Wake Forest University
PA-2: Sustainability Planning

The university's strategic plan calls for the creation of infrastructure that supports the four pillars of the plan. Specifically, "...fulfilling our priorities will require significant changes and additions to the physical campus infrastructure, about one third of which dates back to the original campus construction. We must meet the changing requirements of teaching and research space; the expectations of today's students for residence halls and student life spaces that build community; the need for adequate and appropriate administrative space; and the formidable need for sustainability in the face of today's environmental stresses." (http://strategicplan.wfu.edu/strategic.plan.summary.html)

- The most recent master plan update, published in 2009, attempts to identify the requirements for the Reynolda Campus to sustain the educational mission of the university for the next 30 years. The plan considers buildings, green spaces, parking, traffic, utility infrastructure and environmental and sustainability issues. (http://masterplan.wfu.edu/) -The goal of the university's Tree Care Plan is to ensure a safe, attractive, healthy and sustainable campus forest. The guidelines further this goal by providing designers, construction firms, landscaping personnel and other members of the university community with the tools needed to minimize the negative impacts of their programs on the university forest. (http://sustainability.wfu.edu/resources/)

A. Create opportunities for faculty members from across the disciplines to develop sustainability-related and focused courses in their departments B. Offer a course of study in sustainability (minor, major, and/or masters) C. Encourage the hiring of new faculty members whose disciplinary interests meet gaps in the university’s sustainability curriculum (i.e. geography, earth sciences, and ecological economics) D. Support interdisciplinary and trans-disciplinary teaching and research by creating a mechanism for faculty and their departments to receive credit for these efforts E. Articulate the ways that sustainability themes intersect with the university’s motto, Pro Humanitate. Examples include “care for creation is care for humanity” (Divinity) and “what do we owe the future?” (Center for Energy, Environment, and Sustainability) (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Develop a university-wide funding mechanism for sustainability projects B. Create accountability for meeting sustainability goals by requesting that campus administrators set sustainability-related performance targets for and within their departments C. Enhance engagement opportunities for staff, faculty and students by measuring the effectiveness of current peer-to-peer education and engagement networks and developing targets for continuous improvement of these programs D. Enhance the efficacy of the overarching campus sustainability communication plan with targeted integration of new forms of media (e.g. smartphone applications) E. Develop university purchasing standards that effectively maximize long-term value, rather than short-term savings (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Advocate for sustainable transportation and stormwater management polices with public officials and planning offices. (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Develop campus-wide campaigns that support campus constituents in conserving energy and water B. Develop opportunities for on-site generation of renewable energy on campus (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Optimize the use of existing space before constructing new buildings B. Design, build, and renovate buildings that are adaptable and responsive to occupant behaviors C. Construct and renovate buildings to at least LEED-Silver standards C 1. In new construction: Optimize energy and water performance so that new buildings are at least 30% more energy efficient compared to the baseline performance defined by the most current ASHRAE standards and at least as water efficient as the baseline set by the Energy Policy Act of 2005 C 2. In major renovations: Optimize energy and water performance so that buildings are at least 26% more energy efficient compared to the baseline performance defined by the most current ASHRAE standards and at least as water efficient as the baseline set by the Energy Policy Act of 2005 C 3. In all renovations: Retrofit facilities with energy efficient equipment and water efficient fixtures, whenever possible. Communicate efficiency gains beyond pre-renovation baselines (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Develop opportunities for on-site generation of renewable energy on campus (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Source at least 20% “sustainable” food and beverage purchases for campus dining outlets and catering. “Sustainable” aspects may include food and beverages that are grown, caught, and/or processed 1) in North Carolina, 2) within 250 miles of campus, and/or 3) in compliance with USDA Organic, Marine Stewardship Council, Food Alliance, Fair Trade or Certified Humane third-party-verified standards. A1. Source at least 10% of food grown, caught, and/or processed in the state of North Carolina. A2. Source at least 5% USDA Organic-certified produce; prioritize the switch to Organic for purchases that have the highest levels of pesticide residue, according to testing conducted by the USDA. B. In addition to STARS reporting, communicate measurable indicators of sustainability in dining to the campus community at least once per quarter. Indicators may include, but are not limited to, percentages of food purchases that meet sustainability criteria, amount of used fryer oil converted to fuel, or amount of pre or post-consumer food waste composted. C. Market sustainable catering options to campus customers. Options may include plant-forward menus, low to zero-waste meals, locally sourced meals, or menu features that meet other “sustainable” third-party-verified standards like USDA Organic, Marine Stewardship Council-approved, Food Alliance-certified, Fair Trade, or Certified Humane. (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

Ensure a safe, attractive, healthy and sustainable campus forest. -Plant regionally appropriate trees and landscape species that minimize pesticide and maintenance needs. -Follow published IPM guidelines. -Protect Heritage Trees from campus development. -Follow maintenance protocols to encourage the development of a strong, healthy trees. -Remove live trees only when required to protect the public safety. (WFU Campus Tree Care Plan - https://sustainability.wfu.edu/wp-content/uploads/2009/08/Tree-Care-Plan_2015_Revised1.pdf)

A. Develop university purchasing standards that effectively maximize long-term value, rather than short-term savings B. Set procurement standards that maximize fuel efficiency in the campus fleet (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Challenge students to decrease single occupancy vehicle (SOV) commuting by 10% B. Challenge faculty and staff to decrease single occupancy vehicle (SOV) commuting by 10% C. Develop infrastructure to support alternative fuel vehicles D. Set procurement standards that maximize fuel efficiency in the campus fleet E. Develop a bicycle and pedestrian plan for campus (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Challenge every department to reduce waste generation, as defined by STARS, by 10% against a 2011/12 baseline B. Develop purchasing and performance standards that encourage waste reduction C. Develop and communicate a standard operating procedure for waste and recycling collection on campus D. Develop a pre and post-consumer composting collection program (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

A. Develop campus-wide campaigns that support campus constituents in conserving energy and water B. Develop stormwater harvesting applications that allow water reuse for non-potable needs and reduce demand on the domestic water supply (Sustainability Strategic Plan - https://sustainability.wfu.edu/sustainability-strategic-plan/)

Diversity Action Plan (http://college.wfu.edu/reporting-assessment/diversity-action-plans/) In the 2016-2017 Academic Year, the College implemented a new initiative, asking each Department and its faculty to develop an action plan for diversity and inclusion. The plan was to be unique to each department, taking into account the experiences and needs of key stakeholders (e.g., students, faculty, staff, alums, etc.), the program(s) offered (i.e., majors and/or minors), and the general state of the field(s) of study. The specific goals and objectives for the proposed department-specific Diversity Action Plans are to: Facilitate departmental discussion on the disciplinary representation of diversity within a field(s) Establish short- and long-range visions for recruiting faculty and students Establish strategies for ensuring representative faculty search pools, if applicable Explore curricular options and opportunities that support diversity and inclusion Explore mentoring and advising “best practices” that support student retention and success Explore interdisciplinary opportunities/challenges within the context of diversity and inclusion Implement yearly metrics for measuring the success of the diversity action plan _____ Affordability is one of the four pillars of the university's strategic plan. A summary of the plan can be accessed at http://strategicplan.wfu.edu/strategic.plan.summary.html. Wake Forest is taking significant action to protect and extend our ability to offer opportunity to students who want to enroll here and whose talents would make important contributions to academic and campus life, but whose own resources make it difficult if not impossible to attend. In the spring of 2008, we eliminated one barrier to recruiting more talented and academically able students by making the SAT optional for admission to Wake Forest. Our reasons for taking this important step have been shared in previous communications, but the most important is the fact that recent research shows the SAT is not a good predictor of college success. High school grades and success in Advanced Placement courses are the best indicators of future academic success. We also recognize that in many instances, superior students who are not good standardized test takers are denied admission. In addition to the SAT policy change, we are also offering personal interviews to all undergraduate applicants, underscoring the face-to-face aspect of the Wake Forest community. Through careful reallocation of existing resources, we also capped loans in the financial aid packages of students whose families earn less than $40,000 annually. The cap means that these students will graduate with no more than $16,000 of debt. We have undertaken a massive effort to build our financial aid endowment. In the first phase of this effort—Open Doors, Open Minds--we will raise $35 million over the next two years for need-based undergraduate aid. This increase will allow us to institute a similar loan cap for students from families whose annual income is less than $60,000 annually. In subsequent phases, we will set goals that enable us to transform Wake Forest’s financial aid program so that it will be a great asset in recruiting the best students from any economic background. Similar initiatives to replace loans with grants are envisioned for our business, law, and divinity students. Because these students face ever-rising debt burdens, we want to ensure that their early post-graduate careers—so vital to long-term success—are not obstructed by the pressure of paying back enormous loans. We will also implement creative new efforts to increase annual support for financial aid. This “bridge fund” will expand the number of donors who can support this vitally important initiative, because it allows those who cannot give at the scholarship endowment minimum threshold to participate in meeting a critical need. This year, for the first time, donors to the annual fund can designate their gifts to financial aid. We will identify other ways to encourage operating support for this critical need across all Reynolda Campus schools.

- Recruit and retain diverse, well-qualified, and highly motivated faculty and staff members; incent equitably and fairly, based on individual, departmental, and organizational performance. - Provide strategic and operational advice to leadership on pay issues, market trends, and performance management. - Set policies for managing compensation and career progression that ensure internal equity and consistent application of the program. - Regularly monitor the effectiveness and compliance of the Compensation program and practices and its continued competitiveness, while mitigating risk for the University. - Communicate the program to ensure understanding within the university community. (https://hr.wfu.edu/compensation/)

The link given to the sustainability strategic plan is http://sustainability.wfu.edu/resources/ because the institution will publish a new sustainability plan before it submits its next STARS assessment. We would like students and other users of the assessment to follow a link to a page with all current published plans. The published sustainability plan from which responses to this assessment are drawn is at https://sustainability.wfu.edu/sustainability-strategic-plan/.