Emory University
PA-2: Sustainability Planning

Sustainability is included in the "Creating Community - Engaging Society" theme of Emory's 2005 Strategic Plan, and called for the development and implementation of a sustainability plan to help restore the global ecosystem, foster healthy living, and reduce the University's impact on the local environment, which included the establishment of the Office of Sustainability Initiatives in 2006. Because Emory just inaugurated a new president in Feb. 2017, the development of a new Strategic Plan has been delayed, and the 2005 Strategic plan continues to guide the University's strategy.

Campus Master Plan - http://www.fm.emory.edu/campusplan/documents/cpu_2005/EmoryCampusPlan.pdf Sustainable Food Guidelines - http://sustainability.emory.edu/uploads/press/2013/05/2013050714054301/SustFoodPurchGuidelns5-1-13.pdf Lullwater Forest Comprehensive Management Plan - http://sustainability.emory.edu/uploads/press/2014/03/2014031314311242/merged_document.pdf Emory University Forest Management Plan - http://sustainability.emory.edu/uploads/press/2014/04/2014040910595134/forest-management-plan.pdf Emory Design and Construction Standards - http://www.campserv.emory.edu/pdc/planning_construction/Design_Standards_with_Guidelines.html Emory Green Cleaning Manual - http://www.campserv.emory.edu/fm/documents/greenclean.pdf Emory Sustainable Procurement Guidelines - https://www.finance.emory.edu/home/Procure%20and%20Pay/Sustainability/sustainablegpurchasingstatement.pdf

Please see Emory's Sustainability Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Curriculum-related goals include: Through academic programs and degrees, prepare Emory graduates for sustainability leadership throughout their lives. Integrate sustainability into academic programs, degrees, and experiential learning opportunities to assure universal sustainability literacy.⋅ Expand curriculum initiatives through the Piedmont Project, Piedmont TATTO Fellowships, Oxford Institute, and others. Increase by 25% the number of sustainability-related courses taught across the university by 2025.⋅ Develop tools for assessing student competencies across the domains of sustainability. ⋅ Link sustainability-related information needs across campus to academic projects through partnerships with operations personnel, the Quality Enhancement Plan, and the Institute for Quantitative Theory and Methods. ⋅ Please see Emory's Climate Action Plan: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Curriculum-related goals include: Units review academic programs and adequacy of education around climate change, global resource use, and policies for institutional change, with attention to learning outcomes for sustainability-related educational goals to allow improved assessment of student learning over time. New programs, certificates, concentrations, and team-teaching opportunities are possible innovations. Units support faculty development towards innovative and community-engaged curriculum through continued support for the Piedmont Project and related efforts.

Please see Emory's Sustainability Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. some research-related goals include: Support campus-based sustainability research activities with a data hub and interdisciplinary laboratory for action research projects by 2025.⋅ Support start-ups for sustainability-related faculty interest groups, building on existing efforts in Environmental Health, Environmental Law, Climate Change, Food Studies, Religion and Ecology, and Global Health, among others.⋅ Foster research on the health implications of sustainability policies and practices, such as the impacts of green buildings. Please see Emory's Climate Action Plan: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some research-related goals include: In cooperation with students and faculty in the academic units, Emory’s College and professional schools actively support expanded research related to our sustainable buildings, fulfilling the vision of the Emory campus as a living laboratory. Units support sustainability-related research, including on-campus assessments of Emory’s programs, buildings, and culture change.

Please see Emory's Sustainability Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. All objectives require campus engagement, so we recommend reading the Vision in its entirety. A few related objectives include: Expand support structures and strengthen organizational structures for champions:⋅ Strengthen faculty leadership through a rotating Faculty Fellows program with the support of each dean by 2020. Strengthen staff champions in collaboration with the Administrative Council by expanding the role of Sustainability Reps; provide improved communications channels and support. Create a program for student champions through collaboration with staff and faculty mentors and internships in Campus Services, Dining, Campus Life and other administrative units, with a focus on sustainability decision making, life skills, and leadership. Strengthen or create sustainability leadership positions throughout student government at both the undergraduate and graduate levels.⋅ Create a program of sustainability champions throughout Emory Healthcare by 2025.⋅ Expand sustainability literacy in all existing Leadership Academies and, as needed, develop a new Sustainability Leadership Academy.⋅ Develop sustainability learning outcomes for all staff and develop educational programs and assessment tools. Partner with the Healthy Emory initiative to develop advocates for an inclusive approach to well-being and healthy living across Emory in keeping with the vision of “Healthy Emory, Healthy Planet. Integrate sustainability into the life of the campus:⋅ Infuse sustainability expectations and goals into residential education, including the first year experience, Greek life, and Emory Dining educational activities.⋅ Support student leadership at graduate and undergraduate levels to develop metrics of sustainability literacy for each program, residence hall, and Greek house.⋅ Develop sustainability literacy survey for all students and administer annually.⋅ Expand sustainability-related community service opportunities through Volunteer Emory and other groups, especially for graduate and professional students. Link programs with Office of Health Promotion to strengthen awareness of individual health with global community and planetary health and well-being. Ensure sustainability commitments are met and communicated in summer conference and camp programs andevents. Please see Emory's Climate Action Plan: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Most objectives require campus engagement, so we recommend reading the entire plan. Some relevant objectives are: Units design orientation, celebration, and commencement activities that support a culture of sustainability and signal Emory’s sustainability commitment to parents and family as well as to graduates. Units make good use of Sustainability Building Reps to support dissemination of information about sustainability practices. Units seek ways to encourage appropriate actions such as incentives programs and discourage other actions, such as adding a small “carbon tax” to printing fees and using proceeds for sustainability projects and incentives.

Emory's Strategic Plan calls for "Creating Community" and "Engaging Society" through leadership development, increasing diversity, sustainability, and professional development. Please see the text of the Plan for detailed strategies: http://www.emory.edu/strategicplan/ Emory's Sustainability Vision focuses one of four strategic action arenas around community engagement, along with specific objectives. Please see text of Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: Create strategic partnerships with local, national, and international institutions to build flourishing and resilient communities: Action commitments: a) Identify and partner with other Atlanta institutions, government organizations, and corporate partners to create more sustainable decision options for Emory students and employees and to enhance sustainability across the region:⋅ Expand rail and bus/shuttle service to campuses by MARTA, GRTA, and municipality of Oxford. Expand fossil-fuel-free energy options through Georgia Power or other sources.⋅ In alliance with Atlanta partners, expand food security in metro area and resilience in self-provisioning, for example by supporting the development of a food hub to aggregate, process, and preserve food from local and sustainable farmers.⋅ Support procurement of local products with a sustainability-focused business incubator. Expand awareness of healthy, sustainable behaviors among the populations served by Emory Healthcare through education and outreach (such as pharmaceutical take-back events, thermometer swaps, and information on proper medication disposal with prescriptions). ⋅Support sustainability-oriented efforts in Atlanta to expand pedestrian-friendly and accessible commercial/residential projects near campuses with price points appropriate to entry-level staff members.⋅ Share research and provide support to local governments on sustainability initiatives. Work with local municipalities and partners to develop a resilience assessment and plan for the greater Emory community that addresses health, personal well-being, and climate adaptation concerns.

Emory's Climate Action Plan sets ambitious, yet achievable goals for greenhouse gas emissions reduction. All are in comparison to a baseline of fiscal year 2005 and are based on Emory’s greenhouse gas inventory, experience with resource use reduction in the past decade, and international experience with strategies to reduce emissions. By 2020: 20% reduction in total emissions, 35% reduction per square foot. By 2036 (Emory’s 200th anniversary year): 36% reduction in total emissions, 50% reduction per square foot. By 2050: 50% reduction in total emissions, 85% reduction per square foot. Some universities have established emissions reduction goals only per square foot of building space, but if campus growth is robust, such an approach will not make any reductions in total greenhouse gas emissions. In recognition of the global urgency to reduce total quantities of emissions in the atmosphere, Emory has adopted goals for both or total emissions as well as per square foot. These aggressive goals move us closer to our ultimate goal of operating in a carbon neutral manner. The full text of the plan can be found at http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf.

Please see Emory's Sustainability Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: Built environment:⋅ All new construction on campus will be carbon neutral. Incorporate major building renovations into LEED silver commitment or higher. Attain best practices for sustainable performance in building interiors.⋅ When replacement is necessary, make all roofs cool, green and/or solar. ⋅ When acquiring new buildings, bring up to existing sustainability standards.⋅ When constructing or renovating buildings, review space needs to consolidate offices and reduce building size. Reduce university campus energy use per square foot by 50% and total energy use by 25%. ⋅ Reduce Emory Healthcare energy use by 25%.⋅ Self-generate 10% of energy used on campus to replace fossil fuel sources. Eliminate drinking water use for heating, cooling, toilet-flushing, and other non-potable uses, with a goal to reduce Emory water use by 50%.⋅ In the new Campus Life Center (former DUC) or other appropriate innovative facility, incorporate regenerative architectural standards such as net zero impact and “living building” to educate campus community and visitors. Renovate and use iconic buildings on campus such as the president’s home for sustainability education and outreach. Create financial incentives for all operating units to conserve beyond existing goals, including a sustainability revolving fund. Please see Emory's Climate Action Plan: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: For all new construction projects and major renovations, Campus Services and the central administration evaluate measures to maximize energy efficiency and the feasibility of achieving LEED Gold or Platinum certification, net-zero energy and/or living building levels. LEED Gold is the federal government’s minimum commitment and that of several peer institutions. Net-zero energy buildings for new construction is the federal government’s target by 2030. Project managers conduct energy modeling and an alternative energy feasibility study for every new construction or major renovation project starting in 2012 no later than the end of schematic design to ensure progress toward reduced per square foot energy use over time and total carbon emission reductions. Campus Services create a revolving loan fund for energy efficiency retrofits that will pay back to the fund over time. By 2050, all existing parking structures and flat roofs, when scheduled to be replaced, become green, cool, and/or solar roofs. In cooperation with students and faculty in the academic units, Emory’s College and professional schools actively support expanded research related to our sustainable buildings, fulfilling the vision of the Emory campus as a living laboratory. In light of the correlation between increased square footage and greenhouse gas emissions, Emory’s central administration and units conduct space utilization studies to seek efficiencies in space utilization within and across units and reduce the need for additional built space.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: Reduce university campus energy use per square foot by 50% and total energy use by 25%. Reduce Emory Healthcare energy use by 25%.⋅ Self-generate 10% of energy used on campus to replace fossil fuel sources. Please read Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: To achieve additional greenhouse gas emissions reductions, Emory and its units address energy use in a comprehensive manner, with a first priority to continue aggressive pursuit of energy efficiency. Examples of energy efficiency measures include retrofits to existing buildings, higher standards for energy efficiency of new construction, the purchase of energy efficient equipment and appliances, computing and data management approaches such as virtualized servers and the use of energy saving software, and reductions in the volume of purchased equipment and appliances through networked printers and other shared-use options. Although enhanced efficiency is generally the fastest and least expensive option for reducing energy use, Emory and its units investigate options for generating our own energy from renewable and low-carbon sources, such as solar (including solar thermal), cogeneration, biomass, and geothermal energy. Specifically, Campus Services develop maps of Emory’s campus identifying areas suitable for solar, solar thermal or geothermal installations. In order to reduce greenhouse gas emissions associated with petroleum use, Campus Services and Emory Healthcare operational units develop a plan to reduce consumption of petroluem to match or exceed the federal government goal of 30% reduction in vehicle fleet petroleum use by 2020. Specifically, Campus Services explore using biodiesel in its back -up generators. Emory continue to work with Georgia Power to encourage an increase in the percentage of renewable energy in its fuel mix and steady progress towards meeting its own goal of 80% greenhouse gas emissions reduction by 2050. Because increased energy efficiency requires a combination of behavioral and institutional change, unit planners work with the Energy Think Tank in Campus Services, which can provide advice about efficiency measures and opportunities or renewable energy. Campus Services and central administration expand the URECA building efficiency program to include additional campus buildings. Campus Services and central administration install more real-time energy monitors to provide information to building occupants.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: Expand sustainable food purchases (either locally grown or sustainably grown)in Emory Dining to 50% by 2016, to 60% by 2019, and to 75% by 2025. Update sustainability purchasing guidelines every three years, as necessary, and revise tracking systems.⋅ Support the Oxford Organic Farm to provide 50% of produce needed on the Oxford campus by 2020 and 5% of produce needed on the Atlanta campus by 2020.⋅ Expand sustainable and local food purchases in catered events for all units.⋅ Expand urban food production and education on both Druid Hills and Oxford campuses to provide living/learning opportunities for undergraduate and graduate students. ⋅ Expand sustainable and local food purchases in Emory Healthcare to 25% and establish tracking system to document future gains.⋅ Expand educational gardens to include Emory Healthcare. Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: To be able to document energy reductions in Emory Dining, a critical step is improved electricity metering. At present, electricity use in Cox Hall and the Dobbs University Center (DUC) is measured for the building as a whole and an estimate is applied to Emory Dining. With the heavy use of electricity in the computer lab on the second floor of Cox, it is important to create incentives for energy savings in all units of the building with accurate information about use. Emory Dining and Emory Healthcare work with the Sustainable Food Implementation Committee over the next year to assess key points of greenhouse gas emissions and to formulate a roadmap for how our food sector might contribute to our goals. Several excellent opportunities present themselves in the near future, but of course must be weighed for affordability. An independent food miles analysis or use of the Clean Air-Cool Planet’s CHEFS calculator (Charting Emissions from Food Services) are two possibilities. The renovation of the student residential DUC dining hall offers an opportunity to showcase state-of-the-art sustainable kitchen technologies, lighting, HVAC, recycling options, and space utilization. Composting is currently being phased in at dining locations throughout the campus, which should reduce greenhouse gas emissions from landfill waste. A plan to establish composting for pre-and post-consumer food waste from all hospital and campus dining locations will facilitate its broad adoption. Vendors can be encouraged to reduce carbon emissions throughout the supply chain via more energy efficient transportation and warehousing, packaging alterations, take back programs, and other innovations. The entirety of Emory's Sustainable Food Purchasing Guidelines are food-related objectives, therefore we encourage readers to read the entire document here: http://sustainability.emory.edu/uploads/press/2013/05/2013050714054301/SustFoodPurchGuidelns5-1-13.pdf.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant goals include: Explore opportunities to enhance Emory’s original vision of “a campus in a forest.” Eliminate planting of invasive species on campus to foster healthy campus forests; remove invasive species in at least 25% of campus woods, while protecting fragile ecosystems. ⋅ Shift from No Net Loss policy for forest canopy to Net Positive forest canopy policy. Enhance pedestrian shade by planting 200 new trees by Emory’s 200th anniversary. ⋅ Revise and implement Stormwater Management Plan, including goals to reduce water runoff and enhance stream quality.⋅ Improve water quality, groundwater recharge, and greenspace through new or enhanced green infrastructure projects such as rain gardens, stream buffers, and bioswales. ⋅ Reduce turf grass on Druid Hills and Oxford campuses by 15% and replace with biodiverse woodland and shrubbery areas, using drought-tolerant plant palette. ⋅ Transition to herbicide and pesticide alternatives safer to pollinators and people with the goal to reduce or eliminate their use. Please also Emory's Campus Master Plan Update http://www.fm.emory.edu/campusplan/documents/cpu_2005/EmoryCampusPlan.pdf and Emory's Lullwater Comprehensive Management Plan http://sustainability.emory.edu/uploads/press/2014/03/2014031314311242/merged_document.pdf and Emory's Forest Management Plan http://sustainability.emory.edu/uploads/press/2014/04/2014040910595134/forest-management-plan.pdf

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant goals include: Support Purchasing and other Emory entities in building a coalition of distinguished leaders and corporations to enhance sustainability decision making in the national and Emory supply chains: - Identify priority areas for supply chain improvement and work with academic researchers, students, and vendors to identify best practices for sustainability. - Develop scorecards for “Emory preferred” practices and decisions which encourage full-cost accounting among vendors and contractors and integrate sustainability into selection criteria when awarding contracts. Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: - Emory’s Purchasing Division work with individual units and vendors to reduce the volume of material coming to campus in the form of goods and packaging. - Individual units explore ways to purchase goods that are designed to be recycled or composted and eliminate one-time-use goods as much as possible. An example is to be sure that all caterers adopt zero waste policies. - Vendors can be encouraged to reduce carbon emissions throughout the supply chain via more energy efficient transportation and warehousing, packaging alterations, take back programs, and other innovations. - Buy locally produced goods and services - Buy products made with recycled materials - Buy products designed to be recycled or composted - Encourage suppliers to reduce and/or take back packaging from products - Encourage suppliers to provide reusable totes rather than one-time-use boxes - Encourage suppliers to use alternative fuels in transporting goods Emory is a founding member of the Sustainable Purchasing Leadership Council. SPLC's Principles can be found at http://www.purchasingcouncil.org/principles/.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - Expand opportunities for safe biking and walking on all campuses and healthcare centers; explore possibility of an “Emory Beltline” biking and pedestrian path system. - Develop bicycle and pedestrian master plan in cooperation with government agencies and neighborhood stakeholders to include dedicated bike and pedestrian lanes and trails and bike amenities. - Support flexible workdays to reduce commute time, improve recruitment and retention, and support work/life balance; ensure that all non-essential personnel are expected to telecommute at least one day per week by 2020 unless justified by supervisor. - Improve air quality through enforcement of No Idling policy and other pollution prevention actions. - Shift Emory University and Emory Healthcare vehicle fleet to meet national sustainable fleet certification standards. - Extend incentives for sustainable commuting to students. - Expand bike share and the Cliff Shuttle. - Increase awareness of alternative transportation options among Emory healthcare patients and university visitors. Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: - Recognizing that travel is critical to allow for the experience of other places and cultures and may be essential for research, dissemination of findings, and sharing the latest developments in scholarship and creativity, Emory develop a recommended series of questions and options for travelers to consider to encourage and reward alternatives and reduced emissions. - The Vice President for Information Technology create a Taskforce to explore policies and practices in our peer institutions and develop recommendations for approval by the president for common university-wide policies and a coordinated approach to replacing a percentage of air travel with other information-sharing options. - Human Resources undertake a systematic review of work and telecommute options, beginning with a baseline assessment, followed by leadership endorsement, management training, goal setting, and university-wide implementation. Support a policy to promote flexible work, telecommuting, and alternative arrangements when feasible and operational and creatively use these options to improve engagement and efficiency. Identify barriers and impediments to acceptance and actively encourage participation, where feasible, throughout the organization. - Bike Emory work with Campus Services and other units to improve bike education, connectivity, street and path infrastructure, bicycle accommodation policies, bike parking facilities, and end-of-trip facilities to allow an expansion of ridership towards a goal of the national average of 5% of all trips taken.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - All university events will be zero municipal landfill waste by 2020. - Divert 95% of non-construction waste from municipal waste landfills (except regulated lab and medical waste). - Compost, recycle, or reuse at least 95% of food waste, non-hazardous animal bedding, and construction materials. - Strengthen administrative mandates for recycling and composting throughout the university, healthcare, and related enterprises; eliminate all desk-side trashcans on campuses by 2020. - All university functions will be plastic bottle free to the extent possible. - Meet or exceed leading healthcare industry rates of waste reduction/reuse/recycling to 37%.5 - Divert 20% of non-hazardous medical waste from municipal landfills. - Support culture change towards “reduce, repair, restore, and reuse” mentality and “cradle to cradle” 6 purchasing. Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: - Emory’s Purchasing Division work with individual units and vendors to reduce the volume of material coming to campus in the form of goods and packaging. - Emory Recycles and Emory Healthcare operational units continue to expand and improve composting and recycling on campus. - Individual units explore ways to purchase goods that are designed to be recycled or composted and eliminate one-time-use goods as much as possible. An example is to be sure that all caterers adopt zero waste policies. - Emory’s central administration and units reduce the volume of hazardous waste disposal through green chemistry and sustainable research lab practices. - Throughout Emory, units establish systems to enhance the reuse of goods and equipment, including research lab material and office supplies. - Emory’s Office of Governmental and Community Affairs work with state and local government entities to expand composting and recycling options. Emory passed a Zero Landfill Waste policy in 2017. Please see the policy here: http://sustainability.emory.edu/uploads/press/2017/10/2017102511082742/Emory_University_Waste_Management_Policy_FINAL_10.24.17.docx

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - Eliminate drinking water use for heating, cooling, toilet-flushing, and other non-potable uses, with a goal to reduce Emory water use by 50%. - Revise and implement Stormwater Management Plan, including goals to reduce water runoff and enhance stream quality. - Improve water quality, groundwater recharge, and greenspace through new or enhanced green infrastructure projects such as rain gardens, stream buffers, and bioswales. - Reduce turf grass on Druid Hills and Oxford campuses by 15% and replace with biodiverse woodland and shrubbery areas, using drought-tolerant plant palette. Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. While no water-specific statements are listed, the water/energy nexus is acknowledged and decreased water use is encouraged. Please see Emory's Stormwater Master Plan here: http://www.campserv.emory.edu/pdc/engineering/Engineering_Documents/EMORY_SWMP2.pdf

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - Support and extend efforts for social equity and economic opportunity; connect sustainability strategic goals with recommendations of Class and Diversity Committee to enhance access for all students and staff, regardless of means, to the full benefits of the Emory experience. - Promote universal design and continue progress towards disability awareness and accessibility for all buildings, campus transit systems, and Emory programs. - Create intergenerational daycare centers at all campuses. - Support linkage of “person, place, and planet” by extending partnerships with Healthy Emory and other entities to promote health-enhancing behaviors and personal flourishing. - Develop campus-level resilience assessment and plan that addresses health, personal well-being, and climate adaptation concerns. - Develop program of paid maternity and paternity leave for all Emory employees. - Support sustainability-oriented efforts in Atlanta to expand pedestrian-friendly and accessible commercial/residential projects near campuses with price points appropriate to entry-level staff members. - Support flexible workdays to reduce commute time, improve recruitment and retention, and support work/life balance; ensure that all non-essential personnel are expected to telecommute at least one day per week by 2020 unless justified by supervisor. Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Emory considers most, if not all, strategies for reducing GHG emissions to include social objectives. In addition, one specifically relevant objective is: - Human Resources undertake a systematic review of work and telecommute options, beginning with a baseline assessment, followed by leadership endorsement, management training, goal setting, and university-wide implementation. Support a policy to promote flexible work, telecommuting, and alternative arrangements when feasible and operational and creatively use these options to improve engagement and efficiency. Identify barriers and impediments to acceptance and actively encourage participation, where feasible, throughout the organization.

Emory's Sustainability Vision: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - Invest in the Office of Sustainability to achieve successful implementation of this plan; build capacity through secure central funding and adequate staff to ensure robust communications, innovative projects, creative problem-solving, and data analytics throughout the university and healthcare. Allocate appropriate funding for staff and operations through a dedicated annual budget. - Incorporate sustainability criteria (full-cost accounting of economic, health, social, and environmental impacts) more fully into routine decision making—whether in the hospital, lab, or office, in caregiving, dining, events, or purchasing. - Emory University does not currently hold direct stock in public companies producing fossil fuels, based on information compiled and maintained by Fossil Free Indexes. Emory holds many investments in sustainable businesses and businesses with exemplary sustainability performance.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf. Some relevant objectives include: - Support and extend efforts for social equity and economic opportunity; connect sustainability strategic goals with recommendations of Class and Diversity Committee to enhance access for all students and staff, regardless of means, to the full benefits of the Emory experience. - Promote universal design and continue progress towards disability awareness and accessibility for all buildings, campus transit systems, and Emory programs. - Create intergenerational daycare centers at all campuses. - Support linkage of “person, place, and planet” by extending partnerships with Healthy Emory and other entities to promote health-enhancing behaviors and personal flourishing. - Develop campus-level resilience assessment and plan that addresses health, personal well-being, and climate adaptation concerns. - Develop program of paid maternity and paternity leave for all Emory employees. - Enhance pedestrian shade by planting 200 new trees by Emory’s 200th anniversary. - Transition to herbicide and pesticide alternatives safer to pollinators and people with the goal to reduce or eliminate their use. - Expand opportunities for safe biking and walking on all campuses and healthcare centers; explore possibility of an “Emory Beltline” biking and pedestrian path system. - Support flexible workdays to reduce commute time, improve recruitment and retention, and support work/life balance; ensure that all non-essential personnel are expected to telecommute at least one day per week by 2020 unless justified by supervisor. - Improve air quality through enforcement of No Idling policy and other pollution prevention actions. - Link programs with Office of Health Promotion to strengthen awareness of individual health with global community and planetary health and well-being. - Develop sustainability learning outcomes for all staff and develop educational programs and assessment tools. - Partner with the Healthy Emory initiative to develop advocates for an inclusive approach to well-being and healthy living across Emory in keeping with the vision of “Healthy Emory, Healthy Planet.” Please see Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf. Some relevant objectives include: - Human Resources undertake a systematic review of work and telecommute options, beginning with a baseline assessment, followed by leadership endorsement, management training, goal setting, and university-wide implementation. Support a policy to promote flexible work, telecommuting, and alternative arrangements when feasible and operational and creatively use these options to improve engagement and efficiency. Identify barriers and impediments to acceptance and actively encourage participation, where feasible, throughout the organization. - Bike Emory work with Campus Services and other units to improve bike education, connectivity, street and path infrastructure, bicycle accommodation policies, bike parking facilities, and end-of-trip facilities to allow an expansion of ridership towards a goal of the national average of 5% of all trips taken.

Please see Emory's Sustainability Vision here: http://sustainability.emory.edu/uploads/articles/2016/05/2016050607512849/VisionReport_5-5-16.pdf and Emory's Climate Action Plan here: http://sustainability.emory.edu/uploads/articles/2013/07/2013073112062066/Emory_University_Climate_Action_Plan_7.19.13.pdf and Emory's Strategic Plan here: http://www.emory.edu/strategicplan/the-plan/The%20Plan%20Read%20the%20Plan%20Read%20the%20Detailed%20Plan.pdf

Sustainability is part of one of the 4 strategic university-wide initiatives developed in Emory's 2005-2015 Strategic Plan here: http://www.emory.edu/strategicplan/the-plan/The%20Plan%20Read%20the%20Plan%20Read%20the%20Detailed%20Plan.pdf. It says that: "Sustainability is related to the quality of life in a community—whether the economic, social, and environmental systems are providing a healthy, productive, and meaningful life for community residents, present and future. The dilemmas of sustainability for the University present opportunities for leadership in our management and operational practices as well as development of research and scholarship on how people, companies, cities, and nations can develop and change addressing issues of food, energy, health, transportation, and urbanism and what legal, cultural, and political arrangements work effectively to encourage sustainable practices and acceptable levels of environmental and health risk. The development of comprehensive plans for wellness and health promotion activities are included in creating a healthy work culture. Emory values the continuing existence of a healthy, safe, and environmentally sustainable campus that enhances individual health, community well-being, positive teaching/learning experiences, and environmental stewardship.

Emory defines sustainability as relating to quality of life: a community is sustainable if economic, social, and environmental systems provide a healthy, productive, and meaningful life for all community residents, present and future. Sustainability supports and incorporates many aspects of Emory’s mission—educational, healthcare, and operational. Sustainability provides a multi-disciplinary framework for broadening student and employee perspectives on the economic, social, and environmental factors shaping our lives and our world, our interdependence as a local and global community, and the impact of our actions on future generations. Pursuing sustainability allows Emory to more fully enact our principles and provide equitable opportunities for satisfying livelihoods and study through a safe, healthy, and high quality of life for current and future generations.

Emory's sustainability commitments are included in the enterprise-wide Strategic Plan for the university and Emory Healthcare. The University has passed a Climate Action Plan and Sustainability Vision, cited above.

Data reported for fiscal year 2015-2016. Descriptions and measurable goals for each of the above categories are outlined specifically and incorporated throughout several plans that are currently being implemented. Rather than pull each sentence from those plans that relates to the above categories, we have directed you to the plans in full. We believe you will get a better sense of Emory's plans, goals, and accomplishments by reading the full text of the plans.