Overall Rating Gold
Overall Score 80.45
Liaison Tori Grant
Submission Date Dec. 13, 2018
Executive Letter Download

STARS v2.1

University of Calgary
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 4.00 / 4.00 Megan Wibberley
Manager, Operational Sustainability and Reporting
Office of Sustainability
"---" indicates that no data was submitted for this field

Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:

Sustainability is central component of student experience and campus culture at the University of Calgary, the two guiding pillars of our Institutional Eyes High strategy. The Eye’s High Strategy commits to advancing sustainability by:
-Valuing sustainable ways of living, working and learning, and taking responsibility for our physical, natural, social and fiscal environments
-Ensuring all members work and learn in a sustainable manner
-Creating a prosperous and sustainable future

The university’s Academic Plan has been refined to three main priorities: Prioritizing People, Connecting Communities, and Driving Innovation. Within Driving Innovation, enabling leadership and innovation in sustainability is highlighted as a key priority for the university. Through the 2018-2023 Academic Plan, the university commits to:
-Continue to refine and implement the Institutional Sustainability Strategy [years 1-4] and renew the strategy [year 5]
-Refine and scale up the Campus as a Learning-Lab initiative with a focus on problem-based experiential learning through formal research, class-based research, and co-curricular streams [years 1-5]
-Create an institutional environment that engages students and faculty in interdisciplinary research in sustainability with strong connections to local, national and international needs and concerns [years 1-5]
-Promote meaningful engagement among students, faculty and staff in all aspects of sustainability and link this to the development of active communities of practice and expanded opportunities for education (emphasizing integrated programs of study and embedded credentials) [years 1-5]
-Develop collaborative partnerships for sustainability research and education with Indigenous groups and communities [years 1-5].

https://ucalgary.ca/provost/files/provost/academic_plan_20180130_web.pdf


A copy of the strategic plan:
The website URL where the strategic plan is publicly available:
Does the institution have a published sustainability plan (apart from what is reported above)? :
Yes

A copy of the sustainability plan:
---

The website URL where the sustainability plan is publicly available:
https://www.ucalgary.ca/sustainability/discover/our-foundations/climate-action-plan
+ Date Revised: April 30, 2019

Does the institution have a published climate action plan (apart from what is reported above)? :
Yes

A copy of the climate action plan:
---

The website URL where the climate action plan is publicly available:
Does the institution have other published plans that address sustainability or include measurable sustainability objectives (e.g. campus master plan, physical campus plan, diversity plan, human resources plan)? :
Yes

A list of other published plans that address sustainability, including public website URLs (if available):
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Curriculum?:
Yes

A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:

The following goals and strategies are drawn from our Framework for Advancing Sustainability Education and Research. Our objective is to define undergraduate programs of study in sustainability and to specify a suite of course offerings that provide the opportunity for interested undergraduate students to be exposed to courses with a sustainability focus or content early in their University of Calgary experience. This value-added component promotes opportunities for students to graduate with sustainability literacy, fully aware of contemporary problems facing society at the local, regional and global scale.
Goal 1.1: Establish an undergraduate embedded certificate program in sustainability studies.
Strategies:
1.1.1 - Define natural groupings of sustainability courses that will comprise a satisfactory sustainability certificate curriculum.
1.1.2 Develop proposals for sustainability certificates that will form an integrated program of study.
1.1.3 - Work with faculty to determine the potential research areas that will link the Academic Strategy to operations through experiential learning.
1.1.4 - Create experiential learning opportunities by working with faculty members to determine links between academic sustainability opportunities and those that exist in operations.
1.1.5 - Develop formal and informal learning opportunities in sustainability using existing courses and resources offered in all departments and campus programs.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Research?:
Yes

A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:

The goals and strategies of this section are also drawn from our Framework for Advancing Sustainability Education and Research. A key theme of the general proposal for a new initiative in sustainability programming is to forge stronger linkages at the undergraduate level among research activities and formal curricular and co-curricular activities.
Goal 2.1: Create an institutional environment that engages students and faculty in all aspects of interdisciplinary research in sustainability.
Strategies:
Goal 1.1: Establish an undergraduate embedded certificate program in sustainability studies.
Strategies:
1.1.1 - Define natural groupings of sustainability courses that will comprise a satisfactory sustainability certificate curriculum.
1.1.2 Develop proposals for sustainability certificates that will form an integrated program of study.
1.1.3 - Work with faculty to determine the potential research areas that will link the Academic Strategy to operations through experiential learning.
1.1.4 - Create experiential learning opportunities by working with faculty members to determine links between academic sustainability opportunities and those that exist in operations.
1.1.5 - Develop formal and informal learning opportunities in sustainability using existing courses and resources offered in all departments and campus programs.
2.1.1 - Identify thematically situated research themes in the social and natural sciences, the arts and humanities, business, the biomedical sciences, education, and in all disciplines with an interest in education for sustainability.
2.1.2 - Promote faculty interaction with undergraduate students through informal seminars, formal and informal introductions to ongoing research activities, laboratory tours and demonstrations, field trips, and direct experience in research activities.
2.1.3 - Promote opportunities for undergraduate students to actively engage with faculty from other universities, particularly faculty who collaborate as interdisciplinary partners on sustainability-related research teams with faculty from the University of Calgary.
Goal 2.2: Promote the University of Calgary as a national leader in sustainability research and education.
Strategies:
2.2.1 - Work to improve the capacity for faculty to offer interdisciplinary courses that are team taught in collaborative and synergistic ways, and to promote the formal recognition of interdisciplinary education by the university.
2.2.2 - Work to promote cross-disciplinary faculty collaboration through formal research activities related to sustainability.
2.2.3 - Work to highlight the relevance of existing and new research activities at the University of Calgary for addressing local, national and international needs and concerns, and to actively engage undergraduate students in activities related to this research.
Goal 2.3: Promote a research and educational portfolio that more actively engages faculty and students in a well-integrated combination of co-curricular and formal research activities.
Strategies:
2.3.1 - Promote and expand opportunities for undergraduate students to engage in research activities on the campus and throughout the broader community of Calgary.
2.3.2 - Promote student research activities through formal acknowledgement of these activities through recognition and awards, scholarships, and opportunities for internships and specialized but advanced research activities that go beyond what is formally required through the co-curricular model.
2.3.3 - Identify and promote research opportunities in the many ongoing sustainability activities in the operations group.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Campus Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:

The goals and strategies of this section are also drawn from our Framework for Advancing Sustainability Education and Research. A key theme of the general proposal for a new initiative in sustainability programming is to forge stronger linkages at the undergraduate level among research activities and formal curricular and co-curricular activities.
Goal 2.1: Create an institutional environment that engages students and faculty in all aspects of interdisciplinary research in sustainability.
Strategies:
2.1.1 - Identify thematically situated research themes in the social and natural sciences, the arts and humanities, business, the biomedical sciences, education, and in all disciplines with an interest in education for sustainability.
2.1.2 - Promote faculty interaction with undergraduate students through informal seminars, formal and informal introductions to ongoing research activities, laboratory tours and demonstrations, field trips, and direct experience in research activities.
2.1.3 - Promote opportunities for undergraduate students to actively engage with faculty from other universities, particularly faculty who collaborate as interdisciplinary partners on sustainability-related research teams with faculty from the University of Calgary.
Goal 2.2: Promote the University of Calgary as a national leader in sustainability research and education.
Strategies:
2.2.1 - Work to improve the capacity for faculty to offer interdisciplinary courses that are team taught in collaborative and synergistic ways, and to promote the formal recognition of interdisciplinary education by the university.
2.2.2 - Work to promote cross-disciplinary faculty collaboration through formal research activities related to sustainability.
2.2.3 - Work to highlight the relevance of existing and new research activities at the University of Calgary for addressing local, national and international needs and concerns, and to actively engage undergraduate students in activities related to this research.
Goal 2.3: Promote a research and educational portfolio that more actively engages faculty and students in a well-integrated combination of co-curricular and formal research activities.
Strategies:
2.3.1 - Promote and expand opportunities for undergraduate students to engage in research activities on the campus and throughout the broader community of Calgary.
2.3.2 - Promote student research activities through formal acknowledgement of these activities through recognition and awards, scholarships, and opportunities for internships and specialized but advanced research activities that go beyond what is formally required through the co-curricular model.
2.3.3 - Identify and promote research opportunities in the many ongoing sustainability activities in the operations group.
Goal 3.1: Build core competencies for leadership in sustainability, and infuse and embed sustainability into the campus experience by utilizing our campus as a learning-laboratory for applied practice in sustainability.
Strategies:
3.1.1 - Enable, recognize and stimulate campus-based applied-practice sustainability projects delivered through co-curricular programs, formal curriculum, and within the Sustainability Studies Certificate Program.
3.1.2 - Evolve the current co-curricular campus sustainability projects approach to deepen learning outcomes and core competency development, and to broaden student participation.
3.1.3 - Enhance core programming to foster behavioral change in support of embedding sustainability practice in day-to-day action and decision-making.
3.1.4 - Celebrate our campus as a learning-laboratory for sustainability through a communications and engagement strategy that tells our story on sustainability leadership, shares our knowledge, and recognizes our institutional community leaders.
Goal 3.1: Promote meaningful engagement among students, faculty and staff across the university in all aspects of sustainability, and link this to the development of active communities of practice.
Strategies:
3.2.1 - Improve communication and collaboration across disciplinary lines and business units through face-to-face interactions in the classroom, on research projects, through workshops and panel discussions, and through development of a formal speaker series.
3.2.2 - Evolve the existing tier of co-curricular sustainability programs to strengthen the pathways to student engagement in sustainability, energize student communities of practice in sustainability, and support student-led collaborative action.
3.2.3 - Evolve the current Sustainability Stewardship Working Group operational practice model to further strengthen cross-portfolio collaboration, and institutional capacity to advance the Framework on Sustainability in Administration and Operations.
3.2.4 - Host community events that foster discussion and deliberation about sustainability, share University of Calgary sustainability research and practice, and support the development of communities of practice within the larger external community.
3.2.5 - Continue to evolve strategies and programs to build the capacity for leadership across our administrative and operational units such that sustainability excellence is a core value and operating norm in all centres of service.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Public Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:

The goals and strategies of this section are also drawn from our Framework for Advancing Sustainability Education and Research.
Goal 3.3:
More directly engage the City of Calgary, the broader community around Calgary, and the province of Alberta, including the private sector.
Strategies
3.3.3 - Form working partnerships with municipalities, nonprofit organizations and entities to create internship opportunities for undergraduates to engage in community-based service work, active research projects, and community coalition building as part of their undergraduate educational experience.
3.3.4 - Foster non-academic working relationships and partnerships with industry as well as the public and voluntary sector at local municipal (particularly the City of Calgary), provincial, and national levels to accelerate the advancement of sustainability through collaborative partnerships and knowledge mobilization.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Air & Climate?:
Yes

A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:

The objectives in this section are taken from the University of Calgary’s 2019 Climate Action Plan (CAP):
-Continue deep cuts in our institutional GHG emissions with an emphasis on enabling a 50% reduction in emissions by 2030 from our 2008 baseline and the achievement of an aspirational target of carbon neutrality by 2050.
The University of Calgary’s 2019 CAP outlines actions to realize emission reductions to drive cleaner energy supply and energy demand reduction. Together, these areas address over 99% of institutional Scope 1 and Scope 2 GHG emissions. Behaviour change is also imperative to make lasting change, so this is also an important area addressed in the CAP.

Links:
https://www.ucalgary.ca/sustainability/files/sustainability/iss_framework_administration-and-operations_final.pdf
https://www.ucalgary.ca/facilities/sif


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Buildings?:
Yes

A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:

The objectives in this section are taken from the Framework on Administration and Operations.
The University of Calgary aims to be a Canadian leader in high performance green buildings and sustainable site practices.
Primary indicators of progress and performance targets for this objective are published on our framework for administration and operations:

100% of new buildings and major retrofits completed and certified in accordance with the University of Calgary High Performance Green Buildings Standard by 2020.
100% of minor retrofits completed in accordance with the University of Calgary High Performance Green Building Standard by 2020.
100% of buildings operated and certified in accordance with the University of Calgary High Performance Green Building Standard by 2020.
100% of open spaces designed in accordance with the University of Calgary High Performance Green Building Standard by 2020.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Energy?:
Yes

A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:

The University of Calgary aims to be one of the most energy efficient campuses in Canada. Energy consumption is the largest source of University of Calgary greenhouse gas emissions and thus presents the largest opportunity for slowing climate change. Through using our campus as a learning laboratory, connecting teaching and research with operational innovation and through leveraging partnerships with industry the University of Calgary can demonstrate pathways to energy efficiency and eventual carbon neutrality.

Objectives include:
-Develop a renewed multi-year Utility Reduction Program
-Develop a performance validation strategy
-Validate new building and major retrofit performance relative to project performance targets and design predications
-Complete energy metering of all buildings
-Mitigate the impact of campus growth through the development of ultra-energy efficient and net-zero carbon new construction
-Reduce energy demand through wide-scale basic energy retrofits and targeted deep energy retrofits in parallel with building renewal priorities

Sustainability objectives addressing energy can be found in the following plans:
https://www.ucalgary.ca/sustainability/files/sustainability/iss_framework_administration-and-operations_final.pdf
https://www.ucalgary.ca/sustainability/climate-action-plan/
https://www.ucalgary.ca/facilities/sif


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Food & Dining?:
Yes

A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:

The objectives in this section are taken from the University of Calgary’s Framework for Sustainability in Administration and Operations.
The University of Calgary aims to be a leader in sustainable and healthy dining service practices.
Current objectives include:
•Source 40 % of dining expenditures from suppliers that are Food Alliance, Marine Stewardship Council Blue Ecolabel, Certified Organic, Fair Trade, or grown on a farm that has a social responsibility policy and is local (150 mile/240 kilometre radius) by 2020.
•Continue to retain Fair Trade Campus designation

https://www.ucalgary.ca/sustainability/files/sustainability/iss_framework_administration-and-operations_final.pdf


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Grounds?:
Yes

A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:

The University of Calgary’s Framework for Sustainability in Administration and Operations, part of the Institutional Sustainability Strategy, has a section for Built Environment and Open Space, which presents goals for UCalgary becoming a Canadian leader in high performance green buildings and sustainable sites practices. An indicator and associated target for grounds in this section includes:

•Per cent of open spaces designed in accordance with the University of Calgary High Performance Green Building Standard will be 100% by 2020.

Current actions in progress to support this objective include:
•Development of a University of Calgary High Performance Green Standard/Policy for hardscape and landscape targeted for 2019
•Confirm and execute a multi-year plan for implementation of the Campus Landscape Plan.

Link: https://www.ucalgary.ca/sustainability/files/sustainability/iss_framework_administration-and-operations_final.pdf


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Purchasing?:
Yes

A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:

The objectives in this section are taken from the Framework on Administration and Operations:
The University of Calgary aims to be a best-practice leader in environmentally and socially responsible supply chain management.
Primary indicators of progress and performance targets for this objective are published on page 17 of the ISS framework for administration and operations:

100% of institutional purchasing by total annual spend* on goods that meet formally identified sustainability criteria, standards or certifications (not including services) by 2020.

100% of institution service purchasing by total annual spend* that includes sustainability criteria and evaluation in vendor selection and ongoing vendor performance evaluation by 2020.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Transportation?:
Yes

A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:

The master plan preserves and enhances the pedestrian experience on the campus. It concentrates mission-related purposes around the academic core of the campus and situates other uses along the periphery. The master plan enhances pedestrian paths and bicycle routes, and improves transit and residential facilities.
From the Framework on Administration and Operations: The University of Calgary strives to reduce impacts on the environment and our surrounding communities through promoting and practicing sustainable transportations options.
Primary indicators of progress and performance targets for this objective are published on page 20 of the ISS framework for administration and operations:

Increase percentage of students using alternatives to single occupant vehicles for the majority of their commute trip

Increase percentage of students using alternatives to single occupant vehicles for the majority of their commute trip from 2013 levels
Increase percentage of employees using alternatives to single occupant vehicles for the majority of their commute trip from 2013 levels
Increase percentage of institutionally owned vehicles that employ alternative fuel and power technologies from 2013 levels


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Waste?:
Yes

A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:

The objectives in this section are taken from the Framework on Administration and Operations.
The University of Calgary strives to be a zero waste community; by 2020 eighty percent of our waste will be diverted from landfill.
Primary indicators of progress and performance targets for this objective are published on page 19 of the ISS framework for administration and operations:

Annual volume of waste generated (nic construction waste + hazardous waste) in metric tonnes (MT) 3000 MT by 2020

Annual Per cent of waste diverted from landfill (nic construction + hazardous waste) (includes recycling, composting, reusing, donating, resale) 80% by 2020

Annual Per cent of construction and demolition waste diverted from the landfill in current fiscal year 85% by 2020


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Water?:
Yes

A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:

The master plan addresses sustainability with strategies that include working landscapes with integrated stormwater management benefits.
From the Framework on Administration and Operations: The University of Calgary aims to demonstrate exemplary stewardship of water quality and use.
Primary indicators of progress and performance targets for this objective are published on page 19 of the ISS framework for administration and operations:
Reduce annual litres of potable water use per weighted campus user (m3/wcu/yr) by 2020 from 2013 levels


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Diversity & Affordability?:
Yes

A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:

The University of Academic Plan is characterized by an acknowledgement and acceptance of diversity and an emphasis on equity and inclusivity. The following objectives are taken from the University of Calgary’s 2018-2023 Academic Plan:
1.1 Recruit and retain talented people from a diversity of backgrounds
Students
-Continue to monitor the composition of the student body relative to demographic factors to ensure diversity and that appropriate pedagogies, communication strategies, and support services are available and implemented [years1-5].
-Review and enhance scholarship and financial support for students, including analysis and enhancement of programs like the Eyes High doctoral scholarships and the development of an Eyes High awards program for undergraduate research [years 1,3 & 5]
Staff
-Develop and implement an equity, diversity and inclusion plan that includes regular monitoring and reporting on an identified set of objectives and metrics [years 1, 3, & 5], and ensure support services and resources are in place to implement this plan [years 1-5]
-Develop specific action plans to increase representation of underrepresented federally designated groups (women, Aboriginal peoples, persons with disabilities, and visible minorities) [years 1, 3, & 5]
1.3 Recognize and reward people
-Evaluate all criteria for university-level awards programs to ensure they include equity and diversity targets [years 1-2]; assess all university-level awards programs to ensure equity and diversity is being reflected in award recipients [years1-5]
-Implement unconscious bias training programs for award and assessment committees [years-5]
1.4 Encourage and develop leaders
- Review and assess whether the current leadership teams (i.e., senior leadership team, faculty leadership teams) of the university reflect the diversity of the institution, and develop an overall plan to make appropriate changes when necessary [years 1-5]

Link: https://ucalgary.ca/provost/files/provost/academic_plan_20180130_web.pdf


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Investment & Finance?:
Yes

A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:

The objectives in this section are taken from the Framework on Administration and Operations.
The University of Calgary aims to remain current on trends and movements related to sustainability in investment practices. The university through the Sustainable Investment Advisory Committee will strive to follow higher education best practices in this area.
Primary indicators of progress and performance targets for this objective are published on page 13 of the ISS framework for administration and operations:

The Vice-President (Finance and Services) will convene the Sustainable Investment Advisory Committee a minimum of two times per year
The Vice-President (Finance and Services) will confirm an appropriate performance indicator in year 1


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Wellbeing & Work?:
Yes

A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:

The objectives in this section are taken from the University of Calgary’s Framework for Sustainability in Administration and Operations and the Campus Mental Health Strategy.

University of Calgary’s Framework for Sustainability in Administration and Operations - Health, Well-being and Work:
The University of Calgary strives for a holistic approach to integrating, supporting and empowering individuals to ensure positive healthy lifestyles, and work, study and living environments. Measurable objectives include:
-Increase Employee Assistance Program (EFAP) utilization rate to 15% by 2020
-Achievement of Top 100 position in Canada’s Top 100 Employer Rankings by 2020

Campus Mental Health Strategy:
The University of Calgary has a strategy specific to Mental Health making mental health as an institutional priority. The strategy outlines the following:
• Promote strategies and programs for mental health and well-being
• Reduce stigma through awareness, education, and dialogue
• Develop early recognition systems for mental illness
• Align policies and procedures with the vision for promoting mental health on our campus
• Develop sustainable processes and structures to manage issues related to mental illness
• Provide direct service and support with those suffering from mental illness

The website URL where information about the programs or initiatives is available
http://www.ucalgary.ca/about/sustainabilityreport/
https://ucalgary.ca/mentalhealth/files/mentalhealth/15-unv-018-mental_health_strategy_final.pdf


Taken together, do the plan(s) reported above include measurable sustainability objectives that address other areas (e.g. arts and culture or technology)?:
No

A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:
---

Does the institution have a formal statement in support of sustainability endorsed by its governing body (e.g. a mission statement that specifically includes sustainability and is endorsed by the Board of Trustees)? :
---

The formal statement in support of sustainability:
---

The institution’s definition of sustainability (e.g. as included in a published statement or plan):
---

Is the institution an endorser or signatory of the following? :
Yes or No
The Earth Charter ---
The Higher Education Sustainability Initiative (HESI) ---
ISCN-GULF Sustainable Campus Charter ---
Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment ---
The Talloires Declaration (TD) ---
UN Global Compact ---
Other multi-dimensional sustainability commitments (please specify below) ---

A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
---

The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
---

The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.