| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 70.01 |
| Liaison | Cindy Shea |
| Submission Date | July 18, 2014 |
| Executive Letter | Download |
University of North Carolina at Chapel Hill
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
4.00 / 4.00 |
Cindy
Shea Sustainability Director Sustainable Carolina |
"---"
indicates that no data was submitted for this field
None
Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
| Current and Formal Plans (Yes or No) | Measurable Objectives (Yes or No) | |
| Curriculum | Yes | Yes |
| Research (or other scholarship) | Yes | Yes |
| Campus Engagement | Yes | Yes |
| Public Engagement | Yes | Yes |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | Yes | Yes |
| Energy | Yes | Yes |
| Grounds |
Yes
Date Revised: Aug. 15, 2014
|
Yes
Date Revised: Aug. 15, 2014
|
| Purchasing |
Yes
Date Revised: Aug. 15, 2014
|
Yes
Date Revised: Aug. 15, 2014
|
| Transportation | Yes | Yes |
| Waste | Yes | Yes |
| Water | Yes | Yes |
| Diversity and Affordability | Yes | Yes |
| Health, Wellbeing and Work |
No
Date Revised: Aug. 15, 2014
|
No
Date Revised: Aug. 15, 2014
|
| Investment |
No
Date Revised: Aug. 15, 2014
|
No
Date Revised: Aug. 15, 2014
|
| Other | --- | --- |
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A brief description of the plan(s) to advance sustainability in Curriculum:
UNC strives for interdisciplinarity in teaching, research, and engagement and to extend Carolina's global presence in teaching, research, and public service. Strategies suggested to provide a transformational academic experience include the expansion of the first year seminar program and re-engineered lecture courses on major problems and issues of the world. A copy of the Academic Plan can be found here: http://academicplan.unc.edu/
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
Notable progress within the last 2 years:
-A fund was established for hiring new faculty in applied physical sciences.
-The College of Arts and Sciences secured $500,000 for curriculum innovations in introductory biology, chemistry, and physics.
-Center for Global Initiatives awarded $22,000 in curriculum development grants for global, water-related topics.
-A new Energy and Climate course is taught by faculty from environmental studies, marine sciences, and physics.
-Interdisciplinary and engaged scholarship are now considered in faculty tenure and promotion reviews.
-UNC has extensive partnerships with universities around the world and has one of the highest study abroad participation rates among all public universities. More than 1/3 of UNC undergraduates study abroad in over 70 countries.
-Undergraduate enrollment has grown 20% since a 2008 reorganization of the multidisciplinary Curriculum for the Environment and Ecology (graduate ecology program, undergraduate degrees in environmental sciences and studies & sustainability minor).
-In response to student demand, the number of energy-related courses is growing.
-In 2013, 32% of the MBA class completed the Sustainable Enterprise concentration (versus 19% in 2010), and 82% of the graduating class took at least one sustainable enterprise elective.
-Kenan-Flagler Business School was ranked 7th globally for Sustainability in Bloomberg BusinessWeek's MBA rankings in 2013
-Several academic programs require sustainability-related courses in order to graduate. Sustainability literacy assessment was developed by the Sustainability Office.
-Global Sustainability Symposium brings together local and global experts from UNC, Duke, and beyond annually.
-Certificates are available in International Development and International Health Disparities.
None
Accountable parties, offices or departments for the Curriculum plan(s):
-UNC Academic Plan Steering Committee
-UNC Center for Faculty Excellence
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
Within UNC's Academic Plan, UNC strives for interdisciplinarity in teaching, research, and engagement and to extend Carolina's global presence in research. See Theme 3 of the Academic plan- "The opportunity to research and teach from a collaborative standpoint offers faculty, staff, and students the chance to engage in exploratory boundary-crossing research to discover new and productive solutions to challenges and problems, and to open new pathways in scholarship." :http://academicplan.unc.edu/
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Research plan(s):
UNC's academic plan calls for expanded "support for undergraduate research and engaged scholarship. The Office for Undergraduate Research and its Summer Undergraduate Research Program should be expanded to at least 100 students per summer, as recommended in the Quality Enhancement Plan.We should enhance the current infrastructure of the Office for Undergraduate Research and increase the Graduate Mentor Award program, which supports graduate students who supervise and facilitate undergraduate research and scholarship. Research-intensive courses (currently over 160 per year) that are taught in collaboration with Graduate Research Consultants (GRCs) should continue to increase. In addition, the large, multidisciplinary lecture courses proposed previously (see Recommendation 1.B) should involve GRCs from multiple areas of the University and create the opportunity for graduate and undergraduate students to connect for future work. We support the collaboration between the Office for Undergraduate Research and the Center for Public Service to facilitate additional engaged research projects. http://academicplan.unc.edu/theme1.php
Date Revised: Aug. 15, 2014
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Accountable parties, offices or departments for the Research plan(s):
Vice Chancellor for Research; Office for Undergraduate Research
Date Revised: Aug. 15, 2014
None
A brief description of the plan(s) to advance Campus Engagement around sustainability:
An outgrowth of the 2011 Academic Plan, UNC’s two year pan-campus theme, “Water In Our World,” calls for the University and all of its members and resources to mobilize around a common issue facing our society, which in this case is water. The significance of water as the selection for Carolina’s first attempt at a campus-wide effort is encapsulated in the following quote by Secretary of State Hillary Clinton in which she comments: “In the United States, water represents one of the great diplomatic and development opportunities of our time. It’s not every day you find an issue where effective diplomacy and development will allow you to save millions of lives, feed the hungry, empower women, advance our national security interests, protect the environment, and demonstrate to billions of people that the United States cares, cares about you and your welfare. Water is that issue.”
From its inception, driving forces advocating for this theme have included UNC’s Global Research Institute, UNC Global, and the Institute for the Environment, and the Water Institute at UNC. A formal proposal was presented to the Faculty Council in November 2011 by Jamie Bartram and Larry Band that served as the impetus for the two-year campus water theme. The proposal received unanimous approval in December 2011 and plans have been underway ever since that time.
In presenting such an ambitious project, there are several objectives which University administrators hope to achieve, including:
--Extending the University’s traditional role as a force for greater equity and scholarly progress.
--Bringing community together around a common purpose and creating meaningful external partnerships.
--Enhancing interdisciplinary research and practice, and in turn, Carolina’s reputation as a premier research university.
--Making major breakthroughs in the study of water.
--Setting the stage for future pan-campus themes at UNC.
--Creating lasting legacies beyond the two-year period.
The external perception and anticipation for an undertaking of this magnitude is also incredibly high as evidenced in a quote by Charles Fishman, author of the book entitled “The Big Thirst,” where he writes: “If it comes off as envisioned, the frank ambition of the two-year effort will be to make UNC-CH a global center of water expertise and innovation, to do for water what, for instance, Stanford does for Silicon Valley.”
Leadership of this theme is being directed by Jamie Bartram, director of the UNC Water Institute and a professor in the Gillings School of Global Public Health, and Terry Rhodes, Senior Associate Dean for Fine Arts & Humanities in the College of Arts & Sciences. Under their guidance is a steering committee composed of faculty, staff, administrators, students, and community leaders from a wide array of disciplines which helps in highlighting the nature of this theme as an interdisciplinary effort. Click on the Steering Committee tab at the top of the page for more information on the Water Theme co-chairs and membership of the aforementioned steering committee.
http://watertheme.unc.edu/background/
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
Progress:
-As the first-ever, three-year, pan-campus theme, “Water In Our World" is bringing academic collaboration and engagement to a new level. Course development grants are introducing the water theme into a broad range of classes and resident and guest speakers are addressing the many dimensions of water in our lives.
-In 2013, Carolina Science Cafe (free) and "What's the Big Idea?" lecture series offered water-related lectures and discussions.
-Water-related art: A multifaceted art exhibit that challenged the viewer to consider the implications of an evolving water environment, "info-sculpture" by environmental studies and art students, and an interactive visual research piece by Journalism students ("100 Gallons"). The latter is a continuation of the award-winning Powering a Nation initiative and was nominated for an Emmy Award.
-The Environmental Finance Center delivers interactive, applied training programs and technical assistance to address the financial aspects of community environmental protection and service delivery.
-Active Living by Design is a national leader in fostering healthy communities. (Projects include farmer's markets, community gardens, walking and biking paths, Healthy Food Systems project, and a new WalkBikeNC plan.)
-Carolina Green Pledge takers commit to sustainable behaviors and attending sustainability-related enrichment opportunities.
-New Student Orientation features green residence hall shopping and packing tips, a sustainability social, and campus sustainability features tours.
-2,600 subscribers follow news, events, and job postings on the Sustainability Listserve.
-Green Labs help researchers reduce the environmental impact of labs.
-Green Games competition among residence halls promotes sustainability awareness.
-Carolina Green Event Certification help event organizers generate zero waste.
-Workshops help participants learn about sustainability goals at UNC, become Green Events certified, and lead a Workplace Sustainability Assessment.
-We have at least 9 Sustainability-related student organizations.
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Accountable parties, offices or departments for the Campus Engagement plan(s):
-"Water In Our World" Steering Committee
-Curriculum for the Environment & Ecology
-Environmental Finance Center
-Global Research Institute
-Institute for the Environment
-The Water Institute
-The Sustainability Office
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A brief description of the plan(s) to advance Public Engagement around sustainability:
Engaged scholarship is a primary theme of the Academic Plan. Recommendations include:
--Recognize and reward engaged scholarship and activities.
--Include engaged scholarship and activities in tenure and promotion criteria for tenure-track and fixed term faculty.
--Encourage and support students' engaged scholarship and activities.
--Recognize and reward the staff's contributions to engagement.
--Expand the purview of the Carolina Center for Public Service
--Launch a UNC-Chapel Hill Engagement Council.
--Facilitate and connect existing engagement initiatives and develop new ones.
Engagement and engaged scholarship flourish in our public service and instructional centers (such as the Ackland Art Museum, Friday Center, North Carolina Botanical Garden, and Morehead Planetarium and Science Center) and in research centers that have strong public service missions (e.g., the Sheps Center and the Institute for the Environment). Although these units promote engagement activities among many faculty, staff, and students, greater coordination among them would benefit all concerned. Moreover, growing interest in engaged scholarship and activities has generated a number of new opportunities that should be publicized and supported. These initiatives include:
Community-Campus partnerships. The University should expand its support for and commitment to community-campus partnerships while fostering participation from faculty and students across campus in similar partnerships, such as a shared digital library between Carolina, high-school libraries, and county libraries throughout the state.
The Chancellor's Roadmap for Innovation and Entrepreneurship (released October, 2011) promotes opportunities for engagement among faculty, staff, and students, and seeks to provide resources for engaged scholarship. The Academic Plan's implementation committee and the Roadmap's implementation group should work together to ensure that many forms of engaged scholarship are encouraged, recognized, and rewarded across campus.
The Campus Y. The Campus Y has been the center of social justice and social entrepreneurship on campus for 150 years. The University should support the expansion of the Y's social entrepreneurship mission and collaborations with other engagement centers on campus.Document and publicize Carolina's engagement activities.
Source: http://academicplan.unc.edu/theme5.php
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
Progress:
-The Institute for Global Health and Infections Diseases partnered with P&G Children's Safe Drinking Water Program to deliver the 5 billionth liter of clean water to families in Malwai.
-For the last 13 years, Institute for the Environment (IE)'s Center for Environmental Modeling for Policy Development has hosted an international Community Modeling and Analysis System conference and training program for hundreds of scientists and policy makers.
New financing strategies, community engagement practices, and analytic tools are taking sustainability knowledge to all corners of the the state and to locations around the world.
-IE and NC Department of Environment and Natural Resources provide 3-day professional development programs for teachers that focus on water, energy, and climate in NC.
-The Development Finance Initiative partners with local governments and nonprofit organizations to attract private investment to economically distressed communities.
-More than 550 people registered for the 34th UNC Minority Health Conference and hundreds more watched from 60 broadcast sites in the US and Canada.
-The Community-Campus Partnership forges links with economically distressed communities in NC, and up to 5 fellowships are awarded annually for projects with an academic connection that employ innovative, sustainable approaches to complex social needs.
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Accountable parties, offices or departments for the Public Engagement plan(s):
-Institute for the Environment
-The Center for Public Service
None
A brief description of the plan(s) to advance sustainability in Air and Climate:
As a charter signatory of the American College and University Presidents’ Climate Commitment, UNC has taken a leadership role in implementing strategies to reduce greenhouse gas emissions and the impacts of climate change. UNC’s Climate Action Plan focuses on improving energy supply, transportation, energy conservation, green development, purchasing and recycling, and offsets.
Goals:
• Climate neutral by 2050
• Reduce GHG emissions to year 2000 levels by 2020, after expanding campus square footage by more than 50%
Source: UNC Climate Action Plan:
http://www.climate.unc.edu/Portals/Climate/Reports/UNC%20Chapel%20Hill%20CAP%20Final.pdf
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
Progress:
12% reduction in building-related (scope 1 and scope 2) greenhouse gas emissions since the 2008 peak
A new 1,000 kilowatt generator at Carolina North converts gas from the Orange County landfill into electricity for the grid. The University and Orange County negotiated the Landfill Gas Recovery Agreement in 2009 as a way to reduce carbon emissions, provide a revenue stream to Orange County, and advance UNC’s carbon-neutrality goals. The University sells the electricity to Duke Energy and plans to ultimately use the waste heat for buildings at Carolina North. During the first five months of operation, the facility used 42 million cubic feet of landfill gas, which contains about 50% methane. The same amount of landfill gas was flared. Together, these activities kept 60 million pounds of CO2 from entering the atmosphere.
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Accountable parties, offices or departments for the Air and Climate plan(s):
UNC Energy Services, Greenhouse Gas Specialist
None
A brief description of the plan(s) to advance sustainability in Buildings:
UNC has invested more than $2.3 billion in capital improvement projects since 2000 and expanded the square footage on campus by 58%. This 6.8 million square feet of new space was made possible by a statewide bond referendum, private gifts, and non-state sources. New LEED certified lab buildings for genome sciences and oral health sciences were completed in 2012. The former Bell Tower parking lot now includes enhanced pedestrian access, the new Genome Sciences Building, a renovated campus chiller plant, a parking garage, and a stormwater management system below a new campus green.
Goal:
• All new buildings achieve minimum LEED Silver performance standards
- all new buildings reduce energy and water consumption by 30% relative to code
Source: UNC Design Guidelines http://www.eis.facilities.unc.edu/DesignGuidelines.aspx
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Buildings plan(s):
Progress:
• 100% of new, academic buildings accepted since 2011 are certified LEED Gold.
New design guidelines, more robust analytics, and rigorous commissioning reduce the energy and water use in new buildings and provide work and study spaces that foster productivity, collaboration, and health
.
The new 210,000 square foot Genome Sciences Building consists of office and classroom spaces and research facilities, including greenhouses. The building features a green roof, high-performance glazing, and integrated shading devices. The concrete exterior is thermally efficient, eliminates the need for a finish application, and contains slag waste from steel mills.
The 216,000 square foot Koury Oral Health Sciences building contains lecture halls, research space, and a 105-seat simulation laboratory that provides students the opportunity to practice their clinical skills. A daylit, five-story atrium with a café and ample seating serves as the social and event hub and is wrapped by the façades of new and existing buildings. A green roof manages stormwater and a medicinal garden provides an educational landscape.
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Accountable parties, offices or departments for the Buildings plan(s):
Facilities Operations, Planning, and Design
None
A brief description of the plan(s) to advance sustainability in Dining Services/Food:
Committed to providing healthy and flavorful food, Carolina is working to procure more of its food from local and organic producers. Sustainable food products support the long-term health of ecosystems, consumers, and local economies.
Goal:
• Increase purchases of local and third party-certified, sustainable food products that meet Real Food Challenge criteria.
Carolina Dining Services and partnering faculty provide academic credit to students for identifying food purchases that meet Real Food Challenge criteria. When students and staff identify cost-effective alternatives for products not in compliance, CDS switches suppliers. The Real Food Challenge criteria are available here: http://calculator.realfoodchallenge.org/help/resources
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
Progress:
• 25% of food purchased by Carolina Dining Services (CDS) is obtained from within 250 miles of campus or is third party certified
• 13% of food purchased by Carolina Dining Services (CDS) is obtained from within 250 miles of campus or is third party certified and does not contain empty calories (e.g. soda, donuts) or come from a concentrated animal feeding operation
Carolina Dining Services (CDS) purchases a wide variety of local, organic, humanely-raised, and third party certified food to serve in the dining halls and at special events. Some of the regularly featured sustainable options include: grass-fed beef, cage-free eggs, local pork sausage, organic yogurt, and American Humane Certified chicken. For a sustainable dining experience outside of the residential dining halls, the menu at 1.5.0., located on Lenoir Mainstreet, is comprised of primarily local and third party certified food offerings.
None
Accountable parties, offices or departments for the Dining Services/Food plan(s):
Carolina Dining Services
None
A brief description of the plan(s) to advance sustainability in Energy:
Building-related energy demand accounts for 79% of GHG emissions and makes up the biggest piece of the campus carbon footprint, while representing a big opportunity for savings. The Energy Management department spearheads energy and water saving initiatives.
Goal:
• 30% reduction in energy use per square foot by 2015 relative to 2003
Sources: UNC Chapel Hill Energy Policy http://sustainability.unc.edu/Portals/Sustainability2009/Documents/Energy%20Policy%20Approved%202009.pdf
State of North Carolina Utility Savings Initiative
http://portal.ncdenr.org/web/deao/ea/utility-savings-initiative
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Energy plan(s):
Progress:
• 33% reduction in energy use per square foot since 2003, avoiding $183 million in cumulative energy costs. Campus square footage increased 38% over the same period. Many of the new buildings are energy-intensive research laboratories.
The Energy Conservation Measures Program is an existing building commissioning effort utilizing in-house labor, outside contractor support, and minimal funding to achieve low cost energy savings. Analyzing and upgrading over 10 million square feet of building space since 2009 has resulted in almost 30% (weather normalized) energy savings and avoided $22 million in energy expenditures. This program, a subset of total energy saving projects, focuses on heating and cooling systems in existing buildings.
-A self-assessed $4 per semester student fee funds energy efficiency and renewable energy projects. During student elections in 2013, 83% of students voted to make this fee permanent, thus providing a recurring $200,000 a year funding stream. The Renewable Energy Special Projects Committee (RESPC), a student-government appointed and membership organization, appropriates the funds. More than $1.6M of projects have been supported since the fund’s inception in 2004.
-To better leverage its money, the student-managed Renewable Energy Special Projects Committee (RESPC) launched a revolving loan fund. Monies collected from the green energy fee are lent to auxiliary business units, such as dining halls, residence halls, and the student union, interest-free. The loan recipients are required to pay back only 90% of the loan amount and the repayment schedule starts a year after the energy saving measure is installed. Lenoir Dining Hall was the first customer and used the loan to purchase Energy Star appliances and LED lighting in the renovated second floor.
None
Accountable parties, offices or departments for the Energy plan(s):
-UNC Energy Management
-Renewable Energy Special Projects Committee (RESPC)
None
A brief description of the plan(s) to advance sustainability in Grounds:
The Landscape Heritage and Plant Diversity Task Force was appointed by the Chancellor at a time of rapid campus growth and charged with devising “criteria and guidelines for the preservation, protection, and development of Carolina’s landscape plantings.” The guidelines, inventories, descriptions, and lists contained in the task force report “will enable all levels of decision-makers at Carolina:
• To identify the heritage trees and groves, significant trees and landscapes, and landmark spaces.
• To guide the siting of new buildings before designs are approved.
• To help ensure sound design of new and renovated landscapes.
• To protect significant existing trees and shrubs during construction.
Source: Landscape Heritage and Plant Diversity Task Force
http://maps.unc.edu/guidelinespdf/heritagelandscape.pdf
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Grounds plan(s):
Pursuant to recommendations made by the Landscape Heritage and Plant Diversity Task Force, UNC:
• Adopted a formal tree protection plan, including a tree replacement fund
• Developed district-specific planting guidance for landscape designers
• Developed hardscape guidelines for the placement of bike racks and recycling facilities, pedestrian circulation, and streetscapes.
Sources:
Landscape Heritage and Plant Diversity Task Force Report
http://maps.unc.edu/guidelinespdf/heritagelandscape.pdf
UNC Design Guidelines
http://www.eis.facilities.unc.edu/DesignGuidelines.aspx
Date Revised: Aug. 15, 2014
None
Accountable parties, offices or departments for the Grounds plan(s):
Grounds Services; Facilities Planning
Date Revised: Aug. 15, 2014
None
A brief description of the plan(s) to advance sustainability in Purchasing:
Plan: Executive Order 156 calls on state agencies to procure goods and services that have a lesser or reduced effect on human health and the environment, including products made wholly or in part from recycled materials.
Source: Executive Order 156
http://infohouse.p2ric.org/ref/03/02221.pdf
Date Revised: Aug. 15, 2014
None
The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
Progress:
- In 2013, the University purchased 87 tons of post-consumer recycled paper. For a portion of the year UNC’s contracted office supplier offered 100% post-consumer recycled paper for the same price as 30% recycled because of overstock at the mill. The electronic procurement website defaults most virgin paper purchases to 30% recycled.
-The UNC Men’s Basketball team periodically wears uniforms made from recycled plastic bottles. The jerseys are made from at least 96% recycled polyester, while the shorts are made from 100% recycled polyester. Twenty-two bottles go into making each uniform.
None
Accountable parties, offices or departments for the Purchasing plan(s):
UNC Procurement Services
None
A brief description of the plan(s) to advance sustainability in Transportation:
University-funded air travel, student and employee commuting, and UNC-owned vehicles contribute 18% of the University’s total GHG emissions. Programs to improve mass transit and multi-modal transportation options and increase the use of alternative fuels drive Carolina’s transportation strategies.
Goals:
• Reduce reliance on single occupant vehicles and fossil fuels
• 20% reduction in petroleum use relative to 2005
Sources: UNC Development Plan
http://www.facilities.unc.edu/PlansPolicies/DevelopmentPlan
Town of Chapel Hill Bike Plan
http://www.townofchapelhill.org/index.aspx?page=2145
The same consultant is finalizing the UNC Chapel Hill Bike Master Plan.
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Progress:
• 49% of employees and 84% of students arrive on campus via a means other than a single-occupant vehicle
• 23% petroleum use reduction in campus vehicle fleet since 2005
- The Chapel Hill Transit (CHT) fare-free system provides more than 7 million rides annually and offers real-time, online bus locators to reduce waiting time for riders. Funded primarily by UNC student and employee transit fees, as well as the Towns of Chapel Hill and Carrboro, CHT is the second largest transit system in North Carolina serving a 160 square mile service territory.
- The University’s first bicycle share program, Tar Heel Bikes, was launched by students in August 2012. Tar Heel Bikes provides 30 bicycles for free, short-term loan to residents of Hinton James, Ehringhaus, Morrison, and Craige. During the first semester, 3,400 total check-outs demonstrated an enthusiastic response. After a two-year pilot phase, the program will be evaluated for potential expansion.
- Ride Sharing programs: Zipcar is a subscription-based service that enables member departments and individuals to check-out eight cars parked on campus for a low hourly rate. Zimride is a free, web-based ride-matching system made available by the Department of Public Safety. Students can find rides home during school breaks, and commuters can search multiple attributes associated with potential carpooling partners.
- Alternative fuels, synthetic lubricants, and more efficient vehicles have reduced Carolina’s annual petroleum consumption by 23% relative to 2005. The fleet contains 277 flex-fuel vehicles that use a blend containing 85% ethanol, 24 diesel vehicles that run on a B20 blend containing 20% vegetable oil, and 27 neighborhood electric vehicles that replaced old gasoline-powered vehicles. Carolina displaced 91,600 gallons of petroleum last year. Over the last five years, the University has avoided using 400,750 gallons of petroleum.
- The first three Level 2 electric vehicle charging stations are installed at the Cobb and Kenan Flagler parking decks and the Facilities Services Building. The University plans to add three more stations in FY 2014. A new fee structure for parking permits covers electric vehicle owners seeking access to these dedicated spaces.
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Accountable parties, offices or departments for the Transportation plan(s):
- UNC Parking and Public Safety, Transportation Demand Manager
- UNC Facilities Services, Business Operations
None
A brief description of the plan(s) to advance sustainability in Waste:
Plan: Executive Order 156 calls on state agencies to help achieve the State’s solid waste reduction goal of 40%
Goal: Reduce waste going to landfill via campus-wide sustainable materials management practices and individual behavior change
Source: Executive Order 156
http://infohouse.p2ric.org/ref/03/02221.pdf
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
A comprehensive indoor and outdoor recycling and composting program captured 42% of campus discards in FY 2013. In addition to bottles, cans, and paper, the Office of Waste Reduction and Recycling (OWRR) now collects #2 and #5 plastic tubs. Paper, the largest component of the office waste stream, no longer needs to be separated by type. All recyclable paper may now be placed in the mixed paper bin. All bins on campus have been relabeled to reflect these changes. Food waste from UNC dining halls, catering, and several high volume Green Events venues, including the School of Government, the Botanical Garden, and the FedEx Global Education Center, is picked up regularly by OWRR and Brooks Contractors. The pre- and post-consumer food waste is turned into a nutrient-rich soil amendment at Brooks Contractors’ Goldston processing facility.
None
Accountable parties, offices or departments for the Waste plan(s):
Office of Waste Reduction and Recycling
None
A brief description of the plan(s) to advance sustainability in Water:
Investments in reclaimed water, harvested rainwater, and water efficiency have reduced Carolina’s potable water use. A comprehensive stormwater management program improves the quality of runoff to local streams through new practices and infrastructure.
Goal:
• 20% reduction in potable water consumption per square foot relative to 2003
Sources:
NC Utility Savings Initiative
http://portal.ncdenr.org/web/deao/ea/utility-savings-initiative/general-statutes
UNC Design Guidelines
http://www.eis.facilities.unc.edu/DesignGuidelines.aspx
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Water plan(s):
Progress:
• 45% reduction in potable water consumption per square foot since 2003
• 59% reduction in potable water consumption per square foot since 2000
New reclaimed water system, extensive rainwater harvesting, aggressive efficiency measures, and leak detection account for the decrease. Alternative supply sources account for the greatest savings.
None
Accountable parties, offices or departments for the Water plan(s):
UNC Energy Services
UNC EHS Stormwater Compliance
None
A brief description of the plan(s) to advance Diversity and Affordability:
The University of North Carolina at Chapel Hill ranks as the number one value in American public higher education because it offers students high-quality academics at an affordable price.
Goals:
• Enable all qualified students to enroll at Carolina regardless of their ability to pay.
• Meet 100% of students’ financial need.
• Keep tuition as “free as practicable” and in the bottom quartile among Carolina’s 10 public peers.
• Recruit and retain faculty, staff, and students from targeted minority populations.
Source:
Affordability guidelines adopted by the Board of Governors, Board of Trustees, Office of Scholarships and Student Aid and cited in the 2013 Campus Sustainability Report http://www.sustainability.unc.edu/Portals/Sustainability2009/CampusSustainabilityReport2013final.pdf
Date Revised: Aug. 15, 2014
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
Progress:
• UNC meets 100% of the need for all eligible financial aid applicants.
• 96% of undergraduates receiving financial aid received need-based scholarship or grant aid.
• Even with tuition increases, the debt burden of undergraduates is lower now (in adjusted dollars) than it was in 2000, and the proportion of a student’s need met with grants is higher. Average need-based loan is $4,529 for full time undergraduates.
• Tuition and fees at Carolina rank lowest among its 10 public peer institutions.
• 19% of incoming students are the first in their families to attend college.
• 35% of the student body is non-white.
Strategies:
• Use a share of tuition proceeds: 38% of each campus-based tuition increase is reserved for financial aid.
• Provide generous grant aid: During 2013, more than 2,000 students received need- and merit-based scholarships.
• Share profits from campus auxiliary services: Proceeds from the sale of trademarked UNC merchandise and annual profits from Student Stores and campus vending help fund financial aid. As a top ten royalty earner, UNC generated $3.89 million in trademark revenue in 2013.
• Targeted recruitment and scholarship programs encourage students from all
backgrounds to enroll and succeed at UNC.
None
Accountable parties, offices or departments for the Diversity and Affordability plan(s):
UNC Scholarships and Student Aid
UNC Diversity and Multicultural Affairs
None
A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
Committed to supporting employees as they strive to improve their overall health and wellness and pursue opportunities for professional development, Carolina offers recreational programs and training and development opportunities.
None
The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
-The Work Well, Live Well Expo for employees features interactive exhibits on nutrition, fitness, recreation, and other aspects of a healthy lifestyle. Attendees can obtain free health screenings, take fitness classes, and watch healthy cooking demonstrations.
-Recreation memberships for University employees are only $150 annually. Employees at the Nursing School have access to an onsite fitness center. At the School of Public Health, two walkstations enable employees to walk while conducting one-on-one meetings or working at adjustable-height desks. Staff at Active Living by Design walk-the-talk by participating in an office-wide recreational activity every Friday afternoon. Miles of campus walkways are increasingly connected to adjacent greenways, including new ones at the Carolina North property.
None
Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
UNC Human Resources- Work/Life and Wellness Office
None
A brief description of the plan(s) to advance sustainability in Investment:
Not pursuing
Date Revised: Aug. 15, 2014
None
The measurable objectives, strategies and timeframes included in the Investment plan(s):
not pursuing
Date Revised: Aug. 15, 2014
None
Accountable parties, offices or departments for the Investment plan(s):
not pursuing
Date Revised: Aug. 15, 2014
None
A brief description of the plan(s) to advance sustainability in other areas:
n/a
None
The measurable objectives, strategies and timeframes included in the other plan(s):
n/a
None
Accountable parties, offices or departments for the other plan(s):
n/a
None
The institution’s definition of sustainability:
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None
Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes
None
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
UNC System Sustainability Policy:
“Therefore, it is the policy of The University’s Board of Governors (the “Board”) that The University, including General Administration, the constituent institutions, and affiliated entities, shall establish sustainable development and resource management, or “sustainability” as a core value of institutional operations, planning, capital construction, and purchasing practices.”
None
The website URL where information about the institution’s sustainability planning is available:
Data source(s) and notes about the submission:
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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.