizations as instructors in the Sustainability Certificate Program.

Collaborator(s): Sustainability Office.

 2019 UPDATE FOR ACTIONS 2.2.B & 2.3.B : Completed

Successfully recruited two representatives from the City of Santa Cruz as instructors in the ongoing 2019-20 Sustainability Certificate Program.

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

ACTION 2.3.A, 2.1.A, & 2.2.A:
Develop a year-long public event series to explore issues of affordability, mobility, health, and food security as they pertain to inclusive sustainability.

Collaborator(s): Sustainability Office, Colleges Nine and Ten

 2018 UPDATE FOR ACTION 2.3.A, 2.1.A, & 2.2.A: Completed

Colleges Nine and Ten, the Sustainability Office, and other campus partners convened campuswide conversations examining food security, health, and affordability by hosting the Dig In Food & Justice Conference, the Let’s Talk Food Justice Dinner, two Campus Sustainability Plan Lunch and Learn sessions on food security and student housing; and by developing the Sustainability Certificate Program and Inclusive Sustainability video.

ACTIONS 2.3.B & 2.2.B (new in 2018):

Recruit leaders from campus, the UC system, and regional and global leaders in nongovernmental organizations as instructors in the Sustainability Certificate Program.

Collaborator(s): Sustainability Office.

 2019 UPDATE FOR ACTIONS 2.3.B & 2.2.B : Completed

Successfully recruited two representatives from the City of Santa Cruz as instructors in the ongoing 2019-20 Sustainability Certificate Program.

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

 2019 UPDATE FOR ACTION 3.1.A & 4.4.B: Minimal Advancement

Capacity for this work shifted in 2018-19, however this continues to be a campus priority. Further discussion is being pursued.

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

ACTION 3.2.A:
Provide opportunities for students to take a leadership role in implementing actions from the Campus Sustainability Plan through internships for academic credit and paid positions.

Collaborator(s): Sustainability Office

 2018 UPDATE FOR ACTION 3.2.A: Completed

The Sustainability Office enhanced recruitment of student candidates beyond sustainability organizations and academic programs; developed processes to ensure that Sustainability Office jobs are accessible for undocumented students; and provided three student representative positions on the Campus Sustainability Plan Steering Committee. View the 2018-2019 team accomplishments.

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

ACTION 3.3.A & 1.5.A:
Develop resources and workshops for staff and faculty on effectively supporting students, including underrepresented students.

Collaborator(s): Office of Diversity, Equity & Inclusion

 2018 UPDATE FOR ACTION 3.3.A & 1.5.A: Completed

The Office for Diversity, Equity, and Inclusion and the Sustainability Office collaboratively offered a Dialogue Series workshop on inclusive facilitation. The Sustainability Office also enhanced recruitment of student candidates beyond sustainability organizations and academic programs as well as developed processes to ensure that Sustainability Office jobs are accessible for undocumented students.

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

ACTION 3.4.A:
Ensure students, especially those traditionally underrepresented, are included in campus governance structures responsible for the implementation of the Campus Sustainability Plan.

Collaborator(s): Sustainability Office

 2018 UPDATE FOR ACTION 3.4.A: Completed

The Sustainability Office worked to align student employee and intern projects with Campus Sustainability Plan goals, strategies, and actions and provided three student representative positions on the Campus Sustainability Plan Steering Committee.

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.

ACTION 4.1.A:
Conduct and promote an annual audit of UC Santa Cruz courses to identify those that include sustainability and climate change.

Collaborator(s): Sustainability Office

 2019 UPDATE FOR ACTION 4.1.A: Completed

The campus completed a comprehensive inventory of courses focused on and including sustainability as part of the 2019 update to the Sustainability Tracking, Assessment and Rating System (STARS) through the Association for the Advancement of Sustainability in Higher Education (AASHE).

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

ACTION 4.2.B:
Conduct a campuswide survey addressing the understood meanings of inclusive sustainability.

Collaborator(s): Colleges Nine and Ten, People of Color Sustainability Collective

 2019 UPDATE FOR ACTION 4.2.B & 4.4.A: Completed

A second campus-wide survey was conducted in Spring 2019, with the support of a Campus Sustainability Plan grant. Results are being analyzed in 2019-20.

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

ACTION 4.3.A:
Convene a colloquium series within the Sustainability Faculty Group to highlight and transcend disciplinary approaches to sustainability topics.

Collaborator(s): Sustainability Office, Colleges Nine and Ten, Rachel Carson College, Sustainability Faculty Group

 2019 UPDATE FOR ACTION 4.3.A: Completed

The campus completed an inventory of faculty engaged in research related to sustainability across all five academic divisions as part of the 2019 update to the Sustainability Tracking, Assessment and Rating System (STARS) through the Association for the Advancement of Sustainability in Higher Education (AASHE).

ACTION 4.3.B (new in 2018):
Highlight and support faculty research, teaching, and scholarly work related to sustainability that is being undertaken across divisions.

Collaborator(s): Sustainability Office, Colleges Nine and Ten, Rachel Carson College, Sustainability Faculty Group

 2019 UPDATE FOR ACTION 4.3.B: Completed

The campus completed an inventory of faculty engaged in research related to sustainability across all five academic divisions as part of the 2019 update to the Sustainability Tracking, Assessment and Rating System (STARS) through the Association for the Advancement of Sustainability in Higher Education (AASHE).

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

ACTION 4.4.A & 4.2.B:
Conduct a campuswide survey addressing the understood meanings of inclusive sustainability.

Collaborator(s): Colleges Nine and Ten, People of Color Sustainability Collective

 2019 UPDATE FOR ACTION 4.4.A & 4.2.B: Completed

A second campus-wide survey was conducted in Spring 2019, with the support of a Campus Sustainability Plan grant. Results are being analyzed in 2019-20.

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

Collaborator(s): Sustainability Office

 2019 UPDATE FOR ACTION 4.4.B & 3.1A: Minimal Advancement

Capacity for this work shifted in 2018-19; however this continues to be a campus priority. Further discussion is being pursued.

MATERIALS MANAGEMENT & FOOD SYSTEMS
Update 2018-2019

Return to the Index

Read more about Materials Management & Food Systems and view all current goals, strategies, and actions on the Campus Sustainability Plan page here.

GOAL 1:
Increase both Environmentally Preferred Product (EPP) 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.

ACTION 1.1.A:
Identify 10 additional commodities and/or suppliers annually to track and increase sustainable and equitable practices.

Collaborator(s): Procurement Services

 2018 UPDATE FOR ACTION 1.1.A: Completed

Evaluative criteria for sustainability has been incorporated into all campuswide service and product bid events through 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

Funding Source: Real Food Challenge intern hosted by Food Systems Working Group & Dining

 2019 UPDATE FOR ACTION 1.2.A: In Progress

Student interns gained valuable work experience by continuing to catalogue Real Food Challenge qualifying products to increase Real food purchases.

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

ACTION 1.3.A:
Explore functionality and possibilities for increased visibility and use of EPP favorites list.

Collaborator(s): Procurement Services

 2019 UPDATE FOR ACTION 1.3.A: In Progress

Procurement Services employed a student to compile a reference guide by interviewing users and purchasers and are publishing it online in 2019-20.

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

ACTION 1.4.A:
Contribute educational materials regarding sustainable and equitable procurement to New Employee Orientation and the new student experience and Welcome Week.

Collaborator(s): Procurement Services, Provost’s Sustainability Internship Program, Staff Human Resources

 2019 UPDATE FOR ACTION 1.4.A: Minimal Advancement

Capacity for this work shifted in 2018-19. Further discussion is being pursued to identify actionable priorities to support this strategy.

STRATEGY 1.5 & 2.5:
Advance the single-use bottled water ban.

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

Collaborator(s): Take Back the Tap

 2019 UPDATE FOR ACTION 1.5.A & 2.5.A: In Progress

A team of Student Sustainability Advisors supported Student Life and Programs Offices at the Colleges to reduce their compostable bioware purchases by utilizing durable sets of plates, bowls, cups, and utensils. This project will be continued into Academic Year 2019-20 with two pilot locations so that the students can gather data about the program’s use & effectiveness.

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

STRATEGY 2.1:
Improve operational infrastructure 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 Plant

Funding Source: Cost savings from Grounds and Resource Recovery based on 2017 annual recharge rate financial viability assessment

 2019 UPDATE FOR ACTION 2.1.A: In Progress

The global recycling market, as well as UCSC campus priorities, experienced a significant shift in 2018-19. In Summer 2019, PPDO with support from the Sustainability Office opened a RFP bid to engage a consultant team to evaluate the campus’ current waste management practices & operations, identify short-term feasible action, and identify long-term actions to achieve UCOP’s zero waste goals.

STRATEGY 2.2:
Complete the Resource Recovery Yard, including on-site composting program rollout.

ACTION 2.2.A:
Identify and apply for grant funding for the Resource Recovery Yard equipment, facilities, and construction.

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

Funding Source: Staff time

 2019 UPDATE FOR ACTION 2.2.A: Minimal Advancement

The global recycling market, as well as UCSC campus priorities, experienced a significant shift in 2018-19. The campus will be engaging the expertise of a consultant team in 2019-20, and will determine the benefits and feasibility of a resource recovery yard on campus.

STRATEGY 2.3:
Increase the percentage of equipment and items sold or repurposed from Surplus, rather than discarded.

ACTION 2.3.A:
Create new mechanisms for campus users to find and share used equipment.

Collaborator(s): Surplus, Provost’s Sustainability Internship Program

Funding Source: Provost’s Sustainability intern hosted by Surplus

 2018 UPDATE FOR ACTION 2.3.A: Completed

Through a Campus Sustainability Plan grant, Surplus increased visibility of its store and offerings to campus through the purchase of two large signs for the base of campus.

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

ACTION 2.4.A:
Research best practices in trainings that currently exist on campus, other UCs, and local agencies.

Collaborator(s): Provost’s Sustainability Internship Program, Sustainability Office Zero Waste Team

Funding Source: Student internship project

 2019 UPDATE FOR ACTION 2.4.A: Completed

Student Sustainability Advisers and the Zero Waste Team created an interactive Zero Waste education kit that was utilized at numerous College nights and public events to educate and gain feedback from the community about Zero Waste.

STRATEGY 2.5 & 1.5:
Advance the single-use bottled water ban.

ACTION 2.5.A & 1.5.A:
Address identified barriers that student event hosts face in switching from single use bottled water to more sustainable options.

Collaborator(s): Take Back the Tap

Funding Source: Student internship project, possible Campus Sustainability Council grant

 2019 UPDATE FOR ACTION 2.5.A & 1.5.A: In Progress

A team of Student Sustainability Advisors supported Student Life and Programs Offices at the Colleges to reduce their compostable bioware purchases by utilizing durable sets of plates, bowls, cups, and utensils. This project will be continued into Academic Year 2019-20 with two pilot locations so that the students can gather data about the program’s use & effectiveness.

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.

ACTION 3.1.A:
Establish a working group to create materials and messaging to engage underrepresented students with food security and basic needs resources, including Produce Pop-Up stand, Slug Support Pantry, Swipes for Slugs, and a Food Access and Basic Needs website.

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

Funding Source: Global Food Initiative, student intern/fellow project

 2019 UPDATE FOR ACTION 3.1.A: Completed

The Basic Needs working group scheduled monthly meetings to share information, create educational materials and distribute messaging to engage underrepresented students with food security and basic needs resources.

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

ACTION 3.2.A:
Create a food security resources map detailing existing food preparation and food storage spaces, as well as Electronic Benefits Transfer (EBT), Women, Infants and Children (WIC) and other food access and distribution locations.

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

Funding Source: Global Food Initiative, student intern/fellow project

 2018 UPDATE FOR ACTION 3.2.A: Completed

The Basic Needs website launched with a map highlighting the food pantries, food distribution centers, and other locations equipped with immediate food assistance centers.

ACTION 3.2.B (new in 2018):
Centralize and standardize food security & access efforts through the creation and staffing of the Cowell Coffee Shop: Basic Needs Food Hub.
Collaborator(s): Global Food Initiative Food Access and Basic Needs Working Group
Funding Source: Global Food Initiative, student intern/fellow project

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

Funding Source: Global Food Initiative, student intern/fellow project

 2019 UPDATE FOR ACTION 3.2.B: Completed

Cowell Coffee Shop for the Peoples launched in Fall 2018 as a non-transactional cafe and functions as a basic needs hub on campus with a full-service cafe, choice-based food pantry, an organic DIY juicing bar, and a dedicated study space. Quarterly “Slugs in the Kitchen” cooking classes, Calfresh advising and Basic Needs related workshops are regularly scheduled throughout each quarter.

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

ACTION 3.3.A:
Host CalFresh enrollment workshops and invite Supplemental Nutrition Assistance Program (SNAP-ED) community funder partners to assist and promote CalFresh on campus.

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

Funding Source: Global Food Initiative, student intern/fellow project

 2018 UPDATE FOR ACTION 3.3.A: Completed

The CalFresh Ambassadors at each college assisted in providing students direct access to CalFresh enrollment workshops. A number of large-scale events were hosted in collaboration with community partners like Second Harvest Food Bank and Santa Cruz County to get students familiar with the program and enrolled.

ACTION 3.3.B (new in 2018):
In collaboration with Santa Cruz County, work to reform the CalFresh eligibility guidelines for graduate students and roll-out a CalFresh renewal app and streamlined process.

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

Funding Source: Global Food Initiative, student intern/fellow project

 2019 UPDATE FOR ACTION 3.3.B: In Progress

The campus successfully rolled out a streamlined process for the CalFresh renewal application for undergraduate students. Graduate student eligibility continues to be a priority and negotiations will be ongoing in 2019-20.

ACTION 3.3.C (new in 2018):
As an interim measure, utilize funding from SB85 to provide farmers’ market tokens to benefit graduate students, while negotiation on eligibility guidelines reform progresses.

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

Funding Source: Global Food Initiative, student intern/fellow project

 2019 UPDATE FOR ACTION 3.3.C: Completed

The Basic Needs Working Group and the Global Food Initiative Food Access team collaborated to increase direct award support and messaging for on-campus food distribution specifically for the graduate student population. Capacity shifted for providing tokens and is not being pursued at this time.

NATURAL ENVIRONMENT & INFRASTRUCTURE
Update 2018-2019

Return to the Index

Read more about Natural Environment & Infrastructure and view all current goals, strategies, and actions on the Campus Sustainability Plan page here.

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.

ACTION 1.1A:
Establish a working group to address intersectional campus infrastructure gaps and needs.

Collaborator(s): Physical Planning, Development & Operations (PPDO) with contributors from across campus

Funding source: Staff time

 2019 UPDATE FOR ACTION 1.1A: Completed

UCSC Natural Reserves spearheaded a successful effort to re-establish the CLUMAC (Campus Land Use and Management Action Committee) in partnership with Physical Planning, Development & Operations.

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

ACTION 1.2.A & 5.1.A:
Conduct an analysis to establish a baseline to quantify human impact on campus natural and cultivated lands.

Collaborator(s): Environmental Studies (grad student and Senior Thesis course)

Funding source: Chancellor’s Graduate Internship Program (CGIP)

 2019 UPDATE FOR ACTION 1.2.A & 5.1.A: In Progress

UCSC Natural Reserves partnered with a professional forester to conduct an Upper Campus Land Management Assessment with the support of a Campus Sustainability Plan grant. This resulting report contains a thorough review of Upper Campus vegetation communities, including information on their locations, species composition, historical and current conditions, desired future conditions, and identified potential management actions. Additionally, the report includes sections on road and trail maintenance, an analysis of permitting options and treatment costs, and fire fuel reduction management locations.

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.A:
Launch an update to the Campus Water Reuse Study.

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

 2018 UPDATE FOR ACTION 2.1.A: In Progress

The consideration of feasible sources of non-potable water is being incorporated into the development of the campus Utility Master Plan, in conjunction with the Long Range Development Planning process.

ACTION 2.1.B (new in 2018):
Develop and implement an evaluation and monitoring program to assess potential impacts from groundwater use from the existing well as an irrigation source.

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

Funding source: One time funding from campus, with ongoing support

 2018 UPDATE FOR ACTION 2.1.B: In Progress

Ongoing monitoring of local springs and groundwater levels has been increased from bi-annually to monthly.

ACTION 2.1.C (new in 2018):

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)

 2019 UPDATE FOR ACTION 2.1.C: In Progress

As part of the current LRDP development, the campus is exploring opportunities for purple pipe (recycled water) connections across campus. Specifically, Porter has installed purple pipe and is ready to utilize recycled water when it becomes available and Kresge is designed to collect stormwater into a treatment facility to feed back into its water closets.

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

ACTION 2.2.A:
Compile and update a centralized list of proposed water infrastructure and fixture improvements along with their relative cost and water saving potential.

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

Funding source: Staff time

 2019 UPDATE FOR ACTION 2.2.A: Minimal Advancement

Multiple campus units collaborated throughout the drought response years in 2014-15 to create a centralized list of water efficiency improvements and executed upgrades to reduce water consumption. Opportunities and capacity for updating the list will be considered at a future date when campus priorities align with this need.

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

ACTION 2.3.A:
Increase the adoption and utilization of the Beacon leak detection software among building managers through trainings and one-on-one consultations.

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

Funding source: Staff project

 2019 UPDATE FOR ACTION 2.3.A: Completed

The campus Energy department has developed a new process for creating work orders that swiftly address leaks as they are detected. The UCSC Arboretum also increased utilization of the Beacon leak detection software to implement water infrastructure upgrades with the support of Campus Sustainability Plan grant funding. These improvements will save the University thousands of gallons of water annually, and new real-time texts will alert Arboretum staff to future leaks.

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/Planning & Budget

Funding source: Utility savings. Lifecycle cost analysis.

 2019 UPDATE FOR ACTION 2.4.A: In Progress

UCSC’s sustainability staff have partnered with staff from the UCOP Design and Construction Department to create a Life Cycle Cost Analysis tool in 2019-20.

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 UCSC routes, including incorporation of articulated buses and new routes to UCSC satellite locations.

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

Funding source: Student Transit Fees

 2019 UPDATE FOR ACTION 3.1.A: In Progress

New, articulated buses have contributed to a Metro ridership increase of 1.2%. Also, a student vote overwhelmingly supported the Student Transit Fee increase which will help TAPS maintain current levels of campus and Metro transit to and around campus.

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

ACTION 3.2.A:
Pilot sustainable transportation peer-to-peer outreach activities.

 2018 UPDATE FOR ACTION 3.2.A: Completed

CSP grant funding helped to support this project. A Provost Sustainability Intern with Transportation & Parking Services (TAPS) coordinated this pilot project.

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)

Funding source: Effort to secure reliable, sustainable funding beyond current fees and fares and external grants through parking permit fees, TDM program fares, student fees, or departmental central funds assessment to cover the transportation infrastructure and programs costs.

 2019 UPDATE FOR ACTION 3.3.A: Minimal Advancement

Capacity for this work shifted in 2018-19. Further discussion is being pursued with campus leadership on the feasibility of pursuing this Action.

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

ACTION 3.4.A:
Develop a comprehensive plan for inclusion of electric vehicle (EV) charging station that integrates with current and planned parking development.

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

Funding source and potential cost: Partial external grants; partial parking permit fees; some funded through development project requirements. Assessment underway; TAPS- funded infrastructure costs will vary by project.

 2019 UPDATE FOR ACTION 3.4.A: Completed

EV Charging Feasibility Study was completed in 2018 to assess likely locations for new EV charging.

ACTION 3.4.B:
Partner with other UCs, electric vehicle (EV) dealers and charger equipment companies, utility companies, and pursue grants to increase incentives for UC affiliates to purchase or lease electric vehicles, for EV charging equipment and other infrastructure.

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

Funding source and potential cost: Partnerships with vendors; partial external grants; partial parking permit fees; some funded through development project requirements at no costs to UC for personal vehicle incentives.

 2019 UPDATE FOR ACTION 3.4.B: Completed

TAPS provided and promoted multiple EV discounts and rebates for all UC affiliates. More information on Electrical Vehicle Offers and Rebates page.

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.

ACTION 4.1.A:
Draft a white paper documenting past and current work in the field of experiential learning on campus lands.

Collaborator(s): Environmental Studies faculty, Campus Natural Reserve, and Natural Reserve staff

 2019 UPDATE FOR ACTION 4.1.A: Minimal Advancement

Priorities and capacity for this work shifted in 2018-19. The focus has shifted to direct implementation of new experiential learning models on campus lands in 2019-20.

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

ACTION 4.2.A:
Identify avenues to improve information collection processes of experiential learning opportunities on campus.

Collaborator(s): Sustainability Office, Natural Reserves, units that offer experiential learning opportunities

 2019 UPDATE FOR ACTION 4.2.A: Completed

During the 2019 AASHE STARS reporting cycle, Campus Natural Reserves and the Sustainability Office improved processes to identify and capture updated information on experiential learning opportunities.

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

ACTION 4.3.A:
Utilize current outreach materials like the Sustainability Office’s Living Lab Map and develop new materials to promote experiential learning opportunities.

Collaborator(s): Natural Reserves, Sustainability Office

 2019 UPDATE FOR ACTION 4.3.A: Completed

The Campus Natural Reserves developed a UCSC Living Labs interactive, online map that will simplify students’ search for hands-on sustainability engagement on campus.

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.

ACTION 5.1.A & 1.2.A:
Conduct an analysis to establish a baseline to quantify human impact on campus natural and cultivated lands.

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

 2019 UPDATE FOR ACTION 5.1.A & 1.2.A: Completed

UCSC Natural Reserves partnered with a professional forester to conduct an Upper Campus Land Management Assessment with the support of a Campus Sustainability Plan grant. This resulting report contains a thorough review of Upper Campus vegetation communities, including information on their locations, species composition, historical and current conditions, desired future conditions, and identified potential management actions. Additionally, the report includes sections on road and trail maintenance, an analysis of permitting options and treatement costs, and fire fuel reduction management locations.

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

ACTION 5.2.A:
Establish a working group to develop a communications campaign to promote stewardship practices of campus natural and cultivated lands.

Collaborator(s): Natural Reserves

 2019 UPDATE FOR ACTION 5.2.A: Completed

The Campus Natural Reserves and UCSC Natural Reserves spearheaded a successful effort to re-establish the CLUMAC (Campus Land Use and Management Action Committee) which can house this type of work in the future.

ACTION 5.2.B: 
Contribute educational materials regarding stewardship to New Employee Orientation and the new student experience and Welcome Week.

Collaborator(s): Natural Reserves, Provost’s Sustainability Internship Program, Staff Human Resources

Funding Source: Student internship and/or staff project

 2019 UPDATE FOR ACTION 5.2.B: Completed

As of 2018-19, UCSC Human Resources’ New Employee Orientation includes a presentation highlighting UCSC’s sustainable goals and accomplishments. Natural Reserves staff train student Orientation Leaders on relevant educational materials for new students about the Campus Natural Reserves.

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

ACTION 5.3.A:
Inventory current offerings of formal and informal engagement opportunities and establish a baseline by which future progress can be measured.

Collaborator(s): Natural Reserves

 2019 UPDATE FOR ACTION 5.3.A: Completed

The Campus Natural Reserves developed a UCSC Living Labs interactive, online map that will simplify students’ search for hands-on sustainability work on campus.

CLIMATE & ENERGY
Update 2018-2019

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Read more about Climate & Energy and view all current goals, strategies, and actions on the Campus Sustainability Plan page here.

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.A:
Develop a Sustainable Fleet Implementation Plan to procure zero emission vehicles or hybrid vehicles for at least 50 percent of all new light-duty vehicle acquisitions.

Collaborator(s): Fleet Services

 2019 UPDATE FOR ACTION 1.1.A: In Progress

UCSC’s Fleet Services is on track to meet 2025 goal of 50% of all light-duty vehicle acquisitions being zero emission or hybrid vehicles. Current percentage is 20%.

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.

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

Funding: Power Purchase Agreements

 2019 UPDATE FOR ACTION 1.1.B: In Progress

A 2.1 MW solar array is under construction over the east remote parking lot. The panels will be operational by early 2020.

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

 2019 UPDATE FOR ACTION 1.2.A: Minimal Advancement

This continues to be a campus priority. Further discussion with campus leadership is being pursued.

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.

ACTION 2.1.A:
Refine and adopt UC Office of the President Sustainable Practices Policy “stretch” energy use intensity (EUI) targets.

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

 2019 UPDATE FOR ACTION 2.1.A: Completed

Engineering Services has developed Supplemental Design Guidelines that include the requirement to pursue EUI stretch targets for all major capital projects.

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.

ACTION 2.2.A:
Conduct a feasibility study to explore fiscal and operational impacts of adopting an all-electric policy for all new construction across campus.

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

 2018 UPDATE FOR ACTION 2.2.A: Completed

UC Sustainable Practices Policy has implemented an all-electric policy for new construction across the UC system as of August 2018.

ACTION 2.2.B:
Reassess priority actions needed in order for the campus to consider net zero in capital projects.

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

  2019 UPDATE FOR ACTION 2.2.B: Minimal Advancement

Priorities and capacity for this work shifted in 2018-19. The campus is not able to pursue a net zero policy for all construction at this time, and will re-focus energy on meeting stretch-EUI targets.

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

 2019 UPDATE FOR ACTION 2.3.A: In Progress

Sustainability Office staff have partnered with staff from the UCOP Design and Construction Department to create a Life Cycle Cost Analysis tool.

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.

ACTION 3.1.A:
Establish a team of staff dedicated to implementation of energy efficiency projects, which will be paid for through annual energy savings.

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

Funding Source: Capital projects and labor will be financed through the Strategic Energy Partnership (SEP) low-interest bond funds and annual debt service will be paid for through avoided costs from energy savings.  Project expenses will be recharged to the SEP project.

 2019 UPDATE FOR ACTION 3.1.A: Minimal Advancement

This continues to be a campus priority. Further discussion with campus leadership is being pursued to effectively support energy efficiency projects.

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

ACTION 3.2.A:
Develop and implement an Energy Star, or related, requirement for all equipment purchases.

Collaborator(s): Colleges, Housing and Educational Services (CHES)

 2018 UPDATE FOR ACTION 3.2.A: Completed

Student Sustainability Advisors worked with staff to draft Energy Star policy language for all CHES equipment purchases. CHES Facilities is adopting the language and finalizing the policy’s implementation and communication plan.

ACTION 3.2.B (new in 2018):
Implement the UC systemwide “Cool Campus Challenge” to engage faculty, staff and students in energy-saving behavior change measures in spring 2019.

Collaborator(s): Colleges, Housing and Educational Services (CHES)

 2019 UPDATE FOR ACTION 3.2.B: Completed

Two Carbon Neutrality Student Fellows lead the engagement of 1,430 faculty, staff, and students in reducing almost two million pounds of CO2e.

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)

 2019 UPDATE FOR ACTION 3.3.A: In Progress

Buildings are turned to standby mode during Winter Campus Closure, significantly reducing energy consumption.

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.

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

 2019 UPDATE FOR ACTION 4.1.A: Minimal Advancement

Priorities and capacity for this work shifted in 2018-19. Due to the international recycling market challenges, CHES Student Sustainability Advisors focused on Zero Waste implementation in their annual projects in AY 2018-19.

ACTION 4.1.B:
Research and implement best practices around behavior change interventions from other universities and campuses to promote campuswide engagement in carbon neutrality and energy conservation.

Collaborator(s): UC Carbon Neutrality Fellows

Funding Source: UC Office of the President

 2019 UPDATE FOR ACTION 4.1.B: Completed

Carbon Neutrality Initiative fellows looked at multiple best practices across higher education and utilized behavior change interventions to excel in the UC Systemwide Cool Campus Challenge.

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

STRATEGY 5.1:
Support professional development of the student body to enter careers in the energy and climate industry.

STRATEGY 5.2:
Develop the campus as a living laboratory to support student experiential learning, innovation and startups, grant projects, and community engagement.

ACTION 5.2.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

 2019 UPDATE FOR ACTION 5.2.A: In Progress

Multiple BAS departments partnered with a Rachel Carson College IDEASS class to completed LEED-EBOM feasibility studies for three campus buildings.

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.

STRATEGY 5.4:
Collaborate with campus research initiatives engaged in experiential learning and innovation to address social justice issues, such as the Everett Program, S-Lab, and Blum Center, to engage students in carbon offset projects in underserved communities.

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