University of Wisconsin-Madison
PA-2: Sustainability Planning

Sustainability is addressed in the following strategic priorities and initiatives included in the Strategic Framework for UW-Madison 2015–2019: - Improve access and affordability through need-based financial aid, scholarships, and fellowships to ensure socioeconomic diversity and timely completion. - Enhance the strength of campus through diversity and inclusion by implementing the campus Diversity Framework. - Promote resource stewardship, improve service delivery and efficiency, and ensure administrative capacity - Promote environmental sustainability through own campus operations, integrated with research and education. Additionally, a commitment "to being responsible stewards of our human, intellectual, cultural, financial, and environmental resources" is defined as a guiding principle of the framework.

- Campus Master Plan (https://cpla.fpm.wisc.edu/planning/campus-master-plans/) including: *Landscape Master Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-1-Landscape-MP-2016-1019-low-res.pdf) *Utility Master Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-4-Utilities-Master-Plan-2016-1019-low-res.pdf) *Long Range Transportation Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-3-Long-Range-Transportation-Plan-2016-1019-low-res.pdf) *Green Infrastructure & Stormwater Management Master Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-2-Green-Infrastructure-MP-2016-1019-low-res-1.pdf) *Campus Design Guidelines and Standards (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2018/09/UW-MadisonCampusDesignGuidelines-Aug2017-web.pdf) - Diversity Implementation Plan (https://diversity.wisc.edu/wp-content/uploads/2017/04/Patricks-preferred-04.08.15-DF-REEL-Report-FINAL_Updated.pdf) - Civic Action Plan (https://morgridge.wiscweb.wisc.edu/wp-content/uploads/sites/4/2018/02/UW-Madison-Civic-Action-Plan.pdf) - Campus IT Strategic Plan (https://it.wisc.edu/about/campus-it-strategic-plan/) - UWell (Health and Wellbeing) Strategic Plan (not currently publicly available) As a State University UW-Madison uses State Policies as guidelines for facility use and design, including: - Energy Design Guideline and Energy Use Policy (https://doa.wi.gov/Pages/DoingBusiness/Energy.aspx) - Sustainable Facilities Standards (https://doa.wi.gov/DFDM_Documents/MasterSpecs/Sustainability/Sustainable%20Facilities%20Standards.pdf, currently being revised)

From the Civic Action Plan (https://morgridge.wiscweb.wisc.edu/wp-content/uploads/sites/4/2018/02/UW-Madison-Civic-Action-Plan.pdf): - Support innovative models of community-based learning and student engagement that create sustained partnerships and sustained student engagement that compliment the common/typical one semester course (university-centered) time frame. This will be accomplished through the following: * Schools and Colleges with large numbers of Service Learning (SL) courses (e.g. Letters and Science, School of Education, School of Social Work, and Nelson Institute) are charged with providing incentives to instructors to find ways to enable students to continue their engagement past the end of an SL course, and ways to sustain their partnerships with community members for long periods of time. Instructors who apply for SL designation are encouraged to consult with the Morgridge Center for Public Service on best practices and innovative models for sustained collaboration and engagement in community-based learning.

From the Civic Action Plan (https://morgridge.wiscweb.wisc.edu/wp-content/uploads/sites/4/2018/02/UW-Madison-Civic-Action-Plan.pdf): - Implementation of a campus-wide community-engagement standing committee that would seek to avoid duplication of efforts (multiple campus actors seeking to implement a particular type of program and/or work with a particular partner or geographic community), encourage campus members to address community-identified priorities, especially those on which there are significant gaps, and investigate ways to more easily navigate campus bureaucracy in the course of community-engaged work. - Provide training to community partners about academic culture and the unique challenges of community–academic partnerships and how to navigate these. - Provide training for university partners on shared approaches that assure community partners’ wisdom and priorities are clearly heard. - Require community members on governance bodies that have responsibility for community engagement. - Require that proposals for internal grants related to community engagement (e.g. Baldwin Wisconsin Idea Endowment Grants) include clear demonstration of community need and input in the development of the project proposed. - Allocate a portion of the Baldwin funds for project(s) that address particular community-identified priorities, and make this initiative clear in the annual Baldwin call for proposals. - Set aside a portion of Fall Research Competition funds for community-driven research. - Projects extend co-authorship and co-principal investigator status to community members when appropriate. - UWFAA assists with cultivating alumni giving for community-engaged research.

From the Campus Design Guidelines and Standards (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2018/09/UW-MadisonCampusDesignGuidelines-Aug2017-web.pdf): - UW-Madison is committed to renovating and constructing buildings and landscapes that aid in the success of its students, staff, and faculty, and are sustainable for years to come. In order to benchmark these practices, university buildings (new and renovated) should be designed to a minimum of LEED Silver certification standards. - Also, all projects should use the Sustainable SITES Initiative as a guideline for all future development.

From the State Energy Design Guideline (https://doa.wi.gov/Pages/DoingBusiness/Energy.aspx): - All projects are to make maximum use of passive solar energy (typically smaller external load dominated buildings) and daylighting (Daylighting Standards for State Facilities). The design of all state facilities will, to the fullest extent possible, incorporate natural lighting, to replace the need for electric lighting during daytime hours. - Use geothermal technologies for space and water heating systems where technically and economically feasible. - Projects over $500,000 are expected to make maximum practical use of active solar heating and renewable electric generation from solar thermal or photovoltaic systems, wind power, geothermal technology, biomass, fuel cells using renewable fuel or tidal or wave action and small hydro when technically and economically feasible.

From the Long Range Transportation Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-3-Long-Range-Transportation-Plan-2016-1019-low-res.pdf): General objectives: - Emphasize walking and biking as the primary forms of transportation to and around campus - Improve the service and efficiency of transit operations - Increase road network connectivity and redundancy while carefully managing single-occupant vehicle demand on the transportation network - Strategically add limited automobile parking supply to address visitor parking deficiencies and meet projected demand by campus district Specific objectives: - Develop off-street shared-use path along the east side of Willow Creek - Convert N Charter Street from W Dayton Street to Regent Street from one-way to two-way and add on-street bicycle lanes in each direction - Create grade separation linking the west side of Bascom Hill with Van Hise and the upper sidewalk north of and parallel to Linden Drive

From the Campus Master Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/RPT-MP-Tech-Report-2016-1019-low-res.pdf): - Establish long-range goals to become a future zero-waste campus by 2025

From the Green Infrastructure & Stormwater Management Master Plan (https://fpmcpla.wiscweb.wisc.edu/wp-content/uploads/sites/20/2017/10/Appen-2-Green-Infrastructure-MP-2016-1019-low-res-1.pdf): - The following standards will be mandated for all future (2015 baseline) construction projects which disturb more than 20,000 square feet: * Total Suspended Solids: Best management practices shall be designed, installed, and maintained to control total suspended solids (TSS) carried in runoff from post-construction building sites. These BMPs should reduce the total annual suspended solids by 80 percent for all new development or redevelopment projects, regardless of size, as compared with predevelopment (pre-construction) loading. At least 40 percent of the required TSS reduction must be met on-site and off-site mitigation may account for the remaining 40 percent reduction. Off-site mitigation should occur within the same watershed as the project within the Campus Development Plan Boundary (either the Lake Mendota or Lake Monona watershed). If no physical location is available for an off-site BMP then the project may contribute financially to another planned or completed off-site stormwater management project in lieu of on-site controls. * Volume Reduction: Volume reduction is one of the highest stormwater management priorities on campus. Best management practices shall be designed, installed, and maintained to reduce the total volume of runoff leaving a site by the equivalent of one inch of runoff volume based on average annual rainfall. If this is not feasible, off-site infiltration or volume reduction practices may be utilized to meet this requirement as part of the project stormwater plan. * Peak Discharge: Peak discharge rates from each project site will be controlled as necessary to mitigate erosion of downstream open channels and damage to conveyance systems including outfalls. Best management practices shall be employed as needed to maintain or reduce the peak runoff discharge rates, to the maximum extent practicable, as compared to predevelopment conditions for the 2-year, 24-hour design storm event. This requirement shall be evaluated for each drainage channel separately. Peak discharge shall also be managed as necessary to mitigate known downstream flooding, conveyance backups, or other system failures. Discharges will be controlled for the 2 and 10-year design storm event or for those design storm events required by the conveyance owner. This requirement shall be evaluated for each drainage system separately. Where the downstream conveyance system for a project site is owned by a neighboring municipality (City of Madison or Village of Shorewood Hills), the project site must meet that municipality’s peak discharge performance standard.

From the Diversity Implementation Plan (https://diversity.wisc.edu/wp-content/uploads/2017/04/Patricks-preferred-04.08.15-DF-REEL-Report-FINAL_Updated.pdf): - Initiative 2: Retain and recruit diverse faculty by strongly encouraging and expanding the use of recruitment and retention funds per the Strategic Hiring and Faculty Diversification Initiatives. Measurement: Increased percentage of those recruited through the Strategic Hiring Initiatives and improved retention rates of diverse faculty 6 years after initial hire. - Initiative 6: Designate diversity and inclusion as strategic priorities for fundraising purposes. Measurement: 1) Elimination of $45M gap in need-based aid. 2) Increased giving and financial aid for first-generation, low-income, and targeted minority groups. - Initiative 12: Engage all campus units to standardize the practice of including specific goals for diversity in their strategic planning. Measurement: 1) Percentage of campus units that participate will be 100% within 5 years. 2) Regular self-assessment of the impact and outcomes of stated strategic priorities.

From the UWell Strategic Plan: - Create an aligned network of opportunities for students, staff and faculty to explore, learn about and enhance their health and wellbeing - Create and support opportunities for cross-unit wellness partnership throughout campus

From the Campus IT Strategic Plan (https://it.wisc.edu/about/campus-it-strategic-plan/): - Partner with the campus Office of Sustainability and its advisory committee - Improve awareness of the impact of IT on the environment - Provide improved processes, tools, and services with sustainability in mind - Reduce the impact of IT use on the environment

Chancellor Blank’s Statement on UW-Madison's Participation in STARS (https://sustainability.wisc.edu/chancellor-announces-sustainability-working-group/): "Sustainability is woven into the fabric of the University of Wisconsin–Madison. Our commitment to conservation and stewardship now runs through every aspect of our campus as we continue striving toward a more sustainable community. One way we will measure our progress is by using the Sustainability Tracking, Assessment & Rating System (STARS), a transparent, self-reporting framework for colleges and universities to measure their sustainability performance. Achieving a STARS rating requires campus-wide participation in order to inventory our sustainability-related activities in academics, research, operations, and engagement. By participating in STARS, UW-Madison will benchmark its performance and be able to advance our sustainability initiatives. As one of several steps forward, we are chartering a STARS data working group to assist the Office of Sustainability as it collects data and prepares the STARS report; the efforts of the working group will also be important to a campus sustainability committee we expect to establish next year. We hope units across campus will support the efforts of this working group so we can strengthen our long-term sustainability goals and achieve a STARS rating."