Overall Rating Silver
Overall Score 56.23
Liaison Jim Walker
Submission Date June 14, 2018
Executive Letter Download

STARS v2.1

University of Texas at Austin
PA-2: Sustainability Planning

Status Score Responsible Party
Complete 3.50 / 4.00 Jim Walker
Director of Sustainability, Financial, and Administrative Services
University Operations
"---" indicates that no data was submitted for this field

Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
Yes

A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:

The first UT Austin Sustainability Master Plan was adopted in 2016. As a part of a family of planning and policy documents, the Sustainability Master Plan lays out goals, strategies, and outcomes across operational, academic, and cultural areas.

The Campus Master Plan effort early on recognized that sustainability had to be integrated throughout the principles of the plan.

From the Introduction of Sustainability Strategies in the Campus Master Plan:
"The university can achieve sustainability over the long term only if it addresses competing demands on three fronts—environmental, economic, and social. The recommendations attempt to balance human health and well-being, the economic costs and benefits associated with sustainable practices, and environmental concerns. The recommendations are intended to be realistic and to combine environmental responsibility with economic practicality, but also to encourage innovation and inspire a broad change in thinking. Changes are intended to parallel the increased awareness of sustainability in society at large (181)."

From Integration of Sustainability into the Planning Process of Sustainability Strategies in the Campus Master Plan:
"The overarching sustainability goals of this master planning process are to contribute to the resilience of the campus’s built environment, natural environment, society, and economy. The decisions made in projects today will affect the ability of future generations to meet their needs. This approach stems from the belief that the most creative and enduring solutions across the full spectrum of design challenges will emerge from a strong foundation in sustainability—the “triple bottom line” of the social, environmental, and economic conditions unique to each project. As a result, the master planning team took a comprehensive look across different facets of sustainability—the natural, economic, social, and built environments. Together, these four areas form a framework for systems thinking (here defined as a way of looking at inter-connectedness of different systems). The framework is an organizational tool to explore current conditions, goals, plans, and ideas at UT Austin (188)."


A copy of the strategic plan:
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The website URL where the strategic plan is publicly available:
Does the institution have a published sustainability plan (apart from what is reported above)? :
Yes

A copy of the sustainability plan:
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The website URL where the sustainability plan is publicly available:
Does the institution have a published climate action plan (apart from what is reported above)? :
No

A copy of the climate action plan:
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The website URL where the climate action plan is publicly available:
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Does the institution have other published plans that address sustainability or include measurable sustainability objectives (e.g. campus master plan, physical campus plan, diversity plan, human resources plan)? :
Yes

A list of other published plans that address sustainability, including public website URLs (if available):

2013 Medical District Master Plan
2014 Landscape Master Plan and Design Guidelines
2016 Texas Athletics Master Plan for Facility Improvements
2011-2016 Division of Diversity and Community Engagement Strategic Plan


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Curriculum?:
Yes

A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:

Creating and delivering a quality curriculum that students want to learn is the biggest impact a public university can have. Course and degree content is often
adapted over time as new science, knowledge and opportunities emerge. Our students are demonstrating their interest in sustainability with their course selections.

A course development award program launched in 2013 to encourage integration of sustainability into existing and new courses has resulted in 18 new or
modified courses across 14 departments serving over 14,000 students as of the spring 2016 semester.

Goal
•Students achieve sustainability literacy regardless of major
Strategies
•Explore opportunities to link enrollment goals, academic achievement, retention rates and graduation rates to broader planning and sustainability goals
•Develop a sustainability course flag
•Continue course development awards program
•Continue development of new undergraduate degree options
Outcomes
•Increase in number of new course offerings and paths to degree completion that emphasize sustainability and utilize the campus environment in teaching strategies
•Provide colleges access to a voluntary sustainability flag by 2020
•Ensure 50,000 students have benefited from courses created by the course development awards program by 2020

Goal
•Enhance professional skill development as part of the curriculum
Strategies
•Integrate professional certification preparation into course syllabi in
existing programs
•Identify additional professional certification opportunities
Outcomes
•Publish inventory of courses that prepare students for professional
certification exams by 2018

Sustainability Master Plan, page 42


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Research?:
Yes

A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:

A recent study by the Energy Institute found the university attracts and supports over $70 million a year in energy related research. The university has a long tradition of research in conventional energy fields and a growing nexus of research in alternative energy and energy storage fields. A recent Office of Sustainability study of active awards in 2013 in the Office of Sponsored Projects found 12% were focused on sustainability issues, including non-engineering and geoscience fields such as environmental, natural and social sciences. We will continue leadership in our historical areas of strength and build our efforts in emerging sustainability fields.

Goal
•Promote research in sustainability fields
Strategies
•Cultivate media attention to non-traditional energy research
Outcomes
•Increase amount of research in alternative energy and sustainability fields

Goal
•Practice research with efficiency
Strategies
•Grow the Green Lab Initiative program
•Decrease chemical inventory through shifts in purchasing and culture
•Evaluate conservation and mitigation strategies
for field research
Outcomes
•Achieve 100 participants in the Green Labs program by 2020
•Lower chemical volumes in labs
•Report on field research mitigation recommendations by 2019

Sustainability Master Plan, page 44


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Campus Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:

From the Sustainability Master Plan (https://campusplanning.utexas.edu/masterplan/documents/SustainabilityMasterPlan2016.pdf: Many groups contribute to bringing students together on environmental, equity and social interests. Students also rally around official athletic and cultural events such as home games, movie screenings and festivals.

Goal
•Integrate sustainability into the first-year experience
Strategies
•Create a sustainability focused living learning community within the Division of Housing and Food Service
•Support inclusion of sustainability topics in first-year interest groups (FIGs )
•Introduce all first year students to sustainability during student orientation
Outcomes
•New living learning community admits students by 2018
•First-year students demonstrate awareness of sustainability at the university
•Mandatory sustainability session during student orientation by 201

Goal
•The values and culture of sustainability are evident throughout the undergraduate experience
Strategies
•Expand co-curricular opportunities for student sustainability programs to provide experiential opportunities for students to learn about sustainable lifestyle choices
•Evaluate contribution of sustainability programs to student success
•Enhance student influence on campus sustainability decisions and program
•Increase the number of green jobs on campus
•Support events to showcase students’ contributions to campus and scholarship around sustainability
•Nominate more students for local and national sustainability awards and fellowships
•Continue the Green Fee program
Outcomes
•Increase the number of students served by sustainability programs by 2020
•Increase positive student response to sustainability related topics in annual institutional surveys
•Create opportunities for students to demonstrate basic sustainability literacy and knowledge
•Track contribution of on-campus green jobs and internships to
career placement

The graduate experience is distinctly different from the undergraduate experience. Graduate students come to UT Austin for top-tier programs to advance themselves in specific studies. They expect to focus intently on their studies with less exploration of co-curricular activities, but for many, that does not diminish their interest in cross-disciplinary
work.

Goal
•Encourage graduate-level engagement with sustainability to add value to the university experience
Strategies
•Enhance graduate student influence on campus sustainability decisions and programs
•Support graduate level symposium with professional networking opportunities
•Increase visibility, utility and convenience of sustainability infrastructure specific to graduate student facilities
•Expand co-curricular opportunities for graduate students to apply sustainability in their careers through professional study, internships and certifications related to sustainability
•Identify funds to support graduate research and employment in sustainability
Outcomes
•Increase positive graduate student response to sustainability related topics in annual institutional surveys
•Host symposium event by 2018
•Increase placement for graduate students engaged in sustainability research or activities


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Public Engagement?:
Yes

A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:

From the Sustainability Master Plan (https://campusplanning.utexas.edu/masterplan/documents/SustainabilityMasterPlan2016.pdf:
Develop a deliberate strategy around engagement and investment in the West University Neighborhood as a major university housing village.
•Explore with property owners and the city the opportunity to develop a revitalization
plan for Guadalupe Street, including the potential for university investment.
•Explore opportunities to collaborate with the city and state in the creation of an
innovation district in central Austin.
•Conduct an initial visioning and create a program and concept plan for the new
medical school as input to the site-selection decision and to understanding how a
medical center development on the main campus could impact program location and
infrastructure decisions in the future.
•Include the East Campus in Phase 2 master planning and engage the leadership of
the surrounding Blackland and surrounding Upper Boggy Creek neighborhoods in the
planning discussions.


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Air & Climate?:
No

A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:
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Taken together, do the plan(s) reported above include measurable sustainability objectives that address Buildings?:
Yes

A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:

The 2012 Campus Master Plan focused primarily on the quality and contribution of the physical campus environment to the operational and education mission of the university. The strategies identified in the Campus Master Plan, as well as the companion plans, are reinforced here.

Goal
•Enhance campus while accommodating growth
Strategies
•Continue to pursue the 2012 Campus Master Plan goals
Outcomes
•Summary report from Campus Master Plan Committee on growth patterns by 2020

Goal
•Continue investment in high performance buildings
Strategies
•Integrate LEED v4 and SITES prerequisites into campus standards
•Adopt LEED v4 Silver as new campus standard
•Develop green custodial procedures
•Investigate LEED Lab program bridging operations and academics
•Develop standards for evaluating actual building performance
Outcomes
•Adopt new campus standards that reflect high performance
objectives by 2018
•Adopt LEED v4 Silver as new campus capital project standard
by fall 2016
•Adopt LEED goal for major campus renovations by 2017
•Certify at least one LEED Existing Building certified building by 2020
•Adopt energy performance modeling standard by 2018

-Sustainability Master Plan, page 55


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Energy?:
Yes

A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:

from Natural Resources Conservation Plan

Reliable and Efficient Energy System
Utilities will maintain utility system performance at, or above, its current level of reliability and annual average plant efficiency of about 88%, average electrical generation performance of about 8,500 BTU/kWh and chilling station performance at approximately 0.70 kW/Ton.

Demand Side Energy Efficiency
By August 31, 2020, the University of Texas at Austin will reduce energy consumption at the building level by an average of 20% per square foot per degree-day, using 2009 as the base year. Accomplishing this goal will require an investment in energy management staffing, centralized building energy control systems, conservation and efficiency projects and a specific resource reduction goal for each building.

- Campus Master Plan, page 180

Today, UT Austin’s power plant supplies almost 100% of the utility requirements for 20 million square feet serving 70,000 faculty, students and staff. Energy management efforts to date have enabled UT Austin to hold fuel consumption to that of 15 years ago, while the campus doubled in overall building space. Carbon emissions today are equivalent to 1977 levels.

In 2011, the Natural Resource Conservation Plan set a goal of reducing energy consumption at the building level by 20% by the year 2020 using 2009 as the base year. As of FY2014, 16.5% energy reduction has been achieved via technical efforts and campus engagement.

As the university undertakes planning efforts to meet future growth, reliable and efficient energy supply and its judicious utilization are critical components to preserve the university’s utility assets and sustain plant performance.

Goal
•Offset campus space growth and related energy plant load growth envisioned in the Campus Master Plan
Strategies
•Implement new demand-side strategic plan for energy and water conservation projects in existing buildings
•Create a sustainable energy funding process to accelerate investment in energy and water conservation in an optimal manner
•Expand lab equipment efficiency program
Outcomes
•Adopt demand-side portfolio management and revolving fund approach adopted by 2017
•Achieve 20 percent reduction in energy use per square foot in buildings (over 2009 baseline) by 2020
•Adopt energy conservation operational and purchasing policies by 2017
•Adopt lab efficiency plan by 2020
Commitment
•Investigate feasibility of avoiding the need for another thermal energy plant (estimated at $150M) to support campus growth envisioned in the Campus Master Plan

Goal
•Demonstrate leadership in renewable energy investments
Strategies
•Explore PPAs with Austin Energy and other providers
•Purchase wind power at Austin Energy supplied facilities
•Develop standard for solar array installations on campus buildings
Outcomes
•Create 2 MW of renewable generation with Austin Energy by 2020
•Adopt solar system campus standard by 201

-Sustainability Master Plan, page 50


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Food & Dining?:
Yes

A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:

Food is an integral part of sustainability and health. Food fuels our bodies to learn, work and play. The quality of our food is determined in part by how it was grown and how far it traveled to get to us. Making nutritious food more attractive to the community by highlighting its freshness encourages its consumption. In turn, the food we eat can impact our health and performance. By promoting local and healthy foods across campus, we support environmentally friendly practices and strive to improve the health of our students, faculty and staff.
Goal
•UT Austin has a visible commitment to a food system that supports personal health and community services
Strategies
•Increase availability of local food choices at campus food service locations
•Expand access on campus to sustainably grown campus produce (e.g. Farm to Work, farm stands, etc.)
•Increase the number and variety of healthy and plant-based food offerings provided at campus food service locations
•Develop language for food vendor contracts emphasizing availability of healthy foods and food recovery
•Increase availability of healthy beverage options
•Continue student-run campus gardens as a co-curricular opportunity
•Evaluate food insecurity in the campus community
Outcomes
•Report on the state of the UT Austin food system by fall 2017
•Report on campus food insecurity by 2018
•Utilize periodic institutional surveys to gauge increased levels of awareness students and staff have about healthy food options

-Sustainability Master Plan, page 36


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Grounds?:
Yes

A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:

The spring 2014 UT Austin Landscape Master Plan focuses primarily on the quality and function of the physical campus environment. Landscape encompasses the aesthetic and practical makeup of campus trees, vegetation, the shape of the land, a diversity of fauna and unique features such as Waller Creek. Our campus landscape is highly interactive and a frequent area of engagement for students, staff, faculty and visitors and invites a connection to the mission of the university. The continued health and ecological function of our landscape reflects our commitment to operational excellence.

Goal
•Enhance resiliency, ecosystem service functions and beauty of the campus landscape
Strategies
•Integrate 2014 Landscape Master Plan into campus standards
•Improve stormwater management practices to reduce erosion, improve water quality, and reduce the rate of runoff
•Evaluate standards for campus trees
Outcomes
•Adopt new standards based on Landscape Master Plan and SITES
prerequisites for capital and major renovation projects by 2018
•Adopt new campus standards for trees by 2017

Goal
•Restore Waller Creek as a natural environment and campus amenity
Strategy
•Collate existing initiatives into a plan for Waller Creek
Outcome
•Adopt plan for Waller Creek by 2019


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Purchasing?:
Yes

A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:

A commitment to green purchasing is one of the most impactful actions an institution can take. UT Austin has already become a member of the Sustainable Purchasing Leadership Council and has access to many advisory documents and best practices concerning sustainable purchasing. In addition, we already have mechanisms to preferentially support historically underutilized businesses (HUB), which are often available to us locally. A green purchasing goal commits us to working within our available legal means to reduce harm to people and planet in our purchasing decisions, and make it ever easier and more convenient for our internal purchasers to make sustainable decisions.

Goal
•Purchasing policies reflect and reinforce campus sustainability values and initiatives Strategies
•Evaluate adoption of unified standards for environmentally preferred products from the Sustainable Purchasing Leadership Council and other verified global leaders in purchasing
•Evaluate adoption of major vendor standards for waste minimization, including eliminating air and water pollutants, in manufacture and delivery of products
•Evaluate adoption of standards on material recyclability or compostability, takeback and reuse
•Evaluate adoption of State Energy Conservation Office requirements and the Environmental Protection Agencies Energy Star requirements for laboratory, kitchen and office equipment
•Host conference on sustainability with major vendors
•Support opportunities for study of the university’s purchasing impacts in classrooms and other academic settings
Outcomes
•Create new content for Handbook of Operating Procedures by 2018
•Report analysis of major vendor standards to chief financial officer by 2018
•Obtain 50 percent increase, from 2016 baseline, in contracts containing sustainability considerations regarding waste or other impacts by 2020
•Make purchasing data available for research purposes by 2019

-Sustainability Master Plan, page 53


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Transportation?:
Yes

A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:

By August 31, 2020, UT Austin will reduce overall gasoline and diesel fuel consumption for the campus vehicle fleet by 20%, while shifting 50% of the campus vehicle fleet to 50% E85 gasoline and other alternative fuels. UT Austin will increase the number of car pool and mass transit users by 30% and utilize 100% natural gas fuel for the shuttle bus system. Achievement of these strategies will reduce the UT Austin carbon footprint and produce annual savings.

-Campus Master Plan

Commuting is often the largest cost for a household, after housing itself. Almost every mode of commuting imaginable is utilized by students, staff and faculty on a daily basis. The university is constantly working to improve safety and access across these modes, both on campus and in the surrounding city as was highlighted in the 2012 Campus Master Plan. In addition, UT Austin has several research units focused on transportation and mobility already collaborating with the operational units implementing mobility programs. Strategic investments will help students, staff and faculty learn and trust these options.

Goal
•Increase accessibility of alternative commuting options
Strategies
•Implement media campaign to promote the best commute options within five miles of campus
•Evaluate creative funding mechanisms for faculty and staff commuting alternatives
•Evaluate and communicate alternatives to single occupant vehicle commutes of more than five miles
•Expand UT shuttle access to reduce crowding
•Expand car sharing program
•Implement media campaign about the free access to the Capital
Metro system for all members of the UT community
Outcomes
•Launch new media campaign by fall 2017
•Decrease number of single occupant vehicle commuters
•Develop and adopt transportation demand management strategy by 2020

Goal
•Increase safety and efficiency of all modes on campus Strategies
•Expand availability of bikes and/or bike sharing program for
campus community
•Improve bike/pedestrian interactions on campus
•Create media campaign about inter-modal safety
•Improve access for people with mobility disabilities
•Provide appropriate and convenient facilities on campus for people who bike or walk to work
Outcomes
•Achieve Bike Friendly Campus Silver rating by 2018
•Register 20,000 bicycles by 2020
•Develop new media campaign by fall 2017
•Develop report on distribution of facilities across campus by 2018

Sustainability Master Plan, page 37


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Waste?:
Yes

A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:

By August 31, 2020, UT Austin will divert 90% of the total waste stream from landfill using a variety of methods including reuse and recycling. This will reduce the UT Austin carbon footprint by 600 metric tons of CO2 equivalent and save at least $5,000 annually.

-Campus Master Plan

Resource Recovery and Waste
Everyone has heard the slogan, “reduce, reuse, recycle.” It is synonymous with sustainable resource use and is often one of the first environmental behaviors people choose. Yet, despite this message, a significant portion of the trash now sent to the landfill by the institution could have been recycled or composted. The Natural Resource Conservation Plan set the goal of achieving a Zero Waste Campus by 2020. This goal heralded a new era in which waste is no longer seen as an inevitable byproduct of supporting the university’s educational mission. As the university continues to grow, resource recovery will continue to expand to foster the highest and best use of university resources and diverting or eliminating waste wherever possible.

Goal
•Demonstrate leadership in both reduction and diversion of waste
Strategies
•Right size solid waste and recycling infrastructure
•Develop reuse/recycle programs for special and/or not readily recyclable materials
•Develop programs to encourage highest and best use of materials
•Convert major campus events to zero waste
•Expand food waste avoidance, donation programs, and organics
diversion campus wide
•Promote UT Austin as a national model for waste diversion for a
research university by 2020
•Reduce hazardous waste generation in labs
Outcomes
•Adopt a resource recovery plan by 2017
•Achieve a Zero Waste Campus by 2020
•Achieve 50 percent per capita reduction in waste by 2030
•All food service locations participate in a food recovery program
by 2020
•Adopt a hazardous waste reduction plan by 2017

-Sustainability Master Plan, page 52


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Water?:
Yes

A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:

By August 31, 2020, UT Austin will reduce domestic water use by 20% with at least 40% of total water use coming from reuse/reclaimed sources. Based on projected increases in water and wastewater costs, meeting this goal will produce annual avoided costs in excess of $2M annually.

-Campus Master Plan

Water is a critical resource in our region with the dual pressures of chronic drought and rapid population growth. The Natural Resource Conservation Plan for the university set an ambitious sustainability goal of reducing campus water consumption by 20% by the year 2020, with a baseline of 2009. As of FY 2014, we have reached this goal by avoiding 21% of water consumption by managing domestic water, irrigation upgrades, utilization of reclaimed water and water recovery strategies. With rising rates and scarcity of resources, we are committed to doing more on campus to reduce our use of water and being leaders through innovation and dedication.

Goal
•Demonstrate leadership on water efficiency in utility, irrigation and building consumption
Strategies
•Develop standards for design, installation and maintenance of cisterns on campus
•Continue research on opportunities for switching irrigation zones to non-potable sources
•Investigate expansion of recovered water system for making up evaporative losses in cooling towers
•Update water fixture standards
•Evaluate reduction of once-through water use in labs
•Establish baselines of campus equipment’s utilization of water
•Evaluate feasibility of net zero water buildings on campus
Outcomes
•Adopt cistern system campus standard by 2018
•Achieve minimum irrigation water system by 2020
•Reduce by half the potable water used in cooling towers by 2020
•Adopt new water fixture campus standard by 2018
•Conduct feasibility analysis of expanded water recovery by 2020
Commitment
•Investigate feasibility of an on-campus wastewater treatment facility. While certainly a major capital investment, the anticipated cost of potable water, reclaimed water and wastewater fees will increase in coming decades.

-Sustainability Master Plan, page 51


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Diversity & Affordability?:
Yes

A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:

CAMPUS CULTURE STRATEGIC GOAL: Advance efforts to create an inclusive, accessible, and welcoming culture on campus.

CAMPUS CULTURE STRATEGIC GOAL RATIONALE: The DDCE cultivates an inclusive campus culture that actively and intentionally engages diverse people, ideas, and perspectives to create a vibrant learning and working environment. The DDCE accomplishes this by sustaining and advancing efforts to develop a pervasive culture of inclusion in all facets of life at The University of Texas at Austin. By breaking down barriers and challenging injustices, the DDCE transforms campus culture to one in which all individuals draw strength from the university’s collective diversity. This transformation fosters success and a greater sense of belonging and respect.

Objective 1
By 2016, the DDCE will have increased workforce and student body access to knowledge of and appreciation for the intention, purpose, and reason for implementing current laws and policies regarding inclusion, equity, and accessibility
Objective 2
By 2016, DDCE will have increased diversity initiatives across campus that promote an inclusive, accessible, and welcoming culture at UT Austin.

-Division of Diversity and Community Engagement Strategic Plan, pages 11-14


Taken together, do the plan(s) reported above include measurable sustainability objectives that address Investment & Finance?:
No

A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:
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Taken together, do the plan(s) reported above include measurable sustainability objectives that address Wellbeing & Work?:
Yes

A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:

UT Austin fosters a culture of wellness and invests in significant programs targeted at the specific health needs of our students, faculty and staff. These investments are intended to support our students in their academic pursuits and to set the foundations for maintaining a healthy lifestyle after graduation. When faculty and staff are healthy and thriving, it improves the college experience for students. Strategies to increase sustainability can also program the environment to improve personal health. For example having clean air and available green space can make outdoor spaces conducive for exercise and active transportation. Increasing access to wellness opportunities and health resources greatly involves social engagement from UT Austin on environmental issues to ensure that both the built environment and programming are welcoming
and consistently available for use.

Goal
•UT Austin continues to be a model healthy campus Strategies
•Support Human Resources in the implementation of its HealthPoint Wellness programs strategic plan to promote wellness among faculty and staff
•Support the Division of Student Affairs in the implementation of its strategic plan to promote wellness among students
•Increase opportunities for physical activity programs
•Promote green spaces as opportunities for mental health
•Promote and support the tobacco-free campus policy
•Support implementation strategy for ideas generated by Dell Medical School’s Model Healthy Campus
Outcomes
•Report on the state of campus wellness, including personal and institutional costs, by 2018
•Adopt campus wellness strategy by 2020

-Sustainability Master Plan, page 33


Taken together, do the plan(s) reported above include measurable sustainability objectives that address other areas (e.g. arts and culture or technology)?:
No

A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:
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Does the institution have a formal statement in support of sustainability endorsed by its governing body (e.g. a mission statement that specifically includes sustainability and is endorsed by the Board of Trustees)? :
---

The formal statement in support of sustainability:
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The institution’s definition of sustainability (e.g. as included in a published statement or plan):

Sustainability refers to societal efforts that meet the needs of present users without compromising the ability of future generations to meet their own needs. Sustain ability presumes that the planet’s resources are finite, and should be used conservatively, wisely, and equitably. Decisions and investments aimed to promote sustainability will simultaneously advance economic vitality, ecological integrity, and social welfare.

http://www.policies.utexas.edu/policies/campus-sustainability


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
Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment No
The Talloires Declaration (TD) No
UN Global Compact No
Other multi-dimensional sustainability commitments (please specify below) No

A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
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The website URL where information about the programs or initiatives is available:
Additional documentation to support 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 and complete the Data Inquiry Form.