| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 69.87 |
| Liaison | Kevin Kirsche |
| Submission Date | June 22, 2021 |
University of Georgia
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 4.00 |
Kevin
Kirsche Director of Sustainability Office of Sustainability |
"---"
indicates that no data was submitted for this field
Part 1. Measurable sustainability objectives
Academics
Yes
A list or sample of the measurable sustainability objectives related to academics and the plan(s) in which they are published:
UGA 2025 Strategic Plan
https://strategicplan.uga.edu/
--UGA 2025 Strategic Goal 1.1: Expand experiential learning opportunities for all students. Finance and Administration Unit Goal (Facilities Management Division): Facilitate the use of campus as a living laboratory for experiential learning by creating natural, social and built environments that support student learning and research while addressing real world challenges.
--UGA 2025 Strategic Goal 1.2: Enhance training, support, and recognition for all who provide instruction. Finance and Administration Unit Goal (Facilities Management Division): Enhance training, support, and recognition for all who provide innovative sustainability-focused instruction.
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 by 10 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 - Education, Research & Service
--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
https://strategicplan.uga.edu/
--UGA 2025 Strategic Goal 1.1: Expand experiential learning opportunities for all students. Finance and Administration Unit Goal (Facilities Management Division): Facilitate the use of campus as a living laboratory for experiential learning by creating natural, social and built environments that support student learning and research while addressing real world challenges.
--UGA 2025 Strategic Goal 1.2: Enhance training, support, and recognition for all who provide instruction. Finance and Administration Unit Goal (Facilities Management Division): Enhance training, support, and recognition for all who provide innovative sustainability-focused instruction.
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 by 10 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 - Education, Research & Service
--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
Engagement
Yes
A list or sample of the measurable sustainability objectives related to engagement and the plan(s) in which they are published:
UGA 2025 Strategic Plan
https://strategicplan.uga.edu/
STRENGTHENING PARTNERSHIPS WITH COMMUNITIES ACROSS GEORGIA AND AROUND THE WORLD
3.1 Increase collaborative, community-focused research, scholarship, technical assistance, and training in Georgia, across the nation, and world.
3.2 Strengthen UGA’s role in economic development across the State, with a particular emphasis on underserved communities.
3.3 Broaden opportunities for students to engage with the diversity of communities in Georgia and across the nation and world on locally identified needs and issues.
3.4 Develop high-impact global partnerships that engage and support UGA areas of research and service excellence.
3.5 Strengthen communication regarding how UGA sustainably supports and benefits communities through research, teaching, and public service.
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.
2015 UGA Sustainability Plan - Education, Research & Service
--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.
https://strategicplan.uga.edu/
STRENGTHENING PARTNERSHIPS WITH COMMUNITIES ACROSS GEORGIA AND AROUND THE WORLD
3.1 Increase collaborative, community-focused research, scholarship, technical assistance, and training in Georgia, across the nation, and world.
3.2 Strengthen UGA’s role in economic development across the State, with a particular emphasis on underserved communities.
3.3 Broaden opportunities for students to engage with the diversity of communities in Georgia and across the nation and world on locally identified needs and issues.
3.4 Develop high-impact global partnerships that engage and support UGA areas of research and service excellence.
3.5 Strengthen communication regarding how UGA sustainably supports and benefits communities through research, teaching, and public service.
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.
2015 UGA Sustainability Plan - Education, Research & Service
--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.
Operations
Yes
A list or sample of the measurable sustainability objectives related to operations and the plan(s) in which they are published:
UGA 2025 Strategic Plan
https://strategicplan.uga.edu/
--UGA 2025 Strategic Goal 2.3: Align the human and physical capital of the University to expand the research enterprise and fuel innovation and entrepreneurship at all levels of the organization. Finance and Administration Unit Goal (Facilities Management Division): Support research, innovation, and interdisciplinary collaboration through the design, construction, operation, and maintenance of campus facilities and infrastructure to develop innovative solutions to grand challenges.
Building on Excellence: UGA 2020 Strategic Plan
Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability
b. Strategic Priority: Demonstrate a commitment to reducing fossil fuel use, thereby reducing the University’s carbon emissions.
c. Strategic Priority: 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.
f. Strategic Priority: Encourage the further development and use of mass transportation to and on campus.
g. Strategic Priority: Demonstrate a commitment to sustainability through reduced potable water usage, decreased waste, and increased use of sustainable and locally grown foods.
h. Strategic Priority: Develop and implement a process for evaluating opportunities for on-site renewable energy in capital projects.
2015 UGA Sustainability Plan, III. Energy
--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.
https://strategicplan.uga.edu/
--UGA 2025 Strategic Goal 2.3: Align the human and physical capital of the University to expand the research enterprise and fuel innovation and entrepreneurship at all levels of the organization. Finance and Administration Unit Goal (Facilities Management Division): Support research, innovation, and interdisciplinary collaboration through the design, construction, operation, and maintenance of campus facilities and infrastructure to develop innovative solutions to grand challenges.
Building on Excellence: UGA 2020 Strategic Plan
Strategic Direction VII: Improving Stewardship of Natural Resources and Advancing Campus Sustainability
b. Strategic Priority: Demonstrate a commitment to reducing fossil fuel use, thereby reducing the University’s carbon emissions.
c. Strategic Priority: 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.
f. Strategic Priority: Encourage the further development and use of mass transportation to and on campus.
g. Strategic Priority: Demonstrate a commitment to sustainability through reduced potable water usage, decreased waste, and increased use of sustainable and locally grown foods.
h. Strategic Priority: Develop and implement a process for evaluating opportunities for on-site renewable energy in capital projects.
2015 UGA Sustainability Plan, III. Energy
--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.
Administration
Yes
A list or sample of the measurable sustainability objectives related to administration and the plan(s) in which they are published:
UGA Diversity and Inclusive Excellence Plan
https://diversity.uga.edu/about/inclusive_excellence_plan/
PRIORITIES AND GOALS:
Priority #1: Building an inclusive living/learning environment that supports access and success for diverse students
Goal 1.1: Increase enrollment of underrepresented students at undergraduate and graduate levels
Goal 1.2: Increase need-based student scholarships for undergraduate and graduate education
Goal 1.3: Expand resources to promote inclusive learning environments
Goal 1.4: Expand mentorship for underrepresented students
Priority #2: Recruiting and retaining a diverse workforce to advance our mission in the 21st century
Goal 2.1: Increase the number of underrepresented faculty, staff, postdoctoral fellows, graduate assistants, and student workers
Goal 2.2: Expand community building programs and activities for faculty, staff, graduate assistants, and postdoctoral fellows, with a particular focus on underrepresented populations
Goal 2.3: Expand support and recognition for faculty and staff diversity and inclusion efforts
Priority #3: Expanding partnerships and outreach to strengthen diverse communities
Goal 3.1: Increase institutional visibility in the educational pipeline of underserved communities
Goal 3.2: Build awareness of partnerships and outreach with diverse communities
Goal 3.3: Expand experiential learning opportunities for students in rural Georgia and other underserved areas
Goal 3.4: Improve and expand communications with community partners regarding the university’s diversity and inclusive excellence commitment
UGA 2020 Strategic Plan: Strategic Direction V
1. Strategic Priority: 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.
https://diversity.uga.edu/about/inclusive_excellence_plan/
PRIORITIES AND GOALS:
Priority #1: Building an inclusive living/learning environment that supports access and success for diverse students
Goal 1.1: Increase enrollment of underrepresented students at undergraduate and graduate levels
Goal 1.2: Increase need-based student scholarships for undergraduate and graduate education
Goal 1.3: Expand resources to promote inclusive learning environments
Goal 1.4: Expand mentorship for underrepresented students
Priority #2: Recruiting and retaining a diverse workforce to advance our mission in the 21st century
Goal 2.1: Increase the number of underrepresented faculty, staff, postdoctoral fellows, graduate assistants, and student workers
Goal 2.2: Expand community building programs and activities for faculty, staff, graduate assistants, and postdoctoral fellows, with a particular focus on underrepresented populations
Goal 2.3: Expand support and recognition for faculty and staff diversity and inclusion efforts
Priority #3: Expanding partnerships and outreach to strengthen diverse communities
Goal 3.1: Increase institutional visibility in the educational pipeline of underserved communities
Goal 3.2: Build awareness of partnerships and outreach with diverse communities
Goal 3.3: Expand experiential learning opportunities for students in rural Georgia and other underserved areas
Goal 3.4: Improve and expand communications with community partners regarding the university’s diversity and inclusive excellence commitment
UGA 2020 Strategic Plan: Strategic Direction V
1. Strategic Priority: 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.
Part 2. Sustainability in institution’s highest guiding document
Yes
The institution’s highest guiding document (upload):
Website URL where the institution’s highest guiding document is publicly available:
Which of the following best describes the inclusion of sustainability in the highest guiding document?:
Minor theme
Optional Fields
Website URL where the institution's sustainability plan is publicly available:
Does the institution have a formal statement in support of sustainability endorsed by its governing body?:
---
The formal statement in support of sustainability:
---
The institution’s definition of sustainability:
The just and ethical integration of social, environmental, and economic solutions to ensure that all people can thrive, both now and in the future.
https://sustainability.uga.edu/office-of-sustainability/about/
https://sustainability.uga.edu/office-of-sustainability/about/
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Pan-Canadian Protocol for Sustainability | No |
| SDG Accord | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | No |
| The Talloires Declaration (TD) | Yes |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | --- |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
---
Website URL where information about the institution’s sustainability planning efforts is available:
---
Additional documentation to support the submission:
---
Data source(s) and notes about the submission:
The UGA 2025 Strategic Plan incorporates sustainability themes and sustianability is explicitly referenced in the UGA Finance and Administration 2025 Strategic Plan, the Faciltiies Management Division 2025 Strategic Plan, and other unit-specific 2025 strategic plans.
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: The 2015 UGA Sustainability Plan also serves as UGA's Climate Plan.
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: The 2015 UGA Sustainability Plan also serves as UGA's Climate Plan.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.