University of Georgia
PA-2: Sustainability Planning

The UGA 2020 Strategic Plan was created as part of its decennial reaccreditation process. The University of Georgia embarked on a long-range planning exercise in spring 2009 to envision what it would look like in the year 2020. Planning related to sustainability is prevalent in the plan, specifically Strategic Direction VII (pages 15-16).

Finance and Administration Strategic Plan: http://sustainability.uga.edu/wp-content/uploads/2016/07/SVPFAStrategicPlan.pdf --demonstrates how the Finance and Administration division of the University of Georgia will support the 2010-2020 UGA Strategic Plan 2010-2015 Office of Sustainability Strategic Plan: http://sustainability.uga.edu/wp-content/uploads/2016/07/Office-of-Sustainability_Strategic-Plan-2015_August2010.pdf --illustrates our office’s commitment to enhance conservation of resources and long-term sustainability at the University of Georgia. UGA 2008 Master Plan (Current): https://www.architects.uga.edu/planning/current-master-plan --The 2008 Master Plan continues to increase the density of buildings on main campus, while also contributing signifigant green space. Enhancements to the core include building renovations to the historic north campus, student life in the central precinct, science facilities on south campus, expansion of the arts and student housing on east campus, and pedestrian improvements throughout.

UGA Sustainability Plan, VII. Education, Research & Service Near-term goals (2015-2020): --Increase the number of curricular and co-curricular sustainability offerings by 10% each over a 2010 baseline. --Offer a Certificate in Sustainability to supplement existing majors with knowledge of human and environmental systems and the complex interactions that exist between them. --Distribute sustainability literacy surveys to incoming and outgoing students to gauge the influence and impact of sustainability-related efforts and to assess social, environmental and economically conscious knowledge and behaviors Mid and long-term goals (2020-2060): --Continue to expand support for faculty integrating sustainability into the curricula through workshops and mini-grants Building on Excellence: UGA 2020 Strategic Plan Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability --Strategic Priority: Integrate sustainability into the student experience through curricular and co-curricular activities both in the classroom and beyond. --Pre-benchmark Activity: Develop a system for identifying and designating courses with a curricular sustainability component. --Benchmark: The number of courses with curricular sustainability component when system is implemented. --Goal: Increase number of courses with curricular sustainability component by10 percent by 2020. --Pre-benchmark Activity: Develop a system for identifying and designating co-curricular experiences with a sustainability component. --Benchmark: The number of available co-curricular experiences with sustainability components when system is implemented. --Goal: Increase number of available co-curricular experiences with sustainability components by 10 percent by 2020.

UGA Sustainability Plan, VII. Education, Research & Service Near-term goals (2015-2020): --Continue to achieve the University’s land-grant mission by serving as a leader in researching, visioning and realizing long-term economic security, ecological integrity and social wellbeing for our state, campuses and diverse communities. --Develop and expand interdisciplinary partnerships to research climate adaptation, resiliency, and change. --Increase participation by undergraduate and graduate students in community service-learning projects which connect UGA research with key challenges to address quality of life issues in Georgia. --Provide additional opportunities for students in experiential research, service, international, and cooperative learning opportunities, integrated with their area of study. --Increase the number of grand challenge research projects supported by UGA --Increase sponsored funding for community-engaged research initiatives with external partners that address key quality-of-life indicators (economic growth, health, and environment) in Georgia and internationally by 10 percent. Mid and long-term goals (2020-2060): --Increase research focused on climate science, solutions, education, and policy that enhance resiliency by establishing structures to effectively support interdisciplinary collaborations.

UGA Sustainability Plan, VII. Education, Research & Service Near-term goals (2015-2020) --Enhance awareness among the campus community concerning energy use, sustainable practices, and individual actions to reduce carbon emissions. --Distribute sustainability literacy surveys to incoming and outgoing students to gauge the ---influence and impact of sustainability-related efforts and to assess social, environmental and economically conscious knowledge and behaviors.

UGA Sustainability Plan, VII. Education, Research & Service Near-term goals (2015-2020) --Increase sponsored funding for community-engaged research initiatives with external partners that address key quality-of-life indicators (economic growth, health, and environment) in Georgia and internationally by 10 percent. Mid and long-term goals (2020-2060) --Expand support to communities in Georgia to build resiliency by providing user-inspired, effective and appropriate adaptation and mitigation strategies, solutions, information, and tools. --Serve as a leading participant in statewide and local transformations to more sustainable practices and technologies.

UGA Sustainability Plan, I. Introduction --This plan establishes aspirational yet attainable targets for reducing greenhouse gas emissions from a fiscal year 2010 baseline over the next 45 years. Additional resiliency goals will be developed and implemented in concert with emissions reduction. --Current Progress (FY14): 8% reduction in greenhouse gas emissions vs. 2010 baseline --Near-term Goal: 20% reduction by 2020 --Mid-term Goal: 40% reduction by 2040 --Long-term Goal: Strive for Carbon Neutrality by 2060

UGA Sustainability Plan, III. Energy Near-term goals (2015-2020) --Update UGA Guidelines for Design and Construction to incorporate, implement, and monitor current sustainable design strategies, including Leadership in Energy and Environmental Design (LEED) and Sustainable Sites Initiative standards when appropriate. Mid-term Goals (2020-2040) --Implement university-wide, building-level energy and water metering to track utilities in real time and quickly identify and diagnose energy and water waste occurrences. --Systematically retro-commission existing buildings to ensure they are working as designed (or better). --Expand the university building energy requirement to include all relevant sections of ASHRAE Standard 189.1, Standard for the Design of High Performance Green Buildings.

UGA Sustainability Plan, III. Energy Near-term Goals (2015-2020) --Expand outreach and education campaigns to foster a culture of sustainability among staff, faculty, and students, promote energy literacy, and provide guidance and tools for reducing energy use through personal behaviors and choices. --Construct up to 3 MW of solar at the UGA Tifton campus. When combined with the 1 MW of solar power on South Milledge Avenue, this will offset approximately 2% of UGA’s conventional electricity usage. --Reduce energy use intensity by 35% from 2010 baseline (note: this exceeds the 2020 Strategic Plan 25% energy reduction goal to maximize reduction of carbon emissions). --Continue to decommission remaining R11 and other aging chillers and shift capacity to more efficient district energy plants. --Update UGA Guidelines for Design and Construction to incorporate, implement, and monitor current sustainable design strategies, including Leadership in Energy and Environmental Design (LEED) and Sustainable Sites Initiative standards when appropriate. --Establish a green labs program which encourages best practices for energy conservation in laboratories. --Replace old and inefficient appliances as part of the Appliance Replacement Initiative Program. --Establish minimum energy efficiency standards for purchased goods including lighting components, appliances, and office equipment. --Implement a university-wide IT energy conservation program. Mid-term Goals (2020-2040) --Reduce energy use intensity by 50% from 2010 baseline. --Supply 12% of overall electricity use with on-site solar PV generation and implement solar thermal water heating in hot water intensive facilities. --Implement university-wide, building-level energy and water metering to track utilities in real time and quickly identify and diagnose energy and water waste occurrences. --Systematically retro-commission existing buildings to ensure they are working as designed (or better). --Expand the university building energy requirement to include all relevant sections of ASHRAE Standard 189.1, Standard for the Design of High Performance Green Buildings. --Expand the use of heat recovery chillers to supply heating hot water and reduce demand on the steam plant. --Decommission all dual-duct and multi-zone air systems that heat and cool air in parallel (Bioscience, Chemistry, Boyd Hall, Science Library). --Implement departmental utility billing to encourage conservation by end users. Long-term Goals (2040-2060) --Reduce energy use intensity by 70% from 2010 baseline. --Supply 25% of overall electricity use with on-site renewable energy generation and purchase at least 20% of remaining electricity demand from renewable sources.

UGA Sustainability Plan, VI. Waste Reduction Near-term Goals (2015-2020) --Purchase 35% of food items served on campus through local and sustainable sources. Mid-term Goals (2020-2040) --Continue to implement purchasing policies and practices to address economic, social and environmental sustainability from supply chain to end use. Long-term Goals (2040-2060) --Embrace cradle-to-cradle thinking in regard to product and material management at UGA and eliminate the generation of waste altogether

UGA Sustainability Plan, V. Land Management Near- and long-term goals (2015-2060) --UGA’s carbon projections anticipate a growth factor of 0.25% increase in forested land per year. --Continue to manage properties around the state for optimal carbon mitigation and sequestration. --Consider additional property acquisitions to increase forested land holdings. --Increase campus green space envisioned in the UGA Physical Campus Master Plan. --Manage and expand tree canopy for optimal health and coverage by planting new and replacing sick or dying trees with long living native species. --Replace non-priority turf grass areas with native plant species. --Implement green roofs and water collection and reuse systems where feasible. --Expand Integrated Pest Management and minimize the use of synthetic chemical herbicides, pesticides and fertilizers to the greatest extent possible. --Replace aging landscape equipment with electric and energy efficient models and incorporate biofuels when appropriate to reduce fossil fuel use.

UGA Sustainability Plan, III. Energy Near-term goals (2015-2020) --Replace old and inefficient appliances as part of the Appliance Replacement Initiative Program. --Establish minimum energy efficiency standards for purchased goods including lighting components, appliances, and office equipment. Long-term Goals (2040-2060) --Supply 25% of overall electricity use with on-site renewable energy generation and purchase at least 20% of remaining electricity demand from renewable sources UGA Sustainability Plan, VI. Waste Reduction Near-term Goals (2015-2020) --Develop and adopt sustainable purchasing standards, starting with high-use and high-impact items. --Provide training and educational resources to assist UGA employees in making sustainable purchasing decisions. --Purchase 35% of food items served on campus through local and sustainable sources. Mid-term Goals (2020-2040) --Continue to implement purchasing policies and practices to address economic, social and environmental sustainability from supply chain to end use.

UGA Sustainability Plan, IV. Transportation Near-term goals (2015-2020) --Begin transition of Campus Transit fleet from diesel to electric while retiring pre-2007 vehicles. --Promote awareness among the University community of the environmental, human health, and economic impacts of transportation choices. --Improve bicycle facilities, including the expansion ofbike lanes and routes on campus, as outlined in the comprehensive UGA Bike Study. --Install covered bike storage and shower facilities in new buildings. --Expand bike sharing and bike recycling / donation programs. --Achieve Bicycle Friendly University status from the League of American Bicyclists. --Continue to partner with Athens-Clarke County and the Oconee Rivers Greenway Commission to expand the greenway trail network. --Decrease the prevalence of single occupancy vehicles on campus through enhanced alternative transportation infrastructure, programs and incentives. --Expand transit service to additional UGA facilities on College Station Road and S. Milledge Avenue. --Establish car share and ride share opportunities for students, faculty and staff. --Install electric vehicle chargers in each parking deck on campus. --Encourage teleconferencing instead of driving, and driving instead of flying to events within a 6-hour range if attendance is necessary. --Enhance participation in the UGA Costa Rica Study Abroad Carbon Offset Program to offset UGA air travel. Mid-term Goals (2020-2040) --Implement fuel economy standards for all university-owned vehicles, and increase the number of alternative-fueled vehicles in the service and rental fleets. --Fully integrate electric vehicle charging infrastructure on campus. --Continue to decrease the prevalence of single occupancy vehicles on campus through expanded infrastructure, programs and incentives. --Cooperate with Athens-Clarke County and other transportation authorities to plan and build the greenway network and enhanced infrastructure along commuter and rail corridors to facilitate bicycle commuting. --Develop a local emissions offset program comparable to the UGA Costa Rica Study Abroad Carbon Offset Program. --Incentivize and facilitate purchase of airline emissions offsets for faculty, staff, and student air travel. Long-term Goals (2040-2060) --Continue to develop a connected, pedestrian-centered campus. --Maintain a zero emission bus fleet. --Establish a commuter rail with trail program along railroad corridors on UGA property

UGA Sustainability Plan, VI. Waste Reduction Near-term Goals (2015-2020) --Establish “zero waste” communications campaigns targeting all UGA students, faculty, staff and administration to promote education, awareness and action to reduce waste. --Develop and adopt sustainable purchasing standards, starting with high-use and high-impact items. --Provide training and educational resources to assist UGA employees in making sustainable purchasing decisions. --Install convenient single-stream recycling stations inside all campus facilities. --Provide composting options in 50% of UGA facilities. --Institutionalize waste-free events at UGA. --Partner with UGA Athletic Association to eliminate waste inside event venues and significantly reduce exterior waste associated with sporting events. --Expand the UGA Material Reuse Program to salvage, reuse &/or recycle a minimum 65% of debris from in-house construction and renovation projects. --Promote and expand proper sharing of state property, materials, furniture and equipment through social media and other outlets. --Invest in efficient, reliable equipment and processes to support collection, transport, reuse, recycling and composting of materials. --Purchase 35% of food items served on campus through local and sustainable sources. Mid-term Goals (2020-2040) --Continue to implement purchasing policies and practices to address economic, social and environmental sustainability from supply chain to end use. --Institutionalize composting options in every UGA facility. --Implement zero waste operations resulting in a 90% reduction in landfilled materials as compared to 2010 baseline. --Drastically reduce or eliminate waste generated during all types of UGA events. Long-term Goals (2040-2060) --Embrace cradle-to-cradle thinking in regard to product and material management at UGA and eliminate the generation of waste altogether.

Building on Excellence: UGA 2020 Strategic Plan Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability --Strategic Priority (g): Demonstrate a commitment to sustainability through reduced potable water usage, decreased waste, and increased use of sustainable and locally grown foods. --Benchmark: The level of potable water usage in 2010-2011. --Goal: Reduce potable water use by 40 percent by 2020.

Building on Excellence: UGA 2020 Strategic Plan Strategic Direction I: Building on Excellence in Undergraduate Education --"Further, students must be encouraged to expand their understanding of diversity to include differences in race, gender, nationality, religion, socioeconomic and cultural background, sexual orientation, and experience. Our students must learn to interact with those different from themselves and recognize and appreciate the contributions of all peoples to our global community." --Strategic Priority: Increase matriculation, retention, and graduation rates among a diverse undergraduate student population. --Underrepresented Groups: Increase the recruitment, retention, and graduation rates of diverse students, with emphasis on those who are historically underrepresented. --Benchmark 1: The percentage of historically underrepresented groups in the undergraduate population in 2010-2011. --Goal 1: Increase the percentage of historically underrepresented groups in the undergraduate population by 2020. --Benchmark 2: The retention rates of students from historically underrepresented groups in 2010-2011. --Goal 2: Increase the retention rates of students from historically underrepresented groups by 2020. --Benchmark 3: The graduation rates of students from historically underrepresented groups in 2010-2011. --Goal 3: Increase the graduation rates of students from historically underrepresented groups by 2020. Strategic Direction II: Enhancing Graduate and Professional Programs --Strategic Priority (b): Increase total graduate and professional student enrollment as a percentage of total enrollment and simultaneously increase the diversity of the graduate and professional student population. --Benchmark: The percentages of enrolled graduate and professional students within total enrollment in 2010-2011. --Goal: Increase the percentage of enrolled graduate and professional students by 25 percent by 2020. --Benchmark: Percentage of underrepresented groups (racial, socio-economic, cultural) in graduate and professional populations in 2010-2011. --Goal: Increase the percentage of underrepresented groups in the graduate and professional populations by 20 percent by 2020. Strategic Direction V: Improving Faculty Recruitment, Retention, and Development --Strategic Priority (d.1): Achieve faculty and staff diversity to serve the University and more richly educate UGA students. --Benchmark: The level of diversity among faculty from historically underrepresented groups in 2010. --Goal: Increase the level of diversity of the faculty in historically underrepresented groups levels by 2020. --Strategic Priority (d.2): Provide enhanced financial and other resources to recruit and retain diverse faculty and staff. --Benchmarks: The level of financial and other resources available to recruit and retain diverse faculty and staff in 2010-2011. --Goal: Increase allocation of financial and other resources to recruit and retain diverse faculty and staff by 2020. Affordability: Strategic Direction I: Building on Excellence in Undergraduate Education --Strategic Priority (f.1): Provide for the success of all students through financial and academic support.; Scholarship Funding: Increase existing institutionally supported scholarship and funding opportunities. --Benchmark 1: The level of scholarship funding in 2010-2011. --Goal 1: Increase the level of scholarship funding by 2020.

Building on Excellence: UGA 2020 Strategic Plan Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability --Strategic Priority: Enhance the coordination, support, and awareness of the University’s sustainability efforts by establishing a coordinating body to lead efforts, increasing endowments for sustainable activities and promoting campus sustainability efforts. --Benchmark: The level of endowment funds for sustainable activities in 2010-2011. --Goal: Increase the endowment for sustainable activities by 25 percent by 2020.

UGA Vice President for Finance and Administration Strategic Plan 2011-2021 (revised 2014) Goal #4: Provide the expertise and programs required to support the University’s strategic direction to recruit, retain and develop the best faculty members and extend those efforts in support of the staff as well. (This complements UGA Strategic Direction V – Improving Faculty Recruitment, Retention and Development, from Building Excellence, UGA 2020 Strategic Plan) Action Steps: --Recruit, retain and support advancement opportunities for a more diverse faculty and staff. --Acting in a trusted advisor role, provide the senior administration with long-term forecasts of retirements, emphasizing: 1) on the academic side, their impact on faculty productivity and research funding; and 2) on the administrative/staff side, their impact on institutional memory and leadership. --Engage with senior administrators centrally as well as in academics, research, and public service and outreach to develop succession plans. --Offer training programs to enable staff members to enhance their skills and perform at ever-increasing levels as administrative systems and responsibilities evolve. --Explore methods of revamping the University’s compensation plan in preparation for future action to combat salary compression. --Strive to support and enhance employee morale during a time when budget reductions have negatively affected staffing levels and the ability to offer monetary rewards for performance. --Advise senior administrators on programs to enable faculty and staff to feel more engaged in the mission of the institution.

The UGA 2020 Strategic Plan incorporates sustainability throughout and specifically in Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability, http://oap.uga.edu/uploads/sp/UGA_Strategic_Plan_2020_October_30_2012.pdf. *Note: Our Sustainability Plan serves as our Climate Action Plan.