University of California, Santa Barbara
PA-2: Sustainability Planning

UCSB's 2007-2025 Strategic Academic Plan addresses various different aspects to foster a conducive and innovative academic environment for the present and the future. The plan has four main interdisciplinary themes: Environment, Academy, Society and Global Studies, three of which are clearly sustainability focused. Together with the Long Range Development Plan, the 2007-2025 Strategic Academic Plan, UCSB attempts to foster an environment of academic freedom, diversity and communication and interaction with the community, and strive for sustainability as the university continues to grow. We do not have one single document that addresses both academics and land use, however the Strategic Academic Plan deals with academic and demographics while the LRDP focuses on physical land use and growth of the university, including housing affordability. UCSB also has a Campus Sustainability Plan which also acts as a strategic sustainability plan and is approved by the Chancellor, however we have decided to describe this below and focus on the 2007-2025 Strategic Academic Plan and LRDP for this section.

UC Sustainable Investment Framework: http://www.ucop.edu/investment-office/_files/sustainable-investment-framework.pdf

Short-Term Goals (2015-2017) 1. Propose an environmental general education requirement to the Academic Senate as a special topics requirement. 2. Secure 3,000 signatures from undergraduate students, supporting a general education requirement on the environment. 3. Secure funding to continue the Faculty Climate Action Champion program being launched this year. 4. Institutionalize a sustainability and climate literacy assessment program which can evaluate how much students know about the concept of sustainability and the basic science of climate change. 5. Pilot a workshop series on infusing sustainability into curriculum through the UC Carbon Neutrality Initiative as an expansion of the New Leaf program. . 6. Establish the campus garden as a teaching and mentoring resource illustrating “where food comes from” and the techniques necessary to grow food locally. Mid-Term Goals (2018-2020) 1. Identify courses on sustainability and climate change in the course catalog and the GOLD system. 2. Expand faculty research that directly addresses regional concerns related to sustainability. 3. Launch a sustainable commons video project, which will collect and disseminate videos to be infused into courses in the form of supporting media/course modules. 4. Explore the feasibility of implementing a new minor in Environmental Justice. Long-Term Goals (June 2020-2025) 1. Launch an Interdepartmental PhD Program in Environment and Society. 2. Create a program to support student-initiated eco-entrepreneurship at the undergraduate level. This may be an expansion of existing eco-entrepreneurship programs on-campus. 2050 VISIONARY GOALS 1. Endow the Faculty Champion, New Leaf, and internship programs. 2. Develop 2-3 large scale demonstration projects that engage campus researchers, link to curriculum, and set UCSB in a leadership position in relation to peer institutions. 3. Initiate long-term strategies to maintain and increase Environmental Science and Climate Change faculty.

Short-Term Goals (2015-2017) 1. Secure funding to continue the Faculty Climate Action Champion program being launched this year. 2. Launch a speakers’ bureau for UCSB faculty doing research on sustainability. 3. Launch a student achievement award in sustainability which has the potential to recognize the work of student activists, researchers, and interns. 4. Establish the campus garden as a teaching and mentoring resource illustrating “where food comes from” and the techniques necessary to grow food locally. Mid-Term Goals (2018-2020) 1. Expand faculty research that directly addresses regional concerns related to sustainability. Long-Term Goals (June 2020-2025) 1. Launch an Interdepartmental PhD Program in Environment and Society. 2050 VISIONARY GOALS 1. Endow the Faculty Champion, New Leaf, and internship programs. 2. Develop 2-3 large scale demonstration projects that engage campus researchers, link to curriculum, and set UCSB in a leadership position in relation to peer institutions. 3. Have an interdisciplinary Center for Climate Change Studies. 4. Initiate long-term strategies to maintain and increase Environmental Science and Climate Change faculty.

Short-term Goals (2015-2017) 1. For 2016-2017, engage the broader community in feedback on the UCSB Climate Action Plan update. 2. Partner with the Community Environmental Council, the City of Santa Barbara, the City of Goleta, the City of Carpinteria, and the County of Santa Barbara during the Central Coast Sustainability Summit to improve sustainability in our area. 3. Share sustainability plans among local cities and larger corporations within the local area, such as the Santa Barbara Municipal Airport, City of Goleta, and Deckers. This collaboration on future sustainability plans should enhance each organization’s plan and build a cohesive sustainability effort in our region. 4. Ensure that internship, educational, and funding opportunities are shared with underrepresented groups on campus. 5 Ensure that when there are opportunities to give feedback on campus planning projects, underrepresented communities are asked for advice and guidance. 6. Better address in communications materials what communities are most impacted by the issues and the positive work that they are doing. 7. Develop signs to be displayed on hybrid MTD buses, advertising campus sustainability. 8. Develop signs to be displayed on all MTD buses, advertising the partnership to expand service. 9. Continue our Facebook, Twitter, and Instagram campaign. 10. Continue collecting data for impressions of the public relations campaign. 11. Maintain and enhance the UCSB Sustainability website. 12. Through outreach efforts, obtain large scale campus participation in the next round of the Cool Campus Challenge. 13. Assess which areas of campus we can concentrate on for best practice awards for UCSB, then partner on submittals for awards. 14. Create a program to acknowledge the efforts of students in sustainability groups and social justice groups on campus. 15. Develop a UCSB Sustainability RHA internship program. 16. Continue our partnership with the Environmental Affairs Board to deliver presentations about ways for new students to get involved in campus sustainability via UCSB freshman orientation. 17. Create a program such as Gaucho FYI or an online training for incoming freshman so all students possess basic skills regarding sustainable living and sustainability resources. Mid-term Goals (2017-2020) 1. Develop an additional two more 60 second movie trailers for all the local theaters. 2. Continue partnership on the Central Coast Sustainability Summit to further sustainability efforts for our region. 3. Enhance social media presence and messaging for sustainability “action today for tomorrow” highlights. 4. Work with MTD for additional signage for new routes and campus sustainability on hybrid buses. 5. Partner with student organizations to increase the reach of campus sustainability communications. 6. Work closely with Sustainable University Now (SUN) and other local organizations to ensure information is being passed to them about campus sustainability efforts. Long-term Goals (2021-2025) 1. Continue to provide movie trailers and social media to support campus sustainability outreach. 2. Assess data trends to see what additional methods are needed to reach a larger campus population. 2050 Visionary Goals 1. Ensure that all students graduate with a deep understanding of environmental and sustainability issues. 2. Launch a co-curricular, multi-session educational program where students can learn about sustainable practices that they can integrate into their daily life. This would be a longer-form of the proposed orientation workshop mentioned in the short-term goals and could be valuable for current students.

Short-term Goals (2015-2017) 1. For 2016-2017, engage the broader community in feedback on the UCSB Climate Action Plan update. 2. Partner with the Community Environmental Council, the City of Santa Barbara, the City of Goleta, the City of Carpinteria, and the County of Santa Barbara during the Central Coast Sustainability Summit to improve sustainability in our area. 3. Share sustainability plans among local cities and larger corporations within the local area, such as the Santa Barbara Municipal Airport, City of Goleta, and Deckers. This collaboration on future sustainability plans should enhance each organization’s plan and build a cohesive sustainability effort in our region. 4. Ensure that internship, educational, and funding opportunities are shared with underrepresented groups on campus. 5. Ensure that when there are opportunities to give feedback on campus planning projects, underrepresented communities are asked for advice and guidance. 6. Better address in communications materials what communities are most impacted by the issues and the positive work that they are doing. 7. Develop signs to be displayed on hybrid MTD buses, advertising campus sustainability. 8. Develop signs to be displayed on all MTD buses, advertising the partnership to expand service. 9. Continue our Facebook, Twitter, and Instagram campaign. 10. Continue collecting data for impressions of the public relations campaign. 11. Maintain and enhance the UCSB Sustainability website. 12. Through outreach efforts, obtain large scale campus participation in the next round of the Cool Campus Challenge. 13. Assess which areas of campus we can concentrate on for best practice awards for UCSB, then partner on submittals for awards. 14. Create a program to acknowledge the efforts of students in sustainability groups and social justice groups on campus. 15. Develop a UCSB Sustainability RHA internship program. 16. Continue our partnership with the Environmental Affairs Board to deliver presentations about ways for new students to get involved in campus sustainability via UCSB freshman orientation. 17. Create a program such as Gaucho FYI or an online training for incoming freshmen so all students enter UCSB with at least basic skills regarding sustainable living. Mid-term Goals (2017-2020) 1. Develop an additional two 60 second movie trailers for all the local theaters. 2. Continue partnership on the Central Coast Sustainability Summit to further sustainability efforts for our region. 3. Enhance social media presence and messaging for sustainability “action today for tomorrow” highlights. 4. Work with MTD for additional signage for new routes and campus sustainability on hybrid buses. 5. Partner with student organizations to increase the reach of campus sustainability communications. 6. Work closely with Sustainable University Now (SUN) and other local organizations to ensure information is being passed to them about campus sustainability efforts. Long-term Goals (2021-2025) 1. Continue to provide movie trailers and social media to support campus sustainability outreach. 2. Assess data trends to see what additional methods are needed to reach a larger campus population. 2050 Visionary Goals 1. Ensure that all students graduate with a deep understanding of environmental and sustainability issues. 2. Launch a co-curricular, multi-session educational program where students can learn about sustainable practices that they can integrate into their daily life. This would be a longer-form of the proposed orientation workshop mentioned in the short-term goals and could be valuable for current students.

The 2014 UC Santa Barbara Climate Action Plan (CAP) details the following GHG emissions reduction targets: • 2014: 2000 Emissions Level – 99,699 MT CO2e • 2020: 1990 Emissions Level – 90, 736 MT CO2e • 2025: Scope 1 & 2 Carbon Neutrality (Set by UC President Janet Napolitano) UC President Napolitano’s Carbon Neutrality in its operations by 2025 goal, while a laudable goal which will inspire creative ways of reducing our GHG emissions, will only be achievable through financial partnerships with the UC-system and the State of California. UCSB will have to reduce scope 1 and 2 emissions by 54,000 MT CO2e from 2025 projected BAU emissions levels and by 44,824 MT CO2e from projected emissions levels with mitigation (mitigation strategies outlined in section 5 of this CAP) in order to meet the 2025 carbon neutrality goal of zero net operating emissions. In addition to the $31 million (table 1) in estimated investment costs for mitigation strategies outlined in section 5 of this CAP, UCSB will need to invest $14.5 million in energy efficiency and conservation projects. While large reductions can be made through energy efficiency and conservation, which have a considerable return on investment and payback period, at some point, emissions must be further reduced by increasing the use of renewable energy or by obtaining offsets. UCSB will need to spend an additional 7 million dollars in 2025 for the purchase of carbon free energy and offsets, increasing the amount needed to cover the annual utility budget to $18 million. Form a System-Wide Committee Reaching Carbon Neutrality by 2025 will require coordinated efforts within the UC-System. Therefore, a multi-campus committee should be formed to explore what mitigation strategies are needed to meet the carbon neutrality target. Committee Members should include representatives from the UC Office of the President, the Sustainability Office and UC Office of the President, Facilities Management Services, Energy/Utilities group, and key faculty involved in energy efficiency research, and the main goal of the committee should be to find shared resources that will allow all campuses to reach the Carbon Neutral Goal. Some of the strategies our campus could explore include but are not limited to the following: Reducing Energy Demand 1. Complete an entire campus energy audit – Over the last decade, the campus has made tremendous efforts to reduce GHG emissions through energy efficiency measures, and most of the low hanging fruit has already been targeted. A complete campus building audit will help to identify where efficiency efforts are still needed and what projects will have the greatest energy savings. 2. Extend funding for future energy efficiency projects - The SEP has been the most effective mitigation strategy for the campus. Continued funding for energy efficiency projects, either through the continuation of the SEP or a similar program, will be crucial in helping to meet the carbon neutral goal. 3. Increase energy savings behavior – Energy savings behavior will need to be increased through education and outreach, as well as by energy incentive programs that penalize energy wasting behavior (see sections 5.4). Increasing Renewable Energy Supplies 1. Advocate more renewable options from SCE – emissions from purchased electricity account for just over 30% of campus’ total emissions. Increasing the amount of renewables UCSB purchased above the 33 percent renewables by the 2020 standard will greatly decrease campus emissions. 2. Biogas procurement – Substituting natural gas with Biogas would greatly reduce scope 1 emissions. One option is for the Campus to procure biogas through a purchase agreement with a local gas company. For example, BioFuels Energy, LLC (“BFE”) secured long term bio-gas rights from the Point Loma Wastewater Treatment Facility and has developed the first commercial project in California to purify wastewater treatment digester gas for injection into natural gas pipelines. Under a long term Power Purchase Agreement, BFE has agreed to provide 2.8 MW of Biogas to the University of California, San Diego. Another option would be to build a campus biodigester that could be fueled by campus waste. UC Davis received a research grant from the Public Interest Energy Research (PIER) program of the California Energy Commission to develop and construct a pilot-scale anaerobic digester system that will be fueled by campus waste and produce enough biogas to generate approximately four million kwh of electricity annually. Purchasing offsets 1. Purchase renewable energy credits and offsets – Offsets will need to be purchased if the University cannot secure enough renewable energy to cover natural gas and electricity demand. Offsets will also need to be purchased for emissions from propane and diesel usage which cannot be eliminated or substituted. At some point, emissions must be further reduced by increasing the use of renewable energy or by obtaining offsets. Emissions from electricity can be eliminated with the purchase of 100 percent renewable energy, while emissions from natural gas, propane, and diesel usage that cannot be eliminated or substituted will require offsets. PROJECTED FUTURE EMISSIONS AND REDUCTIONS UCSB’s forecast of GHG emissions between 2012 and 2020 contains several specified reduction measures: 1. Conservation: emission reduction estimate - 2,374 MT CO2e, resulting from behavioral change. Based on case studies, a 5 percent reduction in electricity use by 2020 is achievable if the campus successfully decentralizes the main utility budget. 2. On-site Renewable Energy: emission reduction estimate - 498 MT CO2e, resulting from build-out of renewable energy generation capacity on campus. The campus is currently adding photovoltaic arrays on the roof of parking lot 22; the project began construction in October 2013 and will be completed in June of 2014. Additionally, the campus plans on adding two large photovoltaic arrays (approximately 500 kilowatts each) before 2020, resulting in a build-out of an additional 1000 kilowatts of on-site solar production. 3. Strategic Energy Partnership: emission reduction estimate: 6,272 MT CO2e, resulting from energy efficiency projects. These projects are funded through utility incentives, capital project costs, and UC bond financing. 4. Air Travel Reduction: emission reduction estimate: 1,724 MT CO2e, resulting from reduced travel budgets, coupled with increased use of video conferencing. This CAP assumes a 5 percent reduction in air travel through incentivizing teleconferencing over in-person travel. In further iterations of this CAP, air travel emissions will be revised through a standard UC approach currently under development. Additionally, the university has no formalized programs to incentivize video/tele-conferencing, but promoting/subsidizing this alternative shall be actively pursued. 5. Commuting Reduction: emissions reduction estimate: 1,016 MT CO2e’ resulting from housing new population growth in proximity to campus. UCSB’s planned mitigation and reduction measures put the campus on a trajectory to achieve the 2020 emissions targets. Additional measures will be necessary in order for the campus to achieve GHG neutrality by 2025. UCSB will have to reduce scope 1 and 2 emissions by an additional 44,824 MT CO2e in order to meet the 2025 carbon neutrality goal of zero net operating emissions. This will require a $14.5 million in energy efficiency projects and a $700,00 annual investment in conservation efforts. While large reductions can be made through energy efficiency and conservation, which have a considerable return on investment and payback period, at some point, emissions must be further reduced by increasing the use of renewable energy or by obtaining offsets. UCSB will need to spend an additional 7 million dollars in 2025 for the purchase of carbon free energy and offsets, increasing our annual utility bill significantly; currently, it is around 12 million dollars annually.

SHORT-TERM GOALS (2015-2017) 1. Complete pilot programs in Bren and Physical Sciences Building North and document campus-approved measures for Laboratory Ventilation Standards. MID-TERM GOALS (2017-2020) 1. Incorporate updated Lab Ventilation Management practices into additional laboratory buildings. 2. Expand personnel resources at EH&S and Facilities to support the safe, efficient operation of smart labs on campus. LONG-TERM GOALS (2020-2025) 1. Establish a fully-integrated campus-wide Lab Ventilation Management program/policy. 2. Obtain, in collaboration with other UCs, a CalOSHA variance for the safe operation of low-flow fume hoods.

SHORT-TERM IMPLEMENTATION PLAN 1. UCSB will continue to implement energy efficiency projects under the UC/CSU/IOC Statewide Energy Partnership program through the 2016 program cycle; an increasing emphasis will be placed on reduction of onsite natural gas combustion in order to mitigate Cap and Trade compliance costs and local air quality regulatory risk. Ten energy efficiency projects have been identified and $990,000 has been allocated for energy efficiency projects through 2016 at the time of writing, with a goal of achieving a 15% Internal Rate of Return on the project portfolio. 2. The campus will strive for a total campus average energy density (kBtu/sq ft/yr) reduction of 8.0% on a five-year rolling average basis. 3. Make energy usage and cost more transparent and tangible to the individual entities (individuals, buildings, departments, etc.) in order to support a decentralized energy utility budgeting structure, where all consumers will have an incentive to reduce energy consumption through increased accountability. This includes the electrical sub metering of all buildings larger than 4,000 square feet with real-time data reporting to the Facilities Management Energy Information System and data access for the campus population. 4. Complete energy benchmarking analysis for all buildings larger than 4,000 square feet to identify current baseline building energy consumption. 5. Establish a short-term financing mechanism and identify appropriate support resources to assist individual entities (including individuals, departments, programs, etc.) in planning, funding, and implementing energy conservation projects that can demonstrate a reasonable return on investment. This may include the current TGIF grants, but should ideally include a larger pool of money for example in the form of interest-free loans. 6. Complete a feasibility study and economic analysis of expansion of the Hot Water Loop and construction of Phase I electrically-driven heating infrastructure. 7. Complete solar thermal installations at five existing residence halls. 8. Complete data room inventory for campus. 9. Engage the off campus community as well as students, staff, and faculty in the revision of the UCSB Climate Action Plan. 10. Develop a comprehensive understanding of energy production sites for the electrical grid in the campus’ sub region. Identify what communities are most affected by those sites and what the effects are. 11. Establish a policy to divest from coal and tar sands. 12. Sign the Climate Resiliency Pledge via Second Nature. 13. Explore the possibility of divesting from all fossil fuels. MID-TERM GOALS (2018-2020) 1. Increase the campus’ percentage of electricity consumption from renewable sources to 43% total electricity consumption by 2020. 2. Achieve 1990 level climate emissions reduction target. 3. Maintain trajectory of total campus average energy density (kBtu/sq ft/yr) reduction of 8.0% on a five-year rolling average basis. 4. Incorporate mitigation of sea level rise into Climate Action Plan. LONG-TERM GOALS (2021-2025) 1. Achieve carbon neutrality in Scopes I and II greenhouse gas emissions. 2. Divest from all fossil fuel companies. 2050 VISIONARY GOALS 1. Achieve Scope III carbon neutrality.

SHORT-TERM GOALS (2015-2017) Sourcing and Purchasing 1. UCSB Residential Dining has a goal of purchasing 55% sustainable produce and maintaining 35% overall sustainable food purchases. 2. Develop a marketing campaign to support meatless Mondays and encourage more students to choose meatless options. Partner closely with behavioral scientists on campus to employ the most current knowledge of successful strategies for initiating a culture shift of this type. 3. 20% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/ or are certified humane. 4. Meat options that are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/or are certified humane are highlighted as options in UCen catering and Special Events catering standard menu options. Operations 1. Develop a strategy for identifying food waste and opportunities for redistribution of food before it is wasted. 2. Reduce plastic water bottle sales on campus by 20% from 2015 sales. 3. Work with convenience stores on campus to assess which products have non-recyclable or excessive packaging and identify alternatives to these items. Propose those alternatives to the University Center for consideration. 4. Research the feasibility of reducing the use of paper receipts in campus food service operations through an electronic receipt system or more frequently asking if a receipt is needed. 5. Collaborate with the campus refuse and recycling manager and the University Center to develop ways to better enforce the contract guidelines that restrict the use of Styrofoam in campus restaurants. (Please note: this only affects restaurants who signed leases after the new contract language was added). Education, Outreach, and Best Practices 1. Procure a mobile demonstration kitchen that can be utilized by multiple campus stakeholders for food education. 2. Launch an educational campaign to encourage students to choose more healthy and sustainable options at retail food locations on campus. 3. Launch the Food, Nutrition, Basic Skills Pilot Project with an evaluation element. This program will educate students about procuring and cooking affordable, healthy, and sustainable foods. Students will also learn about budgeting, financial planning, housing choices, and food justice. 4. Secure educational grants to support partnerships between the Isla Vista Food Cooperative and campus stakeholders to increase/ expand co-curricular education programs. 5. Offer more tours for UCSB students to visit local farms, aquaculture, etc. 6. Expand on the labeling of foods in the dining commons. This should include CO2 impacts, overall environmental impact, nutrition facts, where food comes from, water use related to certain food items, and social equity issues (such as who is impacted by the food choices, and labor issues). 7. Identify a labeling system to identify sustainable items being sold in campus retail food locations. Evaluate the feasibility of aligning this labeling system with the labeling in residential dining. Health and Wellness 1. Establish a UCSB guideline for what healthy and nutritious food is with support from multiple partners. 2. Evaluate options for and current barriers to reducing the amount of unhealthy food that is offered in campus retail food facilities. 3. Research how other universities and hospitals statewide and nationally have integrated health standards into leasing contracts for their facilities. Consider whether similar contract language could be applied for leased food service locations at UCSB. Also assess whether it would be possible to give preferences to local or small scale businesses rather than chain stores in on-campus leased spaces. 4. AS Food Bank gains the ability to serve refrigerated items and can expand fresh produce distribution. 5. Increase healthy options in vending machines 6. Post calorie counts of all vending machine items prominently outside of the machine. Food Security 1. Reduce student food insecurity to less than 30% 2. Develop a food security action plan. 3. Identify and secure a new location for the AS Food Bank and future food and wellness center. 4. Expand the number of meal swipes available to be donated to Swipes for Us 5. Develop a survey mechanism to collect annual data on food insecurity of UCSB students, institutionalizing the initial survey done in 2014- 2015. 6. Offer EBT at the Gaucho certified Farmers Market. 7. Ensure that all eateries on campus can accept CalFresh. 8. Hire two part-time staff to provide outreach, advocacy, and application assistance for CalFresh to students. 9. Establish an emergency food service coalition. 10. Identify low-cost sustainable snack items that could be introduced into campus convenience stores and might supplement existing offerings. Once identification is done, propose to the University Center for consideration. Growing Food 1. Draft an edible campus plan which identifies locations on campus where food could be grown on campus. 2. Launch a student-run campus farm that has approval to produce and distribute food to students in need. 3. Develop an operating procedure for aeroponic gardening (also known as vertical gardening) in partnership with UCSB’s Environmental Health and Safety. 4. Identify at least one location where aeroponic gardening could be done on campus and launch a pilot project in that location. 5. Ensure that all Edible Campus Projects are designed with ergonomics and the health of volunteers and workers who will maintain the projects in mind. 6. Integrate students from the Graduate School of Education into gardening and farming projects on campus. 7.Produce at least 25,000 pounds of produce in the 2016-2017 academic year on campus and distribute it to students in need. Broad Partnerships 1. Secure a multi-campus research grant to explore issues related to obtaining food from our oceans. 2. Help to launch the Santa Barbara County Food Action Plan as an advisory board member. After launch, help with execution of the goals. This effort is being led by the Community Environmental Council, the SBC Food Bank, and the SB Foundation MID-TERM GOALS (2018-2020) 1. The University Center seeks to purchase 20% of their food from sustainable sources (per UC Policy). 2. 50% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/or are certified humane. 3. Identify a funding strategy that will match or exceed the student contribution to the AS Food Bank on an ongoing basis. 4. Reduce student food insecurity to less than 20%. 5. Expand the edible campus project to reach 6 total locations. 6. Determine the feasibility of getting existing fruit trees on campus approved for harvesting and distribution (strawberry guavas, etc.). 7. Have a WTF (What the Fruit) fruit bowl in every campus department. 8. Institutionalize the Food, Nutrition, Basic Skills Pilot Project into a regular offering. 9. Develop new student orientation programs geared towards exposing new students to the local food system. 7. Develop an Isla Vista impact group focused on food justice. 8. Reduce plastic water bottle sales on campus by 50% from 2015 sales. 9. Launch a student-run sustainable food cart (Fall 2018.) LONG-TERM GOALS (2021-2025) 1. Offer new academic programs focused on sustainable foods and/or food justice. 2. Reduce student food insecurity to less than 10%. 3. Expand the edible campus project to reach 10 total locations. 4. Produce at least 50,000 pounds of produce annually on campus and distribute it to students in need. 2050 Visionary Goals 1. 50% of all food purchases made by UCSB Residential Dining are sustainable. 2. 90% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/ or are certified humane. 3. A plan is developed to ensure that food insecurity of UCSB students is maintained under 10%. 4. Build or secure access to a full-scale commercial kitchen that can be used for educational programs. Ideally this would be a part of the food and wellness center mentioned in earlier goals. This is needed for many reasons including but not limited to the reason that existing kitchens on campus are overbooked, there is a lack of space for education in existing spaces, and existing kitchens do not meet commercial kitchen standards limiting what can be done in those spaces. 5. Every incoming student is given a financial literacy workshop. 6. Reduce plastic water bottle sales on campus by 90% from 2015 sales. 7. Collaborate with student health to explore how campus gardens and farms could be used as a tool for mental health and healing.

SHORT-TERM GOALS (2015-2017) 1. Raise student awareness about landscape sustainability through H&RS information display mechanisms. 2. Complete mapping of campus run-off points and assessment of low flow and storm flow nutrient and other pollutant levels. 3. Prepare plan to replace invasive grass Stipa tenuissima plantings on campus (SSRB & Bren). 4. Map all stormwater features on campus – e.g., bioswales, outfalls, CDS (Continuous Deflection System) units, and rain gardens (could be a sustainability intern project), including an assessment of filtration methodology. 5. Convert at least 10 areas to reclaimed water from potable water. 6. Assess our fleet of tools and vehicles and create a plan to convert landscaping equipment to sustainable fuels and low noise and emissions equipment as industry develops new technologies (student project to do assessment of current condition and estimated emissions). 7. Continue to incorporate bioswales and water infiltration into all projects on campus. 8. Develop mechanisms to easily generate reports regarding fuel and herbicide use by different management groups in order to measure progress on conversion to reduced herbicide use and reduced local emissions. 9. Complete assessment and conversion of low efficiency to high efficiency sprinkler heads. 10. Assess GHG sequestration potential of campus landscapes. 11. Develop further educational tools, tours, etc., based on the “My Tree Keeper” software. 12. Use drones to monitor lawns for broken irrigation lines. 13. Have the weed management plan formally reviewed and adopted by campus. MID-TERM GOALS (2018-2020) 1. Achieve eradication of invasive species as listed below. a. Eradication across campus (all groups working on this goal): Bladder Flower (Araujia sericifera), Fountain Grass (Pennisetum setaceum), Mexican Feather Grass (Stipa) tenuissima, Periwinkle (Vinca) major, Smilo Grass (Stipa) miliacea. b. Remove when an area is renovated or comes under funded management (e.g., in open spaces): Pampas grass (Cortaderia selloana), Cape Ivy (Delairia odorata), Bridal Creeper (Asperagus) asparagoides, Iceplant (Carpobrotus edulis), Fennel (Foeniculum vulgare), Myoporum tree (Myporum laetum), Sour Grass (Oxalis pes caprae), Harding Grass (Phalaris aquatica), Castor bean (Ricinus communis), Giant Reed (Arundo donax), Salt Cedar (Tamarix spp). c. Only plant where needed and remove all volunteers and manage to reduce the spread of: Kikuyu grass (Pennisetum clandestinum) (used in lawns) and Canary Island Date Palm (Phoenix canariensis); trim fruits regularly of Mexican fan palm (Washingtonia robusta). d. Encourage campus landscape architects not to specify these species adjacent to wetlands. LONG-TERM GOALS (2020-2025) 1. Expand signage throughout campus (similar to the lagoon signage) so that campus can build on role as a curated botanic garden. 2050 VISIONARY GOALS Be a leader in landscape sustainability through diversity of programs. 1. Work towards a balance of greenhouse gas sequestration and emissions associated with management needs. 2. Develop landscapes to be used as a living laboratory and model for drought tolerant, stormwater filtering and self-sustaining, low input landscapes that also serve the functions necessary for campus activities. 3. Protect native landscapes that preserve the natural heritage of coastal California native diversity and support wildlife and natural ecosystem functions.

SHORT-TERM GOALS (2015-2017) 1. Participate as a pilot program with the Sustainable Leadership Purchasing Council (SPLC) to track and reduce our carbon footprint related to procurement. 2. Develop a Green Procurement Model - partner with UC Santa Cruz and UC San Diego procurement teams to: 1) identify green products and services, 2) have strategic sourcing/green vendors display priority purchase options, and 3) increase the EPP reporting options. 3. Strengthen the compliance of the UC and UC Santa Barbara policy of a minimum of 30% postconsumer waste recycled content paper, complete the phase-out of virgin paper products for all office supplies, and move toward implementation of a policy requiring 50% to 100% recycled paper. 4. Expand the use of green cleaning products and techniques throughout the campus and UC community. 5. Enhance specifications for packaging to eliminate waste streams onto campus and expand recycling and closed loop design efforts. MID-TERM GOALS (2018-2020) 1. Develop zero waste, closed loop systems where all inputs are either recycled, composted, or reused/ reprocessed/remanufactured locally. 2. Encourage electronic commerce - catalogs (full elimination of decentralized hard copies). 3. Encourage use of e-signatures - e-signatures will be instituted for all campus forms. 4. Increase policy/education and outreach - continuous improvement and utilization of matrix, criteria, and guidelines for more sustainable procurement with an emphasis on vendor selection/ qualification. Increase quality points weighting for sustainability by a minimum of 15%. LONG-TERM GOALS (2021-2025) 1. Carbon neutral, zero emissions generated, through travel/transport/distribution of goods. 2. Create a tier rating system, perhaps based on the U.S. Green Building Council’s LEED model that includes scientifically based, neutral oversight of standards development and effective controls for validity of environmental criteria. 3. Policy/education and outreach-100% UC wide implementation of sustainability practice

SHORT-TERM GOALS (2015-2017) Devise and implement a Strategic Transportation Plan (STP) to get us on a path to reduce commuter related GJG emissions to 40% below 1990 levels by 2025 and 80% below 1990 levels by 2050. The STP will include the following: a. Decrease single occupant vehicle ridership by faculty and staff by 10% (from 2015 baseline) by 2025. b. Decrease single occupant vehicle ridership by 2050, so no more that 30% of all employees and students commute via this mode. c. Fleet purchases – by 2025, have 4.5% of our commuter fleet be ZEV/LEV. d. By 2050, have 30% of our fleet be ZEV/LEV. e. Expand our charging station/alternative fuel infrastructure. f. Expand TDM/TAP participation by 5% over the 2000 baseline. g. Further reduce scope 3 emissions by expanding the use of teleconferencing / web options (pursue desk-top solutions to offset GHG emissions related to business-related travel. h. Provide faculty and staff with incentive programs for alternative fuel vehicles. i. Partner with our local municipalities, MTD, SBCAG, and the county of Santa Barbara to develop an integrated public transit system. j. Develop planning and funding for a north/south bike path, linking the Fairview Plaza – Stowe Park area to campus. k. Create and implement an outreach program aimed at educating faculty and staff on the importance of reducing air travel. Most faculty and staff are unaware that business air travel accounts for 30% of our campus’ total emissions. l. Develop an incentive program for departmental purchases to encourage them to procure alternatively fueled vehicles. m. Secure grant funding and funding strategies to accelerate fleet vehicle replacement and fueling infrastructure for low carbon / zero emission vehicle utilization. n. Attain an alternative fuel fleet mix of 50% and a robust multi advanced fuel infrastructure. o. Utilize advanced drop in biofuels recognized by the CA CEC to have at least a 33% GHG reduction. p. Continue collaboration with Clean Cities and other organizations / agencies to achieve GHG reduction goals. 2. Devise and implement a Strategic Fleet Plan (SFP) in alignment with the Carbon Neutrality Initiative’s goal of Carbon Neutrality of scope one emissions by 2025 by implementing the following: a. 75% of the light and medium duty university purchases will be alternative fuel and/or ultra-efficient vehicles by 2016. b. Leveraging advanced drop in biofuels recognized by the CA-GREET 2.0 (CAARB) to have minimally a 30% GHG reduction compared to gasoline or diesel. c. By 2020, zero emission vehicles or plugin hybrid vehicles shall account for at least 50 percent of all new passenger and light-duty vehicle acquisitions. d. By 2025, zero emission vehicles or plug-in hybrid vehicles shall account for at least 65 percent of all new passenger, light, and medium-duty vehicle acquisitions. e. Secure grant funding and funding strategies to accelerate fleet vehicle replacement and fueling infrastructure needed for low carbon / zero emission vehicle utilization. f. Continue collaboration with Clean Cities and other related organizations / agencies and entities helping to achieve UCSB’s GHG reduction goals. MID-TERM GOALS (2018-2020) 1. Decrease single vehicle ridership by faculty and staff by 35%. 2. Further increase of TAP participation by 35% - 50% (change parking pricing structure to pay as you go). 3. Complete alternative fuel infrastructure and achieve a vehicle fleet mix of 85% utilizing alternative fuels and 50% operating on renewable energy / fuels. 4. Increase training for virtual conferencing and understanding how to virtually communicate and host virtual social events. 5. Reduce air travel 5% from BAU by 2020 in order to reduce emissions by 2,126 MT CO2e annually and save the campus $298,618 annually in avoided travel costs. 6. Extend bike path along Mesa road to Facilities / parking lot 31. 7. Complete bike path linking the Fairview Plaza – Stowe Park area to campus. LONG-TERM GOALS (2021-2025) 1. UCSB’s Strategic Transportation Plan (STP) has met the targets set for 2025. 2. Update STP in regard to the 2050 goals. 3. UCSB’s Strategic Fleet Plan (SFP) has been implemented and challenges overcome. 4. Update SFP to take into account Carbon Neutrality and minimize GHG offsets with an accelerated pathway of on campus or regional projects. 2050 Visionary Goals 1. By 2050, UCSB’s STP is fully implemented and scope three emissions are reduced by 80% of 1990 levels. 2. By 2050, UCSB’s SFP has been fully implemented and has officially achieved the carbon neutrality goal.

SHORT-TERM GOALS (2015-2017) 1. Continue replacing paper towel dispensers with hand dryers. 2. Work with procurement to prioritize the purchase of compostable and recyclable goods in Gateway. 3. Improve waste management/ disposal procedures and protocols for student organizations and events. 4. Expand indoor and outdoor compost programs. 5. Continue to host education workshops regarding source reduction and waste management. 6. Encourage additional research into behavioral economics of waste management. 7. Upgrade waste infrastructure at the Events Center 8. Host first-ever Waste Reduction/ Diversion Challenge in residence halls. 9. Continue to improve waste diversion efforts. 10. Continue to identify additional vendors that may not provide safe work environments for employees. 11. Continue to map outdoor waste receptacles and eliminate unnecessary landfill receptacles where applicable, as well as look into locations where service may be difficult for staff members in an effort to reduce risk of injury. 12. Expand use of reusable hand towels and/or paper towel composting in residence halls. 13. Explore the option of collecting Styrofoam for recycling with NEPCO Inc. 14. Develop additional outreach programs including social media announcements and smart phone apps that provide information on proper waste management efforts, including composting at home, recycling efforts, and procurement tracking. MID-TERM GOALS (2018-2020) 1. Zero Waste: For the purposes of measuring compliance with UC’s zero waste goal, locations need to meet or exceed 95% diversion of municipal solid waste. Ultimately, UC’s zero waste goal strives for the elimination of all materials sent to the landfill by 2020. 2. Reduce packaging material. 3. Improve reuse/ surplus programs through Central Stores. 4. Improve donation efforts for used goods. 5. Establish on-site composting facility. 6. Create a list of suggested purchasing recommendations for labs. LONG-TERM GOALS (2021-2025) 1. Eliminate single-use packaging. 2. Replace existing outdoor receptacles with up-to-date bins. 3. Standardize signage and receptacles for all new and existing buildings throughout campuses and the various entities. 4. Introduce compacting roll-offs for aggregating waste (composting, recycling). 5. Explore options to dispose of organic waste at the local sanitary district. 2050 VISIONARY GOALS 1. Establishment of a trend of continual waste reduction per capita. 2. Aggregate/ manage materials on-site.

SHORT-TERM GOALS (2015-2017) 1. Reduce potable water consumption 12% by March 1, 2016, compared to 2013 baseline. 2. Introduce pool covers at H&RS pools. 3. Continue restroom retrofits with efficient fixtures. 4. Establish a departmental incentive program for water conservation. 5. Recycled water extension for landscaping areas. 6. Establish a fixture audit group/ class. 7. Commit to conserving water and continuing with conservation practices in wet and dry years. 8. Continue building town and gown relationship through constructive engagement and workshops. 9. Look into waterless car wash technology. 10. Pilot the use of recycled water in cooling tower infrastructure. 11. Retrofit existing meters and install real-time metering systems. 12. Update Water Action Plan. MID-TERM GOALS (2018-2020) 1. Recycled water extensions into buildings. 2. Landscape conversions. 3. Gray water laundry to landscape systems in residence halls. 4. Reuse process water on-site. 5. UCOP policy: Reduce per capita potable water use 20% by 2020 (achieved). LONG-TERM GOALS (2021-2025) 1. Removal of Old Gym pool. 2. Indirect and direct potable water reuse partnership with Goleta Water District. 3. Addition of nanofiltration system at Goleta Sanitary District for higher quality recycled water. 2050 VISIONARY GOALS 1. On-site filtration system for blackwater to allow for immediate building reuse.

Long Term Goal: "Incorporate alternative means of transportation to/from and within the campus to improve the quality of life on campus and in the surrounding community. The campuses will continue their strong commitment to provide affordable on-campus housing, in order to reduce the volume of commutes to and from campus."

Putting our capital to work advancing solutions to the world’s most pressing environmental and societal challenges. We have committed to allocating $1 billion over five years to climate change solutions, a decision that was recognized by the White House as part of its Clean Energy Investment Initiative. We are building strategic partnerships with the public sector, with our financial peers, and with industry and academic groups. These strategic partnerships will give us access to new opportunities and magnify our collective voice in the pursuit of sustainability.

SHORT-TERM GOALS (2015-2017) Sourcing and Purchasing 1. UCSB Residential Dining has a goal of purchasing 55% sustainable produce and maintaining 35% overall sustainable food purchases. 2. Develop a marketing campaign to support meatless Mondays and encourage more students to choose meatless options. Partner closely with behavioral scientists on campus to employ the most current knowledge of successful strategies for initiating a culture shift of this type. 3. 20% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/ or are certified humane. 4. Meat options that are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/or are certified humane are highlighted as options in UCen catering and Special Events catering standard menu options. Operations 1. Develop a strategy for identifying food waste and opportunities for redistribution of food before it is wasted. 2. Reduce plastic water bottle sales on campus by 20% from 2015 sales. 3. Work with convenience stores on campus to assess which products have non-recyclable or excessive packaging and identify alternatives to these items. Propose those alternatives to the University Center for consideration. 4. Research the feasibility of reducing the use of paper receipts in campus food service operations through an electronic receipt system or more frequently asking if a receipt is needed. 5. Collaborate with the campus refuse and recycling manager and the University Center to develop ways to better enforce the contract guidelines that restrict the use of Styrofoam in campus restaurants. (Please note: this only affects restaurants who signed leases after the new contract language was added). Education, Outreach, and Best Practices 1. Procure a mobile demonstration kitchen that can be utilized by multiple campus stakeholders for food education. 2. Launch an educational campaign to encourage students to choose more healthy and sustainable options at retail food locations on campus. 3. Launch the Food, Nutrition, Basic Skills Pilot Project with an evaluation element. This program will educate students about procuring and cooking affordable, healthy, and sustainable foods. Students will also learn about budgeting, financial planning, housing choices, and food justice. 4. Secure educational grants to support partnerships between the Isla Vista Food Cooperative and campus stakeholders to increase/ expand co-curricular education programs. 5. Offer more tours for UCSB students to visit local farms, aquaculture, etc. 6. Expand on the labeling of foods in the dining commons. This should include CO2 impacts, overall environmental impact, nutrition facts, where food comes from, water use related to certain food items, and social equity issues (such as who is impacted by the food choices, and labor issues). 7. Identify a labeling system to identify sustainable items being sold in campus retail food locations. Evaluate the feasibility of aligning this labeling system with the labeling in residential dining. Health and Wellness 1. Establish a UCSB guideline for what healthy and nutritious food is with support from multiple partners. 2. Evaluate options for and current barriers to reducing the amount of unhealthy food that is offered in campus retail food facilities. 3. Research how other universities and hospitals statewide and nationally have integrated health standards into leasing contracts for their facilities. Consider whether similar contract language could be applied for leased food service locations at UCSB. Also assess whether it would be possible to give preferences to local or small scale businesses rather than chain stores in on-campus leased spaces. 4. AS Food Bank gains the ability to serve refrigerated items and can expand fresh produce distribution. 5. Increase healthy options in vending machines 6. Post calorie counts of all vending machine items prominently outside of the machine. Food Security 1. Reduce student food insecurity to less than 30% 2. Develop a food security action plan. 3. Identify and secure a new location for the AS Food Bank and future food and wellness center. 4. Expand the number of meal swipes available to be donated to Swipes for Us 5. Develop a survey mechanism to collect annual data on food insecurity of UCSB students, institutionalizing the initial survey done in 2014- 2015. 6. Offer EBT at the Gaucho certified Farmers Market. 7. Ensure that all eateries on campus can accept CalFresh. 8. Hire two part-time staff to provide outreach, advocacy, and application assistance for CalFresh to students. 9. Establish an emergency food service coalition. 10. Identify low-cost sustainable snack items that could be introduced into campus convenience stores and might supplement existing offerings. Once identification is done, propose to the University Center for consideration. Growing Food 1. Draft an edible campus plan which identifies locations on campus where food could be grown on campus. 2. Launch a student-run campus farm that has approval to produce and distribute food to students in need. 3. Develop an operating procedure for aeroponic gardening (also known as vertical gardening) in partnership with UCSB’s Environmental Health and Safety. 4. Identify at least one location where aeroponic gardening could be done on campus and launch a pilot project in that location. 5. Ensure that all Edible Campus Projects are designed with ergonomics and the health of volunteers and workers who will maintain the projects in mind. 6. Integrate students from the Graduate School of Education into gardening and farming projects on campus. 7.Produce at least 25,000 pounds of produce in the 2016-2017 academic year on campus and distribute it to students in need. Broad Partnerships 1. Secure a multi-campus research grant to explore issues related to obtaining food from our oceans. 2. Help to launch the Santa Barbara County Food Action Plan as an advisory board member. After launch, help with execution of the goals. This effort is being led by the Community Environmental Council, the SBC Food Bank, and the SB Foundation MID-TERM GOALS (2018-2020) 1. The University Center seeks to purchase 20% of their food from sustainable sources (per UC Policy). 2. 50% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/or are certified humane. 3. Identify a funding strategy that will match or exceed the student contribution to the AS Food Bank on an ongoing basis. 4. Reduce student food insecurity to less than 20%. 5. Expand the edible campus project to reach 6 total locations. 6. Determine the feasibility of getting existing fruit trees on campus approved for harvesting and distribution (strawberry guavas, etc.). 7. Have a WTF (What the Fruit) fruit bowl in every campus department. 8. Institutionalize the Food, Nutrition, Basic Skills Pilot Project into a regular offering. 9. Develop new student orientation programs geared towards exposing new students to the local food system. 7. Develop an Isla Vista impact group focused on food justice. 8. Reduce plastic water bottle sales on campus by 50% from 2015 sales. 9. Launch a student-run sustainable food cart (Fall 2018.) LONG-TERM GOALS (2021-2025) 1. Offer new academic programs focused on sustainable foods and/or food justice. 2. Reduce student food insecurity to less than 10%. 3. Expand the edible campus project to reach 10 total locations. 4. Produce at least 50,000 pounds of produce annually on campus and distribute it to students in need. 2050 Visionary Goals 1. 50% of all food purchases made by UCSB Residential Dining are sustainable. 2. 90% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grass-fed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/ or are certified humane. 3. A plan is developed to ensure that food insecurity of UCSB students is maintained under 10%. 4. Build or secure access to a full-scale commercial kitchen that can be used for educational programs. Ideally this would be a part of the food and wellness center mentioned in earlier goals. This is needed for many reasons including but not limited to the reason that existing kitchens on campus are overbooked, there is a lack of space for education in existing spaces, and existing kitchens do not meet commercial kitchen standards limiting what can be done in those spaces. 5. Every incoming student is given a financial literacy workshop. 6. Reduce plastic water bottle sales on campus by 90% from 2015 sales. 7. Collaborate with student health to explore how campus gardens and farms could be used as a tool for mental health and healing.

ACADEMICS & RESEARCH "The mission of the Academics and Research Functional Group is to educate and facilitate interaction between faculty, staff, students and the community on issues of sustainability. We intend to create, disseminate, and assess knowledge using sustainable practices through classroom instruction, research, service learning, and visual and performing arts. " Additionally, UCSB has various other sustainability-focused plans: Waste Diversion Plan: The University of California (UC) adopted goals in the Policy on Sustainable Practices to divert 50% of municipal solid waste from landfills by 2008, 75% by 2012, and to generate zero waste by 2020. The UC system requires UC campuses to produce a Waste Diversion Plan that outlines their annual waste data, plans to achieve waste diversion, and zero waste efforts. Water Action Plan: This plan describes past University water usage trends, future projections and ways to further potable water reductions over the next 15 years. Planned reductions focus on implementing multiple conservation and efficiency strategies, including the substitution of recycled water for potable water in a variety of applications. Stormwater Guidance Document: The UCSB Stormwater Management Program Guidance Document serves as a framework for identifying, assigning, and implementing strategies and BMPs (best management practices) intended to reduce the discharge of pollutants from the storm sewer system and protect downstream water quality. It defines a five-year schedule for Stormwater Management Program implementation to comply with the requirements of the State Water Board’s stormwater regulations.

UCSB SUSTAINABILITY MISSION STATEMENT The University of California, Santa Barbara is committed to global leadership for sustainability through education, research, and action. The concept of “sustainability” can be used in many ways, but in the Campus Sustainability Plan (CSP) it is defined as: “Meeting the needs of the present generation, without compromising the ability of future generations to meet their own needs.”

This information is based upon the 2015 Campus Sustainability Plan. A list of all prior Campus Sustainability Plans can be found here: http://www.sustainability.ucsb.edu/plans-reports/