Progress Report 2017-2018
KEY
This is a progress report on year-one actions in 2017-2018. To review current Campus Sustainability Plan goals, strategies, and actions, please visit this page. Throughout this Progress Report, you will see the icons to the right. They indicate the progress of each action at the end of the 2017-2018 academic year.
LEARNING & CULTURE
Update 2017-2018
Read more about Learning & Culture and view all current goals, strategies, and actions on the Campus Sustainability Plan page here.
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
UPDATE FOR ACTION 1.1.A: Minimal Advancement
The last campuswide inclusive sustainability survey was distributed in 2016-17, so 2017-18 was not a survey year.
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
UPDATE FOR ACTION 1.2.A: In Progress
The Sustainability Office and People of Color Sustainability Collective, along with other campus partners, convened a variety of educational opportunities that garnered recognition and fostered campuswide conversations on inclusive sustainability topics, including the Dig-in Food and Justice Conference; Intersections Between Diversity & the Environment Course, which was cross-listed in the Sustainability Certificate and the Diversity & Inclusion Programs for campus employees; and the development of a video on inclusive sustainability. The People of Color Sustainability Collective won a Best Practice Award at the California Higher Education Sustainability Conference.
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
UPDATE FOR ACTION 1.3.A: In Progress
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
UPDATE FOR ACTION 1.4.A: Completed
The Sustainability Office launched the pilot Sustainability Certificate Program, which recruited four faculty, six staff and one alumni instructors, 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
UPDATE FOR ACTION 1.4.B: In Progress
Staff Human Resources and the Sustainability Office have begun discussing how to incorporate sustainability information into New Employee Orientation.
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
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.
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
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
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.
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
UPDATE FOR ACTION 2.2.A, 2.1.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.
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
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.
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:
Establish a working group to create a plan for student education and engagement, particularly focusing on incoming first-year, new transfer, and international students.
Collaborator(s): Sustainability Office
UPDATE FOR ACTION 3.1.A & 4.4.B: Minimal Advancement
Capacity for this work shifted in 2017-18; 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
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.
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
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
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
UPDATE FOR ACTION 4.1.A: In Progress
The Sustainability Office completed an assessment of UCSC curriculum for 2016-17 but will not begin the 2017-18 assessment until winter 2018 in order to align with Sustainability Tracking, Assessment & Rating System™ (STARS®) reporting.
STRATEGY 4.2:
Undertake integrated research that examines the evolving meanings and experiences of sustainability.
ACTION 4.2.A:
Identify opportunities to encourage inclusive sustainability research opportunities through existing programs like the Koret Scholarship.
Collaborator(s): Undergraduate Education
UPDATE FOR ACTION 4.2.A: Minimal Advancement
Capacity for this work shifted in 2017-18, and this is not a priority for 2018-19.
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
UPDATE FOR ACTION 4.2.B & 4.4.A: Minimal Advancement
Capacity for this work shifted in 2017-18; however, this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 4.3.A: In Progress
In collaboration with faculty, the Sustainability Office helped to create the Sustainability Faculty Advisory Committee; fundraised for the Sustainability Faculty Fellowship Program; and held a focus group to seek faculty input on the development of the program.
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
UPDATE FOR ACTION 4.4.A & 4.2.B: Minimal Advancement
Capacity for this work shifted in 2017-18; however this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 4.4.B & 3.1A: Minimal Advancement
Capacity for this work shifted in 2017-18; however this continues to be a campus priority. Further discussion is being pursued.
MATERIALS MANAGEMENT & FOOD SYSTEMS
Update 2017-2018
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
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
UPDATE FOR ACTION 1.2.A: In Progress
A team of students has continued to support implementation of the Real Food Challenge, and implementation of qualifying products continues to be a priority.
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
UPDATE FOR ACTION 1.3.A: In Progress
This continues to be a campus priority and is currently being explored by Procurement Services. Further discussion is being pursued in 2018-19.
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
UPDATE FOR ACTION 1.4.A: Minimal Advancement
Capacity for this work shifted in 2017-18; however this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 1.5.A & 2.5.A: In Progress
A pair of Student Sustainability Advisers created a roll-out plan for how to engage student organizations around reducing single-use plastic bottled water use. Colleges, Housing, and Educational Services Facilities obtained funding through a Campus Sustainability Plan grant to install water bottle filling stations in two residence halls to reduce up to 100,000 single-use plastic bottles in one year. The 2018 North American Regional Right Livelihood Conference obtained funding through the CSP Grant program to go Zero Waste and avoid single-use plastic bottled water. In 2018-19 this Action will be expanded from a focus on bottled water to singe-use plastics more generally.
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
UPDATE FOR ACTION 2.1.A: Minimal Advancement
Physical Planning, Development, and Operations and the Sustainability Office will put the campus Zero Waste Plan completion out to bid by an external consultant in academic year 2018-19.
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
ACTION 2.2.A: Minimal Advancement
This action is on hold due to strategic conversations happening regarding Action 2.1.A.
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
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
UPDATE FOR ACTION 2.4.A: Completed
The Sustainability Office Zero Waste Team researched and compiled a best practices analysis of Zero Waste education and training from UCSC, the UC system, and outstanding municipal waste systems on the West Coast.
STRATEGY 1.5 & 2.5:
Advance the single-use bottled water ban.
ACTION 1.5.A & 2.5.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
UPDATE FOR ACTION 1.5.A & 2.5.A: In Progress
A pair of Student Sustainability Advisers created a roll-out plan for how to engage student organizations around reducing single-use plastic bottled water use. Colleges, Housing, and Educational Services Facilities obtained funding through a Campus Sustainability Plan grant to install water bottle filling stations in two residence halls to reduce up to 100,000 single-use plastic bottles in one year. The 2018 North American Regional Right Livelihood Conference obtained funding through the CSP Grant program to go Zero Waste and avoid single-use plastic bottled water.
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
UPDATE FOR ACTION 3.1.A: Completed
The Food Pantries Working Group convened biquarterly to update member organizations about the variety of food security efforts on campus, with a focus on how to best utilize current resources to serve the growing student need for food security assistance.
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
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. View the Basic Needs website here.
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
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 farmiliar with the program and enrolled.
NATURAL ENVIRONMENT & INFRASTRUCTURE
Update 2017-2018
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.
UPDATE FOR ACTION 1.1A: Minimal Advancement
Capacity for this work shifted in 2017-18; however, this continues to be a campus priority. Further discussion is being pursued.
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).
UPDATE FOR ACTION 1.2.A & 5.1.A: Minimal Advancement
Capacity for this work shifted in 2017-18. Determining the feasibility of this project would need to be considered by the proposed working group in action 1.1.A. Further discussion is being pursued.
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)
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’s Utility Master Plan, in conjunction with the Long Range Development planning process.
ACTION 2.1.B:
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.
UPDATE FOR ACTION 2.1.B: In Progress
Ongoing monitoring of local springs and groundwater levels has been increased from bi-annually to monthly.
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
UPDATE FOR ACTION 2.2.A: Minimal Advancement
The most recent update to this list was developed in 2014 as part of the campus’ comprehensive drought response. Capacity to update this work shifted in 2017-18, however this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 2.3.A: In Progress
Energy Office student interns have helped develop and implement Beacon trainings for campus users.
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.
UPDATE FOR ACTION 2.4.A: Minimal Advancement
Capacity for this work shifted in 2017-18; however, this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 3.1.A: In Progress
CSP grant funding helped to support this project. Student interns monitored bus routes and transportation demand to help the campus make informed decisions for future transportation needs. Articulated buses were deployed on campus routes. Collaborations with SCMTD are ongoing and will include increased service to satellite locations in 2019.
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.
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.
UPDATE FOR ACTION 3.3.A: Minimal Advancement
Capacity for this work shifted in 2017-18; however, this continues to be a campus priority. Further discussion is being pursued.
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.
UPDATE FOR ACTION 3.4.A: In Progress
While a comprehensive plan was not developed during 2017-18, CSP grant funding helped to support a student project that analyzed current and future demand for new EV charging stations.
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.
UPDATE FOR ACTION 3.4.B: In Progress
TAPS staff continue to seek out grant opportunities and partnership opportunities for more EV charging. Systemwide, UC is looking into more partnerships for EV incentives.
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
UPDATE FOR ACTION 4.1.A: Minimal Advancement
Funding from a CSP grant was provided to S-Lab to create a white paper articulating recommendations for improved coordination between entities and improved student preparation for projects utilizing UCSC as a living lab.
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
UPDATE FOR ACTION 4.2.A: Minimal Advancement
Priorities and capacity for this work shifted in 2017-18. The Sustainability Office and Natural Reserves will pursue this action when the campus submits an updated report to STARS in winter 2019.
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
UPDATE FOR ACTION 4.3.A: In Progress
Through on-campus projects, two students developed and published field guides that may encourage experiential learning opportunities in natural areas of campus. The two guides, Field Guide to Plants of UC Santa Cruz and Field Guide to Ethnobotany of UC Santa Cruz, will be available on Amazon and at the Bay Tree Bookstore.
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)
UPDATE FOR ACTION 5.1.A & 1.2.A: Minimal Advancement
Capacity for this work shifted in 2017-18. Determining the feasibility of this project would need to be considered by the proposed working group in action 1.1.A. Further discussion is being pursued.
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
UPDATE FOR ACTION 5.2.A: Minimal Advancement
Capacity for this work shifted in 2017-18, however this continues to be a campus priority. Further discussion is being pursued.
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
UPDATE FOR ACTION 5.2.B: In Progress
Although no educational materials were developed regarding stewardship, Natural Reserve staff presented to student Orientation Leaders so they could share information about the Natural Reserve to new students. During Welcome Week, Natural Reserve staff also led hikes, spoke in classes, and offered tours of the Norris Center to let students know about opportunities to get involved with stewardship and other outdoor learning opportunities.
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
UPDATE FOR ACTION 5.3.A: In Progress
Natural Reserve staff have compiled an inventory of courses, welcome week activities, and other examples of when they provide stewardship engagement opportunities. Next steps for this action include identifying additional offerings from other campus units that provide stewardship and nature-based learning opportunities.
CLIMATE & ENERGY
Update 2017-2018
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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
UPDATE FOR ACTION 1.1.A: Completed
The Fleet Sustainability Plan (FSP) was developed. In 2017, 27 percent of the campus’s light-duty (<8,500 lbs gross vehicle weight rating, or GVWR) vehicle acquisitions were either zero emission or hybrid. 2018 is already on track to greatly exceed this number.
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)
UPDATE FOR ACTION 1.1.B: In Progress
Substantial progress has been made by the project team. The campus aims to begin construction on a solar PV project at the East Remote Parking lot in 2019.
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
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
UPDATE FOR ACTION 2.1.A: In Progress
The Student Housing West and Kresge projects have established EUI “stretch targets.” UCSC hosted the systemwide EUI Training.
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)
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.
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
UPDATE FOR ACTION 2.3.A: In Progress
UC Green Building Working Group is looking at the development of a life-cycle cost analysis process for all major capital projects across the UC system.
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.
UPDATE FOR ACTION 3.1.A: In Progress
Potential models have been identified, and campus leadership has been engaged in considering proposals. Further discussion with campus leadership is being pursued.
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)
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 implementation and communication plan.
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)
UPDATE FOR ACTION 3.3.A: Minimal Advancement
The successful advancement of this action is dependent on further progress on Action 3.1.A. Further discussion with campus leadership is being pursued.
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)
UPDATE FOR ACTION 4.1.A: In Progress
Student Sustainability Advisors researched best practices and drafted a report on incorporating energy conservation tips into New Student Orientation and Welcome Week for all campus residents. Further discussion with key staff stakeholders is needed regarding next steps for implementation.
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
UPDATE FOR ACTION 4.1.B: Minimal Advancement
Priorities and capacity for this work shifted in 2017-18. Student Carbon Neutrality Fellows will be researching best practices and implementing the UC systemwide “Cool Campus Challenge” to engage faculty, staff, and students in spring 2019.
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
UPDATE FOR ACTION 5.2.A: In Progress
S-Lab created a board to support development of a Center for Sustainable Living Labs on campus. A faculty working group on sustainability and climate change spurred from the Carbon Neutrality Initiative climate change curriculum courses and is meeting regularly to discuss ways to incorporate sustainability into curricular and co-curricular materials.
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.