Overall Rating Gold - expired
Overall Score 70.10
Liaison Francis Mitalo
Submission Date March 5, 2021

STARS v2.2

University of California, Riverside
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 3.00 / 4.00 Fortino Morales
Sustainability Officer
Office of Sustainability
"---" indicates that no data was submitted for this field

Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in curriculum and/or research?:

A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
In 2010, Chancellor White identified the following strategic priority areas in which the goal is to encourage groups of faculty to develop proposals and establish innovative areas of excellence within these broad themes. The following list includes some of these priority areas: - From Genomics to Harvest: The Basic Science, Cultivation, and Production of Plants and Food - Next Generation Technologies: New Materials, Phenomena, and Devices - Mind and Body: Advances in the Study of Human Health and Well-Being - Renewable Nature: Environment, Energy, and Sustainable Development - Revitalizing Communities: Impact in Education and Social Policy - New Voices and Visions: The Global Studio of the Creative and Performing Arts - "Innovation Incubator" Link: https://strategicplan.ucr.edu/sites/g/files/rcwecm2701/files/2019-03/ucr_2020_-_final.pdf (page 14) The UCR Strategic Plan also highlights the Southern California Research Initiative for Solar Energy, which serves as a regional focal point to advance new technologies, train professionals for the industry, nurture new businesses, and assist commercial and residential energy users in identifying appropriate applications for solar energy. https://strategicplan.ucr.edu/sites/g/files/rcwecm2701/files/2019-03/ucr_2020_-_final.pdf (Page 28) UCR also has a Sustainability Studies major that was implemented in the year 2015. https://genderandsexualitystudies.ucr.edu/sustainability-studies-major

Does the institution have a published plan or plans that include measurable sustainability objectives that address student, employee, or community engagement for sustainability?:

A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
UCR lists “Investing in New Professional Schools” as Strategy #1.6 in their strategic plans. Their strategy is to keep investing in the two new professional schools: the School of Medicine and the School of Public Policy. Both of these are essential when concerning the health, education, employment, cultural development, and environmental issues of the region. Further investing in these schools will provide opportunities for current and future students to engage with their communities on various topics of concern, including sustainability. It is also stated that UCR is considering additional professional schools that build upon existing strengths and serve regional needs. Link: https://strategicplan.ucr.edu/sites/g/files/rcwecm2701/files/2019-03/ucr_2020_-_final.pdf (page 15) The UCR Climate Action Plan of 2010 states the following greenhouse gas reduction measures for future implementation: Scope II Measures - Strategy: Develop a campus certification program for departments or groups meeting sustainability or emissions reduction targets. Implementation: Provide targets for departments with official recognition of those departments that meet them. Target: Energy Consumption - Strategy: Incentive or cost-sharing program to encourage departments or administrative groups to replace older appliances and equipment. Implementation: Establish a campus-level fund to support departments in replacing appliances. Consider loan program or joint curricular program to fund operations. Target: Energy Consumption. - Strategy: Launch fume hood sash management campaign. Implementation: Education, signage, and possible installation of sensors to shut off fume hoods when not in use; also deploy a “shut the sash” campaign to shape user behavior and save energy. Target: Energy Consumption Scope III Measures - Strategy: Reduce business air travel by developing programs and technologies for remote conferencing. Implementation: Purchasing equipment for videoconferencing; develop policy encouraging or requiring remote conferencing under specific circumstances (travel distance, type of event, etc). This could work in conjunction with upgraded phone systems, VOIP or computer based programs like Skype, iChat or FaceTime. Cisco TelePresence can also be used; it is expensive but an actual replacement for in‐person communication. Target: Air Travel - Strategy: Implement a pilot program to implement zero waste events. Implementation: Include strategy in campus operations guidelines. Target: Solid Waste

Does the institution have a published plan or plans that include measurable sustainability objectives that address sustainability in operations?:

A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
System-Wide Objectives The UC Sustainable Practices Policy includes the following goals for all UC campuses: - Climate Protection: 1. Climate neutrality from scope 1 and 2 sources by 2025. 2. Climate neutrality from specific scope 3 sources (as defined by Second Nature’s Carbon Commitment) by 2050 or sooner. 3. Reduce greenhouse gas (GHG) emissions to 1990 levels by 2020, pursuant to the California Global Warming Solutions Act of 2006. - Zero Waste: Reduce per capita total municipal solid waste generation by: i. 25% per capita from FY2015/16 levels by 2025 ii. 50% per capita from FY2015/16 levels by 2030. Divert 90% of municipal solid waste from the landfill. - Sustainable Water Systems: Locations will reduce growth-adjusted potable water consumption 20% by 2020, and 36% by 2025, when compared to a three-year average baseline of FY2005/06, FY2006/07, and FY2007/08. https://ucop.edu/sustainability/ The UC Carbon Neutrality Initiative aims to bring the University to carbon‐neutrality in its operations by 2025. This initiative proposes four efforts that will enable us to become the first major university system to achieve carbon neutrality: - Wholesale electricity: The University will create a shared services center which will manage the supple of wholesome electricity to the five campuses currently eligible for direct access. The service center will both own generation resources and purchase long-term forward contracts. This center will provide the University the flexibility to invest in and develop alternative energy sources or to purchase such power through long-term contracts. This group will also explore alternatives for extending renewable energy procured to all campuses, including those not currently eligible due to regulatory restrictions. - Campus Energy Efficiency and Renewable Energy: The University will these efforts on energy efficiency projects and expand them to small- to medium-scale renewable energy sources at our locations. These strategies are available at every campus, but are particularly important for campuses that are not direct access campuses. The University will also look to expand the funding sources available to fund these projects, particularly the States sources through Proposition 39 funds and the Air Resources Board. - Natural Gas and Biogas Procurement: Due to the scale of the University’s natural gas purchases, UC will effectively manage the purchase of natural gas to mitigate risk tolerance to price changes. The University will also develop renewable natural gas, commonly referred to as biogas, to address the large proportion of campus emissions from natural gas consumption. These projects will include both direct development of biogas projects as well as the purchase of biogas contracts through outside producers. - Management of Environmental Attributes: The University is engaged in the portfolio management of allowances and offsets and compliance with California’s cap and trade program and other environmental attribute programs. As these programs generate funds to be used for projects resulting in the reduction in greenhouse gas emissions, the University will actively solicit funds to support our initiatives. https://www.ucop.edu/carbon-neutrality-initiative/index.html UCR Objectives The UCR Climate Action Plan of 2010 states the following greenhouse gas reduction measures for future implementation: Scope II - Strategy: Develop energy intensity standards for the campus’s major space usage types. Implementation: Include strategy in design and construction guidelines and/or initiate for retrofit projects. Target: Energy Consumption - Strategy: Draft and adopt “cool roof” guidelines, require in all new construction projects and retrofit of existing roofs. Implementation: Include strategy in design and construction guidelines and/or initiate for retrofit projects. Target: Energy Consumption - Strategy: Install light emitting diodes (LEDs) for traffic, street and other outdoor lighting. Implementation: Replace older lighting with modern high-efficiency lighting. Target: Energy Consumption - Strategy: Incentive or cost-sharing program to encourage departments or administrative groups to replace older appliances and equipment. Implementation: Establish a campus-level fund to support departments in replacing appliances. Consider loan program or joint curricular program to fund operations. Target: Energy Consumption. Scope III - Strategy: Limit idling time for commercial vehicles, including delivery and construction vehicles. Implementation: Post signage in loading/unloading zones and loading docks; enforce vie campus police. Target: Motor Vehicles. - Strategy: All truck loading and unloading docks shall be equipped with one 110/208-volt power outlet for every two dock doors. Diesel trucks shall be prohibited from idling and must be required to connect to the 110/208-volt power to run any auxiliary equipment. Signage shall be provided. Implementation: Include strategy in campus operations guidelines. Target: Motor Vehicles - Strategy: Certify one restaurant as a green business by December 2011. Work with third‐party food service providers on campus to green their operations. Implementation: Certify using s selected system such as Green Seal’s Restaurants and Food Services Operations certification program, or the Green Restaurant Association certification program. Incorporate requirements in contracts with third party food service providers. Target: Dining - Strategy: Trayless Dining. Implementation: Implement across campus, develop alternatives for the summer quarter. Target: Dining - Strategy: Work with vendors to reduce unnecessary packaging. Implementation: Include strategy in campus purchasing guidelines. Target: Solid Waste - Strategy: Encourage environmentally responsible purchasing. Require or give preference to products that reduce or eliminate indirect greenhouse gas emissions, e.g., by giving preference to recycled products over those made from virgin materials. Implementation: Include strategy in campus purchasing guidelines. Develop methodology for Environmentally Preferred Purchasing. Target: Solid Waste - Strategy: Favor projects that use materials that are resource efficient, recyclable, with long life cycles and manufactured in an environmentally friendly way. Implementation: Include strategy in campus design and construction guidelines. Target: Energy Consumption - Strategy: Implement a comprehensive food procurement program that supports local and/or sustainable foods. Procure sustainable foods for 30% of total food purchases. Implementation: Include strategy in purchasing guidelines. Target: Dining - Strategy: Reduce use of foodstuffs with a large CO2 footprint. Include strategy in purchasing guidelines. Target: Dining UCR’s Physical Master Plan Study builds upon and articulates goals in response to planning objectives, regulatory requirements and environmental stewardship goals. Of these, it highlights the goal to showcase the University’s commitment to environmental stewardship to include new stormwater management regulations and University of California system-wide carbon neutrality initiatives. - New Planning Framework: Strategic Priorities include addressing common interests of campus and community by creating a safe environment for pedestrians and bicycle rides at the campus perimeter with managed service and vehicular access and managing university land and research resources on West Campus as strategic assets to sustain UC Riverside’s excellence long into the future. Key Outcomes include enhancing campus gateways, circulation, and the community interface through projects such as the proposed University Avenue Gateway and conceptual Mobility Hub. The new planning framework will include strategies that conserve energy and material resources and promote compact development and passive resource conservation. - Landscape and Open Space: Strategic Priorities include the need to integrate stormwater management into the open space framework to satisfy regulatory requirements through innovative, attractive, and cost-efficient solutions. Key Outcomes include: through targeted turf removal, irrigation efficiency, computerized monitoring, and the use of graywater, UC Riverside will make advancements to meet the UC Policy on Sustainable Practices and state regulations. - Transportation and Circulation: Strategic Priorities include promoting an integrated circulation framework that engenders safe passage for pedestrians and bicycle riders and accommodates automobiles efficiently, recognizing the increasing relevance of bicycles as a choice mode of travel and integrate desired routes with the city and campus’s circulation framework. Key Outcomes include the Mobility Hub, which will provide a centralized transit stop on campus, improving transit access. It will also provide the opportunity to enhance bicycle and pedestrian accessibility within the Core Campus by improving bicycle and pedestrian infrastructure in the surrounding areas. - Infrastructure and Utilities: The UC System’s new Sustainable Practices Policy and other state regulations place strict requirements on campus energy, stormwater, and water systems, including carbon neutrality from operations by 2025, on-campus management of stormwater, a 20% per-capita water use reduction by 2020, and an additional 36% reduction of the same by 2025. This chapter outlines solutions to reduce emissions from power, cooling, and heating. These solutions involve balancing the cost and resource savings advantages of combining existing systems with the efficiency gains that can be made by implementing new systems. Strategic Priorities include reducing building carbon emissions, increasing energy efficiency in current building stock and designing highly efficient new buildings, such that specified Energy Use Intensity targets are met. Also includes utilizing landscaping based on native, water-efficient plants to minimize the need for irrigation and introduce drought-tolerant plant materials. Key Outcomes: The Master Plan Study has been instrumental in developing Energy User Intensities (EUIs) for different types of building on campus, both existing and new. These EUI targets are aggressive and a necessary first step towards achieving carbon neutrality. Increased storm water detention will be needed and is planned for through a multiple low impact design strategies integrated into the campus landscape. - Environmental Stewardship: UC is responding to the growing environmental crisis with direct action by committing to emit zero greenhouse gases on a net annual basis from its buildings and vehicle fleet by 2025. Strategic Priorities include implementing high-performance retrofits of existing buildings and design new buildings to high-performance standards so that both meet recommended EUI targets and installing solar photovoltaic panels on all campus non-residential buildings and install solar hot water heaters on all campus residential buildings to reduce carbon emissions from electricity use. Key Outcomes: Achieving carbon neutrality at UC Riverside will require a combination of strategies including reducing existing building energy use by almost half, achieving performance 36% better than California energy code for new buildings, installing solar photovoltaics and solar thermal hot water systems, committing to sourcing significant amounts of off-site generated renewable energy and as needed, purchasing carbon offsets. https://pdc.ucr.edu/report#chapter_8_capital_investments_and_priorities

Does the institution have a published plan or plans that include measurable sustainability objectives that address diversity, equity, and inclusion; sustainable investment/finance; or wellbeing?:

A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
System-wide Objectives Regents Policy 4401: Policy on Future Admissions, Employment, and Contracting (Resolution Rescinding SP-1 and SP-2) NOW, THEREFORE, BE IT RESOLVED THAT SP-1 AND SP-2 ARE RESCINDED BY THIS RESOLUTION, AND: - That the University has complied with and will be governed by Article 1, Section 31 of the California Constitution by treating all students equally in the admissions process without regard to their race, sex, color, ethnicity or national origin, and by treating employees and contractors similarly. - That the University shall seek out and enroll, on each of its campuses, a student body that demonstrates high academic achievement or exceptional personal talent, and that encompasses the broad diversity of backgrounds characteristic of California. - In keeping with longstanding Regents' policy, The Regents reaffirm that the Academic Senate shall determine the conditions for admission to the University, subject to the approval of The Regents, as provided in Standing Order 105.2. Pending any changes which The Regents might approve, the provisions for admission shall be those outlined in the Guidelines for Implementation of University Policy on Undergraduate Admissions, which were adopted in July 1996 and revised in May 2000. - That the University shall have programs available to assist in the retention of all students so as to assure that they successfully complete their education. - That the University's current commitment to outreach programs for California's public elementary and secondary school students shall be pursued on a long-term basis to improve the early educational preparation of students who will seek a college education in the future. - That the University shall undertake new initiatives to improve the transfer of academically prepared students from California's Community Colleges to the University. https://regents.universityofcalifornia.edu/governance/policies/4401.html University of California Affirmative Action Guidelines for Recruitment and Retention of Faculty Setting Placement Goals: The new Federal affirmative action regulations published November 13, 2000, no longer use the term “underutilization.” Instead, the regulations require the employers to compare the demographic profile of current employees with the availability figures and set placement goals for hiring women and minorities. Each campus must produce annual statistical reports comparing the percentage of women and minority faculty in each academic job group with the availability percentage. When the percentage of women or minorities in a particular academic job group is less than would reasonably be expected, given their availability, the campus must establish a percentage annual placement goal equal to the availability figure derived for women and minorities, as appropriate, for that job group. According to the regulations, placement goals serve as reasonably attainable objectives or targets that are used to measure progress toward achieving equal employment opportunity. A determination that a placement goal is required constitutes neither a finding nor an admission of discrimination. Placement goals are not quotas, and should not be considered either a ceiling or a floor for the employment of particular groups. Placement goals do not provide a justification to extend a preference to any individual on the basis of gender, race, or ethnicity. Placement goals do not create set asides for specific groups, nor are they intended to achieve proportional representation or equal results. Placement goals may not be used to supersede merit selection principles or as a justification for hiring a less qualified person in preference to a more qualified person. Best Practices for Faculty Retention: Monitoring Pay Equity: Equitable pay practices are important to retain faculty and maintain equal employment opportunity. Campuses should conduct periodic summary level salary reviews to ensure that faculty compensation practices do not reflect disparities on the basis of race or gender. If problem areas are identified, campuses should investigate individual cases and ensure that salary levels are based on legitimate, documented academic considerations. Campuses may implement career review procedures that allow faculty members to have their academic personnel files reviewed for placement at the appropriate rank, step, and salary. https://www.ucop.edu/faculty-diversity/policies-guidelines/affirmative.pdf Regents Policy 4400: Policy on University of California Diversity Statement The University of California renews its commitment to the full realization of its historic promise to recognize and nurture merit, talent, and achievement by supporting diversity and equal opportunity in its education, services, and administration, as well as research and creative activity. The University particularly acknowledges the acute need to remove barriers to the recruitment, retention, and advancement of talented students, faculty, and staff from historically excluded populations who are currently underrepresented. https://regents.universityofcalifornia.edu/governance/policies/4400.html UCR Objectives UCR 2020 Strategic Plan: The Path to Preeminence Final Report Strategic Goal #3: Diversity – Serving as a National Exemplar for Diversity, Inclusiveness, and Community UC Riverside is a national exemplar for diversity. The campus endeavors to build upon this vital strength. By extending our pursuit of excellence with diversity to include not only people but ideas, perspectives, learning opportunities, programs, and experiences, UCR produces truly global citizens prepared to prosper in an international and multicultural environment. Building on UCR’s current richness, UC Riverside will be a dynamic and inspirational place of learning and intellectual stimulation, and a positive and satisfying place to work for all students, faculty, staff, and administrators. The campus will be a place where new and innovative ideas and freedom of speech are welcomed and fostered, a beacon for diversity and global engagement of education. - Strategy #3.1: Expanding Opportunities for Intellectual Stimulation – To create a stronger sense of community and enhance intellectual and cultural exchange, UCR will endeavor to offer more musical, theatrical, and cultural entertainment, including inviting prominent individuals to participate on panels or in lecture series on topical issues representing diverse perspectives. These events will attract not only members of the campus, but the neighboring community as well, fostering an environment of rich intellectual dialogue. Reciprocally, the campus will work with the city and business community to provide more off-campus reasons for students to stay in town, furthering the campus’s goal to become more residential and providing economic opportunities for local businesses and the city. - Strategy #3.2: Strengthening the Sense of Community – Five strategies will be employed to invigorate camaraderie and a sense of well-being in UCR’s diverse community. First, and most importantly, UCR will provide a safe and respectful environment for students, employees, and guests of all backgrounds and beliefs. Second, professional development will be made available for faculty and staff, not only allowing for personal growth, but benefiting the institution by building skills among its employees. Third, UCR will seek additional avenues for providing recognition to deserving students, faculty, and staff, creating a sense of satisfaction to those whose efforts are recognized, and providing incentives for others to live up to their potential. Fourth, campus leadership will continue to provide open and frequent communications, in the form of e-mails, Town Hall meetings, videos, and social media. Finally, the campus will promote opportunities for social interaction, from brown bag lunches to departmental retreats, including those that bring together faculty and graduate students. - Strategy #3.3: Increasing Diversity of Faculty, Graduate Students, and Staff – Efforts will be made to increase diversity in graduate student, faculty, and staff populations, including not only race, ethnicity, and gender but also inclusion of groups from various religious beliefs, disabilities, sexual identities and orientations, and political views. UCR will take diversity to a higher level by providing interactive experiences that allow members of its community to work amicably and effectively together. - Strategy #3.4: Enhancing a Sense of Place – In keeping with UCR’s Long Range Development Plan, the impact on climate of any changes or additions to the physical campus will be considered from the initial planning stages, in a process that will be completely transparent. Campus planning will consider attractive gathering places to encourage interactions among students, faculty, staff, and visitors. Visitors will be made to feel welcome through simplified parking availability and clear signage, as well as accessibility for people with disabilities. The campus will be an inviting destination for members of the community. The goal of all capital projects will be to enhance and support UCR’s teaching, research, and service endeavors, with an unwavering focus on green facilities and sustainable practices. - Strategy #3.5: Enhancing the Quality of Life for Students – UCR’s policies and long range planning will take into account the needs of students and their families. Affordable on-campus housing will be provided, as an effective tool for both student recruitment and community building. As child care is also an important issue for many students and their families, priority will be given to providing access to campus-based facilities. Students will continue to serve on the chancellor’s cabinet, giving them a voice in policy decisions that affect their future and well-being. - Strategy #3.6: Assessing and Addressing Climate – To assure a healthy climate, UC Riverside will regularly monitor climate issues among students, faculty, and staff. This will include both formal surveys and informal opportunities to engage dialogue on issues of concern. Any evidence of concern – particularly those incidents that threaten UCR’s Principles of Community – will be immediately investigated and addressed. To continually remind members of the campus of their personal responsibility, each fall the chancellor will re-issue UCR’s statement on respect. Campus leadership – at all levels – will model this behavior. UCR’s Diversity, Equity & Inclusion (DEI) Climate Council The DEI Climate Council is responsible for implementing and overseeing the campus strategic plan goals described. To achieve these goals, the Council: - Promotes, supports and advocates for the vision and values around diversity, equity and inclusion at all levels of the University, including nurturing a culture of ethics and accountability. - Identifies barriers to achieving greater diversity, equal opportunity, and an inclusive environment at UC Riverside and provides recommendations on how to overcome those barriers. - Considers possible forms of address beyond investigation with regard to multiple types and levels of conduct inconsistent with an inclusive, respectful climate, including bias, racism, gender and sexual harassment, bullying, and other forms of discrimination and abuse of power. - Advocates for positive changes at structural/policy levels, as well as with individuals and small groups. This can include: - Cultivating awareness of programs, policies and processes to increase diversity and ensure equal opportunity and inclusive culture - Referring individuals and groups to the relevant offices on campus and/or collaborating with various resource offices to provide training and support - Developing and disseminating metrics measuring our progress toward climate goals - Advises senior leaders on diversity, equity and inclusion goals, strategies, plans, and campus climate conditions. - Is comprised of students, faculty and staff from across academic colleges and administrative organizational divisions of UC Riverside. https://diversity.ucr.edu/committees The UCR Campus Climate Assessment, concluded in 2014, called for the participation of students and employees. The survey evaluated participants’ comfort with the climate throughout the university. The questions were broken down to understand experiences with exclusionary conduct, unwanted sexual contact, and reasons for potentially leaving the university. The campus has used this assessment in order to launch a series of ongoing initiatives and programs to address issues that were brought to light. Some institutional actions to positively affect the climate recommended from the assessment include: For Employees: - Providing access to counseling for people who have experienced exclusionary conduct - Providing mentorship for new staff - Providing a clear and fair process to resolve conflicts - Increasing diversity of faculty, staff, administration, & student body - Providing diversity training for staff, faculty, & students - Providing career development opportunities for staff - Providing back-up family care - Providing lactation accommodations For Students: - Providing effective faculty mentorship of students - Increasing diversity of the faculty, staff, & student body - Incorporating issues of diversity & cross-cultural competence more effectively into the curriculum - Increasing opportunities for cross-cultural dialogue among students; between faculty, staff & students https://diversity.ucr.edu/2014-campus-climate-survey#a_message_to_the_campus_from_chancellor_kim_a_wilcox The Task Force on Campus Culture The Task Force on Campus Culture will convene regularly during the Summer and Fall of 2019. Initial recommendations will be developed and shared with campus stakeholders in Fall and Winter, with final recommendations due to senior leadership in December 2019. Background: As UCR grows in size, in reputation, and in diversity, there is a growing need for leaders from across the campus to articulate common norms and values that shape our expectations for life and work together. This broad goal to foster a thriving campus community is reinforced by our Principles of Community. To properly sustain these Principles of Community, there must be a network of accompanying policies, processes, and behaviors that create a safe and welcoming environment in which each person has the opportunity to grow and develop. The Campus Culture Task Force will build on the work of recent departmental and campus-wide reviews, to gather data points on campus culture from a variety of sources (UCUES, faculty/staff surveys, forums, etc.) and develop a set of recommendations to campus leadership. The charge will include analyzing our formal policies, informal processes, and organizational behavior to address bullying, harassment, favoritism, and toxic work environments. Associate Vice Chancellor and Chief Diversity Officer Mariam Lam and Dean of the Bourns College of Engineering Christopher Lynch will co-chair the task force. https://chancellor.ucr.edu/task-force-campus-culture UCR Principles of Community The University of California Riverside is committed to equitable treatment of all students, faculty, and staff. UCR's faculty, staff, and students are committed to creating an environment in which each person has the opportunity to grow and develop, and is recognized for their contribution. There are three objectives that our campus must strive toward in order to achieve these goals. - First, we must ensure that we have an environment that nurtures the intellectual and personal growth of our students, faculty and staff. - Second, we must ensure that our campus sets an example of respect for all people. - Third, we must ensure that our campus is a safe and welcoming environment for everyone. We take pride in the diversity of the campus community and in ourselves by using the campus environment as a place, committed to academic integrity, where all members are encouraged to use their unique talents to enrich the daily life of the community in which they live, work, teach and learn. Respect for differences and civil discourse must become the hallmark of how we live and work together to build our community of learners at UCR. We as members of the University of California Riverside affirm our responsibility and commitment to creating and fostering a respectful, cooperative, professional and courteous campus environment. Implicit in this mutual respect is the right of each of us to live, study, teach, and work free from harassment or denigration on the basis of race/ethnicity, age, religious or political preference, gender, transgender, sexual orientation, nation of origin, or physical abilities. Any violation of this right by verbal or written abuse, threats, harassment, intimidation, or violence against person or property will be considered a violation of the principles of community that are an integral part of the University of California’s focus, goals and mission (and subject to sanction according to University policies and procedures). https://chancellor.ucr.edu/sites/g/files/rcwecm761/files/2019-01/community.pdf UCR Healthy Campus University of California, Riverside (UCR) is taking an integrated and comprehensive approach to elevate health and well-being at UCR. UCR Healthy Campus (HC), part of the larger systemwide HCN, invests in improving the health and quality of life for the UCR campus community. UCR HC strives to make the healthy choice the easy choice. This requires changing the surrounding environment and culture to support and sustain positive behavior change. UCR’s HC has formed partnerships with staff, faculty, students, and the surrounding community to develop, implement, and institutionalize policies and environments essential for sustainable behavior change. UCR HC will collaborate with campus and community partners to create a campus culture of health by incorporating health into all policies, programs, services, and learning, teaching, and working environments. Our goal is to make UCR a university of choice. The overall strategic goals of UCR Healthy Campus are: - Improve health, productivity, engagement and create a culture of health and well-being where UCR faculty, staff, students and alumni live, work and learn. - Integrate and infuse health and well-being elements into all aspects of the daily operations of UCR to create and achieve culture change and make health and well-being a priority. - Form partnerships with staff, faculty, students and the surrounding community to bring about a culture shift towards health and well-being as evidenced in our physical environment, curriculum, research, practices, policies and educational opportunities resulting in a comprehensive health and well-being framework for UCR. - Contribute to the UCR 2020: Path To Preeminence Strategic Plan: Strategic Goal #3: Diversity – Serving as a National Exemplar for Diversity, Inclusiveness and Community by addressing the significant health needs of our diverse populations. The Healthy Campus Guiding Principles are: - Diversity and inclusiveness: Address diverse populations with unique health needs and interests, health equity, and inclusive of all. - Spirit of community and collaboration: Integration of faculty, staff, and students working towards a common vision to create a model community of health. - Mutual respect and trust: Demonstrated among all those involved in the HC and towards the campus community we serve. - Creation of a healthy, safe, and welcoming environment: HC framework provides an environment contributing to academic excellence, student success and being an employer of choice. - Embody the strength of collective impact by bringing campus constituents together to work for the common good. https://healthycampus.ucr.edu/

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

The institution’s highest guiding document (upload):
Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
Minor theme

The institution's sustainability plan (upload):

Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:

The formal statement in support of sustainability:

The institution’s definition of sustainability:
UC Riverside's definition of sustainability is defined in the Ad Hoc Committee on Sustainability Report of 2017 produced by the Academic Senate. The definition is as follows: Sustainability addresses three key tenets: 1) economic decisions aimed at secure livelihoods, social justice, and a better world for all generations 2) academic and policy investments that support ecological health and investigate interconnections among the economy, social well-being, and the environment, with attention to legacies of the past, constraints of the present, and well-being of the future; and 3) environmental justice, encompassing a commitment to confront environmental racism, promote equity and advance transparency and democratic inclusion in institutions tasked with allocating costs and benefits of decisions associated with the environment.

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

A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
UC Climate Neutrality Initiative UC, a national leader in sustainability, has pledged to become carbon neutral by 2025, becoming the first major university to accomplish this achievement. https://ucop.edu/carbon-neutrality-initiative/index.html We Are Still In signatory We Are Still In is a joint declaration of support for climate action, signed by more than 3,900 CEOs, mayors, governors, tribal leaders, college presidents, faith leaders, health care executives, and others. The organizations they represent comprise the largest and most diverse coalition of actors ever established in pursuit of climate action in the United States. https://www.wearestillin.com/organization/university-california-riverside

Website URL where information about the institution’s sustainability planning efforts is available:

Additional documentation to support the submission:

Data source(s) and notes about the submission:
Credit prepared by Michelle Baron and Chelsea Lee.

Credit prepared by Michelle Baron and Chelsea Lee.

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 or simply email your inquiry to stars@aashe.org.