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

UCSB has two overarching strategic plans. The 2007-2025 Strategic Academic Plan and the Long Range Development Plan (LRDP). The Academic Plan is the highest guiding document for curriculum and research. The campus’ academic and associated resource priorities are guided by the Academic Plan. The Strategic Academic Plan also serves to guide the Long Range Development Plan (LRDP). The Long Range Development Plan is the highest level plan for campus planning and design. The LRDP shapes the vision for the campus design, future buildings, campus operations, and associated resource priorities. Four campus-wide interdisciplinary themes were identified in the formation of the Academic Plan and three of those four center around sustainability. This includes the environment; global and international issues; and the academy and society At the beginning of the LRDP, UCSB could house 33 percent of our student population. By the end of the LRDP, UCSB plans to house 50% of the student population. The LRDP also includes housing for approximately 1,000 additional staff/faculty. This additional housing reduces distance traveled for commuting and creates more affordable options. For more information, about our Campus Sustainability Plan, Climate Action Plan, Water Action Plan, and Waste Management Plan, please see the notes section. The original sustainability goals were outlined in the 2013 Campus Sustainability Plan (CSP). The CSP is a living document and is reviewed annually to consider progress and to ensure that the goals stay relevant to our current work and climate. Goals listed in this report were updated using the 2016-2017 annual report on the Campus Sustainability Plan.

2016-2017 Annual Report to the Chancellor http://www.sustainability.ucsb.edu/wp-content/uploads/Annual-Chancellor-Report-2017_Final.pdf UC Sustainable Investment Framework: http://www.ucop.edu/investment-office/_files/sustainable-investment-framework.pdf Water Action Plan http://www.sustainability.ucsb.edu/wp-content/uploads/UCSB-Water-Action-Plan-2017_Final_Draft_v3.docx Water Diversion Plan http://www.sustainability.ucsb.edu/wp-content/uploads/2013UCSB-WasteDiversionPlan_FINAL.pdf

The following objectives were taken from the current 2015/2016 Campus Sustainability Plan: 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. Launch a speakers’ bureau for UCSB faculty doing research on sustainability. 5. 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. 6. Pilot a workshop series on infusing sustainability into curriculum through the UC Carbon Neutrality Initiative as an expansion of the New Leaf program. 7. 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. 8. Launch a student achievement award in sustainability which has the potential to recognize the work of student activists, researchers, and interns. 9. 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. Develop a climate change student peer educators’ program. 5. Explore the feasibility of implementing a new minor in environmental justice. Long-Term Goals (2021-2025) 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. Visionary Goals (2050) 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.

The following objectives are taken from the Current 2015/2016 Campus Sustainability Plan: 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. Visionary Goals (2050) 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.

The following objectives are taken from the current 2015/2016 Campus Sustainability Plan: 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 enter UCSB with at least basic skills regarding sustainable living. 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.

The following objectives are from the current Campus Sustainability Plan: Short-Term Goals (2015-2017) 1. 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. 2. 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. 3. Develop signs to be displayed on all MTD buses, advertising the partnership to expand service. 4. Continue our Facebook, Twitter, and Instagram campaign. 5. Continue collecting data for impressions of the public relations campaign. 6. Maintain and enhance the UCSB Sustainability website. 7.Develop streamlined program for donating old lab equipment to low-income K-12 schools. 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. Work closely with Sustainable University Now (SUN) and other local organizations to ensure information is being passed to them about campus sustainability efforts.

The following objectives are taken from the current 2015/2016 Campus Sustainability Plan: Short-Term Goals (2015-2017) 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. Visionary Goals (2050) 1. Achieve Scope III carbon neutrality.

From the Built Environment section of the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 1. Complete pilot programs in Physical Sciences Building North and further document campus approved measures for Laboratory Ventilation Standards. 2. Develop administrative and communications procedures for LVWG to review all ventilation designs for laboratory renovations and new construction, and to respond to incoming ventilation-related work orders. 3. Document UCSB’s understanding of all code considerations relevant to laboratory ventilation to share with peers on other campuses and with design teams. Mid-Term Goals (2020-2022) 1. Incorporate updated Lab Ventilation Management practices into additional laboratory buildings. Long-Term Goals (2023-2025) 1. Establish a fully-integrated campus-wide Lab Ventilation Management program/policy. 2. Obtain, in collaboration with other UCs, a Cal/OSHA variance for the safe operation of low-flow fume hoods.

The following objectives are from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 1. 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. 2. 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. 3. Complete energy benchmarking analysis for all buildings larger than 4,000 square feet to identify current baseline building energy consumption. 4. 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. 5. Complete solar thermal installations at five existing residence halls. 6. Complete data room inventory for campus. 7. Engage the off campus community as well as students, staff, and faculty in the revision of the UCSB Climate Action Plan. 8. 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. 9. Establish a policy to divest from coal and tar sands. 10. Sign the Climate Resiliency Pledge via Second Nature. 11. Explore the possibility of divesting from all fossil fuels. Mid-Term Goals (2020-2022) 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. 2023-2025 LONG-TERM IMPLEMENTATION PLAN 1. Achieve carbon neutrality in Scopes I and II greenhouse gas emissions. 2. Divest from all fossil fuel companies. Visionary Goals (2026-2050) 1. Achieve Scope III carbon neutrality

The following objectives are taken from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) Sourcing and Purchasing 1. UCSB Residential Dining has a goal of purchasing 55% sustainable produce and maintaining 35% overall sustainable food purchases. Operations 1. 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. 2. Reduce plastic water bottle sales on campus by 20% from 2015 sales. 3. 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. 4. 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 Practice Sharing 1. Secure educational grants to support partnerships between the Isla Vista Food Cooperative and campus stakeholders to increase/expand co-curricular education programs. Health and Wellness 1. Evaluate options for and current barriers to reducing the amount of unhealthy food that is offered in campus retail food facilities. 2. Research how 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. 3. Increase healthy options in vending machines. Food Security 1. Reduce student food insecurity to less than 30%. 2. Identify low-cost sustainable snack items that could be introduced into campus convenience stores to supplement existing offerings. Once identification is done, propose to the University Center for consideration. Growing Food 1. Launch a student-run campus farm that has approval to produce and distribute food to students in need. 2.Produce at least 25,000 pounds of produce in the 2017-2018 academic year on campus and distribute it to students in need. Mid-Term Goals (2020-2022) 1. The University Center seeks to purchase 20% of their food from sustainable sources (per UC Policy). 2. Ensure that 50% of meat purchases by UCSB Residential Dining (other than fish and seafood) are certified by the American Grassfed 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. 7. Increase amount of fresh produce distributed through the AS Food Bank to 50,000 pounds annually. 8. Have a WTF (What the Fruit) fruit bowl in every campus department. 9. Institutionalize the Food, Nutrition, and Basic Skills Pilot Project into a regular offering. 10. Develop new student orientation programs geared towards exposing new students to the local food system. 11. Develop an Isla Vista impact group focused on food justice. 12. Reduce plastic water bottle sales on campus by 50% from 2015 sales. 13. Launch a student-run sustainable food cart (Fall 2018). 2023-2025 LONG-TERM IMPLEMENTATION PLAN 1. Offer new courses 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. Visionary Goals (2026-2050) 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 Grassfed Association, are Animal Welfare Approved, meet the requirements of the Global Animal Partnership (steps 3 and higher) and/or are certified humane. 3. Develop a plan 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. 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.

The following objectives are from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 1. Convert remaining areas to reclaimed water from potable water as appropriate and as funding allows (on-going). 2. Continue to incorporate bioswales and water infiltration into all projects on campus (on-going). 3. Generate report on fuel and herbicide use by different management groups, in order to measure progress on conversion to reduced herbicide use and reduced local emissions. 4. Complete conversion of low efficiency to high efficiency sprinkler heads (ongoing). 5. Assess GHG sequestration potential of campus landscapes. 6. Remove grass from bike path roundabouts to reduce water use (on-going). 7. Assess the opportunities and constraints of integrating an ‘Edible Campus Program” on campus with consideration of integrated pest management issues (on-going). 8. Seek ways to support the newly formed American Indian and indigenous Gardens Alliance (AIIGA), a student group through the office of student life within the framework of other best management practices for campus landscapes (on-going). 9. Grounds and CCBER will work with CalPirg group on identifying goals for becoming a Bee Safe community. 10. Convert 15 acres of random turf plots to non-turf (e.g. mulch) to conserve resources for unnecessary turf (34% reduction) 11. Make Campus Flora and Tree inventory available to public via new App for My Tree Keeper 12. Replace Nassella tenuissima at BREN and SSRB with natives or other sustainable plants Mid-Term Goals (2020-2022) 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), Perwinkle (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 spp), Fennel (Foeniculum vulgare), Myoporum tree (Myporum laetum), Sour Grass (Oxalis pes caprae), Harding Grass (Phalaris aquatic), Castor bean (Ricinus communis), Giant Reed (Arundo) donax, Salt Cedar (Tamarix spp). c. Only plant non-natives where needed; remove all volunteers. Seek to manage to reduce the spread of Kikuyu grass (Pennesetum clandestinum) (used in lawns) and Canary Island Date Palm (Phoenix canariensis) as feasible; trim fruits regularly of Mexican fan palm (Washingtonia robusta) d. Encourage campus landscape architects not to specify these species adjacent to wetlands. 2. Develop a system where campus students, staff and faculty can more easily report irrigation system malfunctioning through social media. 3. Continue to seek strategies for reducing the use of herbicides and pesticides on campus in support of campus’s integrated pest management system. Long-Term Goals (2023-2025) 1. Expand signage throughout campus (similar to the lagoon signage) so that campus can build on its role as a curated botanic garden. Visionary Goals (2026-2050) Be a leader in landscape sustainability through diversity of programs 1. Explore the potential to balance campus greenhouse gas emissions with the ability of campus plantings to sequester greenhouse gasses within the framework of 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 Protect native landscapes that preserve the natural heritage of coastal California native diversity and support wildlife and natural ecosystem functions

The following objectives are taken from the current 2015/2016 Campus Sustainability Plan: 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% post-consumer 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 practices in UC business and investment strategies.

The following objectives were taken from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 1. Implement Bike Share for campus. 2. Create a Campus Bicycle Master Plan. 3. Complete deployment of folding electric bike pilot program. 4. Devise and implement a Strategic Transportation Plan (STP) to get us on a path to reduce commute-related and business travel GHG 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 15/16 baseline) by 2025. b. Decrease single occupant vehicle ridership by 2050, so no more than 30% of all faculty, staff, 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 desktop 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. (We received the TGIF funds at the end of 15/16, but implementation will happen in 16/17) 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. Our fleet is currently 40% alt fuel, however 20% of the fleet are E85 (flex-fuel) vehicles. Our current challenge is that E85 is not available in the Santa Barbara area at this time. o. Utilize advanced drop-in biofuels (renewable gasoline & renewable diesel - by definition, these fuels reduce carbon emissions by more than 50%) 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. 5. 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 35.5 mpg by 2016, 85% and 38 mpg by 2020, and 95% and 40 mpg by 2025. b. 15% Light-duty purchases to be Electric or Plug-In Hybrid by 2020, and 50% by 2025. c. 50% medium and heavy duty purchases to be alternative fuel and/or Electric or Plug-in Hybrid by 2020 and 75% by 2025. d. 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. e. By 2020, zero emission vehicles or plug-in hybrid vehicles shall account for at least 50% of all new passenger and light-duty vehicle acquisitions. f. By 2025, zero emission vehicles or plug-in hybrid vehicles shall account for at least 95% of all new passenger, 50% of light-duty vehicles, and 75% medium and heavy-duty vehicle acquisitions. g. Secure grant funding and funding strategies to accelerate fleet vehicle replacement and fueling infrastructure needed for low carbon / zero emission vehicle utilization. h. Continue collaboration with Clean Cities and other related organizations / agencies and entities helping to achieve UCSB’s GHG reduction goals. Mid-Term Goals (2020-2022) 1. Decrease single vehicle ridership by faculty and staff by 35% from 2015/16 baseline (via the annual mode split). 2. Further increase of TAP participation by 35% - 50% (change parking pricing structure to pay as you go) 3. Complete alternative fuel infrastructure. 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. 8. Continue collaboration with Clean Cities and other related organizations / agencies and entities helping to achieve UCSB’s GHG reduction goals. Long-Term Goals (2023-2025) 1. Update Strategic Transportation Plan to address new short, mid, and 2050 goals and climate neutrality with an accelerated pathway of on campus or regional projects. 2. Decrease single occupant vehicle ridership by faculty and staff by 10% (from 2015 baseline) by 2025. 3. Fleet purchases – by 2025, have 4.5% of our commuter fleet be ZEV/LEV. 4. By 2025, zero emission vehicles or plug-in hybrid vehicles shall account for at least 95% of all new passenger, 50% of light-duty, and 75% of medium and heavy-duty vehicle acquisitions. Visionary Goals (2026-2050) 1. Reduce our commuter and business travel emissions to 80% of 1990 levels by 2030. 2. Decrease single occupant vehicle ridership, so no more than 30% of all faculty, staff, and students commute via this mode. 3. Have 30% of our fleet be ZEV/LEV. 4. Achieve Scope 3 carbon neutrality goal.

The following objectives were taken from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 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 educational 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 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. 11. Expand use of reusable hand towels and/or paper towel composting in residence halls. 12. Develop additional outreach programs including social media announcements and smartphone apps that provide information on proper waste management efforts, including composting at home, recycling efforts, and procurement tracking. 13. Continue to update campus waste infrastructure. 14. Improve education and outreach regarding UC 2020 Zero Waste Goal. Mid-Term Goals (2020-2022) 1. Meet the UC System wide Zero Waste Goal by 2020. UC defines Zero Waste as meeting or exceed 90% diversion of municipal solid waste. 2. Reduce packaging material by 25% 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 (2023-2025) 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. Visionary Goals (2026-2050) 1. Establishment of a trend of continual waste reduction per capita. 2. Aggregate/ manage materials on-site.

The following objectives were taken from the 2016-2017 Annual Sustainability Report to the Chancellor: Short-Term Goals (2017-2019) 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 internship or class project. 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. 13. Continue the expansion of the recycled water infrastructure. Mid-Term Goals (2020-2022) 1. Recycled water extensions into buildings. 2. Landscape conversion to mulch - Identifying turf areas that are underutilized and do not serve a functional purpose. Many lawns are identified by having a large perimeter but small surface area. 3. Install gray water laundry-to-landscape systems in residence halls. 4. Reuse Process Waste - Capturing condensate from air handling units and utilizing that water for non-potable water needs, such as make-up water for cooling towers or irrigation. Long-Term Goals (2023-2025) 1. Removal of Old Gym pool. 2. Indirect and direct potable water reuse partnership with Goleta Water District. 3. Addition of Nano filtration system at Goleta Sanitary District for higher quality recycled water. Visionary Goals (2026-2050) 1. On-site filtration system for blackwater (contains the pathogens of faeces and the nutrients of urine that are diluted in the flushwater) to allow for immediate building reuse.

The following objectives are taken from the current 2015/2016 Campus Sustainability Plan: Short-Term Goals (2015-2017) 1.Ensure that internship, educational, and funding opportunities are shared with underrepresented groups on campus. 2. Ensure that when there are opportunities to give feedback on campus planning projects, underrepresented communities are asked for advice and guidance. 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.AS Food Bank gains the ability to serve refrigerated items and can expand fresh produce distribution. 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. Mid-Term Goals (2018-2020) 1.Identify a funding strategy that will match or exceed the student contribution to the AS Food Bank on an ongoing basis. 2. Reduce student food insecurity to less than 20% Long-Term Goals (2021-2025) 1.Reduce student food insecurity to less than 10%.

The following are taken from the current 2015/2016 Campus Sustainability Plan: Short-Term Goals (2015-2017) 1. 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. Long-Term Goals (2021-2025) 1. Policy/education and outreach-100% UC wide implementation of sustainability practices in UC business and investment strategies The following is taken from the Sustainable Investment Framework: " We are taking actions to be part of the solution. Joining with others to strengthen our voice. The Office of the Chief Investment Officer of the Regents is a signatory of the United Nations Principles for Responsible Investment (“PRI”) and is participating in a number of additional collaborative initiatives, including the Ceres’ Investor Network on Climate Risk and CDP. 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. "

The following objectives are taken from the 2015-2017 Campus Sustainability Plan: Short-Term Goals (2015-2017) 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. 7. Identify and secure a new location for the AS Food Bank and future food and wellness center. 8. Launch on educational campaign to encourage students to choose more healthy and sustainable options at retail food locations on campus. 9.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. 10. . Ensure that all Edible Campus Projects are designed with ergonomics and the health of volunteers and workers who will maintain the projects in mind. 11. Ensure that all Edible Campus Projects are designed with ergonomics and the health of volunteers and workers who will maintain the projects in mind. Mid-Term Goals (2021-2025) 1.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. 2.Every incoming student is given a financial literacy workshop.

The following objectives were taken from the current 2015/2016 Campus Sustainability Plan regarding Lab, Shops, and Studios: Short-Term Goals (2015-2017) 1. Continue to track best practices in student health centers and clinics and support Student Health in continuing to seek new measures to improve sustainability in their operations. 2. Launch of the laboratory composting pilot. This was designed last academic year and will launch this year. 3. Assist UC in development of a statewide checklist for New and Renovated Laboratory Spaces. 4. Develop and launch a Plug Load Monitoring Pilot Study in collaboration with Facilities Management, with possibilities for an equipment replacement program. 5. Develop streamlined program for donating old lab equipment to low-income K-12 schools. 6. Replace a significant fraction of single-pass cooling systems for laboratory condensers by assisting laboratories with funding support and sharing information. 7. Expand lab coat and PPE reuse/recycling programs on the campus, in particular targeting students in science courses. 8. Enabled 20% of laboratory groups at UCSB to have a LabSYNC assessment. 9. Collaborate with Bren School Sustainability Committee to determine the feasibility of styrofoam alternatives as well as reuse, and recycling strategies. Mid-Term Goals (2018-2020) 1. Continue to research alternative disposal methods for laboratory specific waste streams. 2.. Expand recycling infrastructure in laboratory buildings. 3.. Get a program in place for cost-sharing of energy-efficient replacement equipment. 4.. Enable 30% of laboratory groups at UCSB to have a LabSYNC assessment. Long-Term Goals (2021-2025) 1. Enable 50% of laboratory groups at UCSB to have a LabSYNC assessment. 2. Procurement standards to be in place for major instrument types, such as cold storage, autoclaves, etc. 2050 VISIONARY GOALS 1. Develop broad standards for procurement of environmentally preferable laboratory supplies and equipment at the campus and/or UC level. These standards should address energy and water efficiency, toxic reduction, waste management, durability, and fair labor practices to the extent possible.2. Divert the majority of laboratory consumables from landfill at end of life.

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.”

The information above is taken from the 2015 Campus Sustainability Plan. If applicable, the most recent information regarding sustainability goals was updated using the 2017 Annual Sustainability Report to the Chancellor. This report is created once a year to take inventory of accomplished goals related to sustainability and address future objectives. UCSB’s Campus Sustainability Plan (CSP) was passed in 2013 and provides short-term, mid-term, long-term, and visionary goals to guide UCSB toward sustainability. These timelines focus on social justice, economics, and the environment to the year 2025 and beyond. The CSP commits UCSB to meet the needs of the present generation without compromising the ability of the future generations to meet their own needs. With this central idea, the plan strives to ensure that all students, faculty, and staff understand the interconnectedness of the three pillars of sustainability.