PEOPLE, PLANET & PROSPERITY
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ACKNOWLEDGEMENT OF TRADITIONAL TERRITORY The University of Alberta celebrates its Aboriginal heritage and acknowledges the ancestral lands on which the university is located. This traditional territory is a welcoming place for peoples from around the world. We thank the diverse Indigenous peoples whose footsteps have marked this territory for centuries, including Cree, Saulteaux, Blackfoot, Métis and Nakota Sioux. Today, the University of Alberta is home to a thriving community of over 1,000 Aboriginal students from across the country while the city of Edmonton is itself home to the second-largest Aboriginal population of any city in Canada. The University of Alberta honours Aboriginal peoples’ stewardship of this land by striving to ensure the history, heritage and traditions are part of our sustainability journey.
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TABLE OF CONTENTS 4
Foreword
4 5
Letter of Support from University Administration Note from the Chief Sustainability Officer
6
Introduction
7 8 9 10 12
Sustainability at the University of Alberta About the Plan Measuring Sustainability Performance Stakeholder Engagement Opportunities & Challenges
18
Vision, Goals & Strategies
LEADERSHIP
EDUCATION & RESEARCH
OPERATIONS & INFRASTRUCTURE
COMMUNITY & CULTURE
HEALTH & WELL-BEING
16
20
24
30
34
36
Accountability & Reporting
38
Acknowledgements
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FOREWORD NOTE FROM THE PRESIDENT Dear students and colleagues, I am delighted to introduce the University of Alberta’s Sustainability Plan for the years 2016 to 2020. This renewed plan affirms our commitment to integrating sustainability into all aspects of our operations, academics and campus life. More than that, it sets ambitious goals that demonstrate the highest level of dedication and leadership on this subject, both nationally and internationally. Climate change, social and environmental pressures present us with very real, ever more complex problems that affect every aspect of our lives. We have a responsibility to ourselves, to our neighbours, and to the next generation, to set our brightest minds on finding solutions today. We have an opportunity within this plan to display our hard work and ingenuity to the world. Our path leads to clean energy, sustainable food systems, richer thinking and interdisciplinary learning, and inclusive communities. This is a path we can take. It is a path we must take. As we build upon the work and expertise from within this organization I would like to thank the planning team, facilitators, collaborators and all parties responsible for enacting the strategies in this plan. I have great confidence in the ability of the faculty, staff and students of this great institution to make the rapid progress we need to see. I look forward to working with you in the years ahead in support of accomplishing these goals. Yours sincerely,
David H. Turpin, CM, PhD, LLD, FRSC President and Vice-Chancellor University of Alberta
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NOTE FROM THE CHIEF SUSTAINABILITY OFFICER Inspired. This is how I feel about the future of sustainability at the University of Alberta. In 2009 I began sharing the journey to sustainability with the launch of the Office of Sustainability. Working together with many leaders across our institution, we have accomplished a lot since then. People are recognizing the interconnections between social, economic and environmental aspects of our work. More and more people are embracing their roles as sustainability champions, moving beyond organizational efficiencies and integrating sustainability into core aspects of our institution. Over the past six years, the University of Alberta has made major progress on sustainability including: introducing an embedded sustainability certificate for undergraduate students, accelerating the implementation of the energy management program, recognizing spaces for their sustainability actions, launching our greenhouse gas management plan, and growing engagement of students, faculty and staff in sustainability initiatives. Together we have achieved a Gold Rating in the Sustainability Tracking, Assessment and Rating System—an accomplishment to be very proud of. Throughout the development of this plan we have listened to the campus community, we have sought to understand the challenges and opportunities before us, and we sought out opportunities to build collaboration across our community to transform our institution into a national model for sustainability. It is through our students, faculty and staff combined with strengthened connections to teaching and research our university offers incredible opportunities for innovation and transformation on our journey to sustainability. I am looking forward to working with you to strengthen our foundation and build a sustainable future!
Trina Innes, MF, MBA, ICD.D Chief Sustainability Officer
Foreword | Sustainability Plan 2016–2020
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INTRODUCTION There is no single blueprint for sustainability—as it says right in Our Common Future, the report that coined the term sustainability. Every nation, city and organization needs to adapt to their own conditions. Each must understand and respond to the unique pressures they face from climate change, resource scarcity, pollution and other issues related to local capacity, economics, social justice, health and well-being. The University of Alberta is seizing the opportunity to be at the forefront of what society needs in the 21st century. As one of the world’s leading research institutions, we are working to provide the knowledge, research and innovation to support the global transition toward a sustainable future. It all starts with doing things differently here, on our own home turf. By integrating sustainability into the many aspects of university life, we are providing crucial research and educational opportunities. Through application, and other forms of experiential learning, our students, faculty and staff will better understand the socio-ecological challenges we face and take part in building the solutions. The University of Alberta recognizes that we must do things differently to achieve sustainability. We can contribute economically, protect the environment and strengthen social resilience, all at once. We will become a leader in the multiple branches of sustainability, thereby contributing to the maintenance and enhancement of life on Earth. Our path forward is outlined in this Sustainability Plan.
Sustainability The University of Alberta working definition of sustainability developed by the Provost’s Academic Advisory Council for Sustainability: “Sustainability is the process of living within the limits of available physical, natural and social resources in ways that allow the living systems in which humans are embedded to thrive in perpetuity.”
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SUSTAINABILITY AT THE UNIVERSITY OF ALBERTA Since 1975 there have been significant moves towards sustainability on the University of Alberta’s campuses. A university-wide sustainability initiative was launched in 2008, the university’s centenary year, followed by the opening of the Office of Sustainability in 2009. The Office of Sustainability is the hub of the university’s campus sustainability initiative. It works to inform, inspire and enable students, faculty and staff to adopt sustainable practices with a focus on: outreach & engagement, teaching & research and facilities & operations. These areas largely mirror the categories used by the Sustainability Tracking, Assessment and Rating System™ (STARS®) which is used to measure and report on our institution’s sustainability performance. In 2011, the university developed its first Sustainability Plan. That plan included broad input from the campus community, including the voices of students, staff and faculty. Contributors included administrative units and committees, as well as the award-winning Deliberation on Campus Sustainability Project. Under the guidance of the first Sustainability Plan, significant progress was made in the university’s performance, including: • Developing a Greenhouse Gas Emissions Reduction Plan • Diverting nearly 50 per cent of waste from landfill by 2015 • Launching the Certificate in Sustainability for undergraduate students • I nitiating the Green Spaces Certification Program for residences, labs, food vendors, offices and events • Creation of working groups for waste diversion & sustainable purchasing To learn more about accomplishments between 2012 and 2015, see the 2015 Campus Sustainability Initiatives Report. Download document at sustainability.ualberta.ca/plan
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ABOUT OUR PLAN This plan inspires new ways of doing things and encourages us all to work together to achieve the university’s sustainability goals. Across the university, there are exciting initiatives already under way (some have been ongoing for decades). This plan reaffirms our direction and improves coordination and accountability across our institution. By collating strategic goals and initiatives, we can improve the university’s sustainability performance faster and more effectively. This plan demonstrates how the university will broadly engage the campus community in our shared future. Some strategies involve quick wins and incremental changes to existing practices. Other strategies may require deep changes to policy and practice. All decision-making regarding strategies will give consideration to the triple bottom line: economic, social and environmental performance. The university will also explore others ways to measure and report on our performance including an annual check-in on the progress of sustainability plan strategies beginning in 2017.
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MEASURING SUSTAINABILITY PERFORMANCE UAlberta backs up its promises with action. The Sustainability Tracking, Assessment and Rating System™ (STARS®) is the world’s most widely recognized framework for reporting on sustainability in higher education. It is developed by the Association for the Advancement of Sustainability in Higher Education (AASHE). It is fully transparent and enables meaningful comparison over time and across institutions using a common set of measurements. Using STARS is a smart, standard way to track our progress on the sustainability plan and our journey towards sustainability. Reporting is comprehensive, covering: Academics, Engagement, Operations and Planning & Administration. STARS is updated frequently, challenging even the highest-performing institutions to strive for continuous improvement. The Office of Sustainability collaborates with representatives from across the university to prepare an updated STARS submission every two to three years. Regular reporting keeps stakeholders across the institution engaged with new strategies that fill gaps in our performance.
Current Perfomance In October 2014, the University of Alberta received a STARS Gold rating. Eighteen Canadian schools hold a rating in version 1.X branch of STARS. Of these, the University of Alberta achieved the highest score under Education & Research as well as Planning, Administration and Engagement. Only four other Canadian institutions received Gold ratings in this version of STARS and the University of Alberta achieved the second highest rating overall.
To learn more about the university’s accomplishments, read the 2015 Campus Sustainability Iniatives Report and the 2014 STARS report. sustainability.ualberta.ca/plan
The university previously received a STARS Silver rating in 2012.
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STAKEHOLDER ENGAGEMENT The Sustainability Plan is comprehensive, ambitious and realistic. It leveraged a broad-based consultation at every step of its development. Over a year before the first Sustainability Plan expired, the Office of Sustainability began engaging the campus community to renew it. A series of facilitated conversations were organized to reveal visions and strategies for campus sustainability. The Office of Sustainability recognized the importance of capturing the ideas of a diversity of students, staff, faculty, alumni, community members and key decisionmakers. Conversations were held in person, via facilitated workshops, and remotely, through an online conversation kit. Together, these processes provided anyone the opportunity to contribute toward sustainability planning at the University of Alberta.
Engagement Principles Throughout this journey, the planning team was guided by the following principles: • Ensuring the whole university community has opportunities to participate • Building on current knowledge and expertise • Recognizing the value of collaboration and interconnection in our community • Maintaining the flexibility to adapt our approach as we learn our way forward • Assuring transparency in the plan‘s development process
Consultation Process The consultation process was implemented in four phases: 1) V ision: The exploratory phase sought to understand our shared vision for campus sustainability in the year 2020. 2) O bstacles and Strategies: The focused dialogue asked participants to suggest ways of overcoming obstacles and developing strategies to help realize our shared vision in the next five years. 3) C ampus-Wide Review: The draft plan, including accountability measures and reporting methodology, was shared for campus-wide review and feedback. 4) A ction Planning: For each strategy, key individuals responsible for the university’s sustainability performance are offered the opportunity to use action planning tools to develop tactical plans.
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Participation Throughout the first two stages, 301 individuals participated in 33 focused workshops and 90 people provided input through an online survey. Participants included undergraduate and graduate students, non-academic staff, faculty, professional staff, alumni and community members located in Edmonton and Camrose. All of their input was synthesized into 152 vision considerations and 167 strategy considerations.
Other Guiding Documents In addition to the university-wide consultation, the Sustainability Plan is informed by individual and committee-level conversations, existing practices, plans, activities and recommendations included in the following documents: • A Plan for Deepening Sustainability Education and Scholarship (2015) • Greenhouse Gas Emissions Reduction Plan (2014) • University of Alberta Sustainable Food System Opportunity Assessment (2014) • Sustainability Tracking, Assessment and Rating System Report (2014) • Comprehensive Institutional Plan (2012) • Sustainability Plan 2012-2016 (2012) • The Way We Green: The city of Edmonton’s Environmental Strategic Plan (2011) • Dare to Discover (2011) • Dare to Deliver: Academic Plan 2011–2015 (2011) • “ Integrating Sustainability into the Academic Experience” Companion Document to Dare to Deliver (2010) • Sustainability Commitment and Guiding Principles (2008) • Changing Our Travel Habits (2007) • Long Range Development Plan (2002)
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OPPORTUNITIES & CHALLENGES To develop the most effective strategic plan, we must consider our place and our context. By acknowledging our surroundings and the opportunities and challenges facing us, we can generate realistic goals and strategies. Based on input from hundreds of campus and community members, this plan identifies significant opportunities and barriers to sustainability at the University of Alberta. To be the most effective change-makers, we need to be critically aware of these as we work to achieve our goals.
Keys to Success Participants identified the following points as worthy of note for improving the university’s sustainability performance. These keys to success are to be considered by everyone when implementing the goals and strategies outlined in this plan: Leadership Support – In order to achieve our sustainability goals, support and direction from senior leadership is critical. Leaders are essential in establishing sustainability as a priority for our institution and ensuring that staff from every unit and department are given the time to work on sustainability. ccountability – Every individual is responsible for achieving sustainability. We all play an A important role in our resource use, programming and our work as advocates. There are responsible parties identified for every goal and strategy outlined in this plan, and it must be made clear who is accountable for the success of each one. Collaboration – Partnerships and effective collaboration are important to achieve sustainability goals. There must be strong collaboration across faculties and central units for the identification of shared priorities, communication, programming and engagement of students in curriculum and research. Communication – Open and frequent communication among those active in achieving our sustainability goals is required. This includes effective internal strategic communication and outreach to our target audiences. Accessible and clear messaging, based on reliable research, must be used for all sustainability-related programming. Monitoring & Measurement – It is important to treat strategic plans as living documents that are revisited frequently by all responsible parties in order for us to measure our performance and use this information to guide future efforts. Being transparent and public about this process provides legitimacy and enables improved sustainability performance.
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Obstacles and Challenges Participants from varied backgrounds and expertise identified the following obstacles and challenges worthy of note as we move forward on the sustainability plan. We need to give consideration to these challenges as we implement the strategies that move us towards our goals: Lack of Resources - Lack of resources (including labour, finances and time) inhibits the progress of sustainability-related programs, initiatives and action. If sustainability is not communicated as a high priority, staff and leadership will not designate time and resources needed to innovate and integrate sustainability deep into their work. Uncertainty – Changes to the political climate, economy and the involvement of external stakeholders create competing interests, discourage change and inhibit success of sustainability initiatives. Culture – The academy and society emphasize competition and productivity, creating pressures that impede community well-being and sustainability. Many people have a regimented perspective on educational outcomes, which hinders the progress on non-traditional outcomes such as global citizenship and training of students as social change agents. ierarchy/Governance – To achieve institutionH wide goals, sustainability must be institutionalized within decision-making processes. Existing decision-making structures wrestle with competing strategic directions, power dynamics, uncoordinated prioritization and resource allocation creating challenging conditions for innovation, collaboration and behavior change for sustainability. Sustainability needs to be given consideration at all levels of decision-making. Silos – The size and complexity of the university creates silos that inhibit collaborative and integrated systems and processes. Decentralized decision-making and operations are barriers to developing institution-wide plans, goals and programming.
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VISION, GOALS & STRATEGIES How our plan is structured Vision statements: What will the University of Alberta look like five years from now if we do everything we need to become a sustainable campus? These statements articulate a vision for each category. Download document at sustainability.ualberta.ca/plan
Goals: What do we need to accomplish in order to achieve these visions? Performance indicators have been identified to report on our progress moving toward each goal and are tracked in the Implementation Framework. Strategies: A strategy is a plan of action. These strategies explain how we intend to attain our goals. They are concrete, actionable ideas for implementing sustainability on campus. Responsible parties are identified to be accountable for implementing and reporting on the university’s progress in each area. Responsible parties are tracked in the Implementation Framework.
About the vision In early 2015, over 300 university and community members participated in a series of facilitated conversations and online engagements. These activities were designed to unveil the vision for sustainability at the University of Alberta. Participants were asked “What does sustainability at the University of Alberta look like in 2020?” Their responses contributed to the overarching vision statements found below and the detailed vision statement presented for each theme category in this plan. The vision statements describe where we want to go as an institution in terms of our sustainability performance and help illuminate the steps we need to take to get there. A clear vision is crucial to framing the goals and strategies outlined in this plan. • O ur leadership will take action on our commitment and guiding principles by ensuring sustainability is managed in terms of people, finances and decisionmaking. • O ur education & research efforts will integrate sustainability into the advancement of the university’s mission. • Our operations & infrastructure will continuously seek solutions that embody sustainability principles. • Our community & culture will strive to build connections that model and advance sustainability in our day-to-day activities. • O ur health & well-being will create a safer, inclusive, diverse, and respectful environment that meets the needs of the whole person.
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About the themes The Sustainability Plan weaves together input from diverse stakeholders representing varying disciplines, roles and responsibilities. Gathering the talents of such a diverse group is a key condition for tackling the complex challenges we face. Our goals and strategies are organized in a way to encourage and leverage interdisciplinarity. Strategies are organized into categories covering five themes intended to engender new interactions and encourage an integrated, systems approach to sustainability planning and action.
• Coordination, Planning
• Curriculum
& Governance
• Faculty Development
• Connectivity Between
• Teaching
Campuses
• Sustainable Investments
• Faculty & Staff Health &
• Research
LEADERSHIP
Wellness
EDUCATION & RESEARCH
OPERATIONS & INFRASTRUCTURE
• Student Health & Wellness
HEALTH & WELL-BEING
COMMUNITY & CULTURE
• Outdoor Campus Spaces
• Green Buildings
• Communication
• Energy & Climate Change
• Food Systems
• Public Education
• Sustainable Purchasing
• Transportation
• Outreach & Awareness
• Waste Management Systems
• Water
• Student & Staff Engagement • Diversity & Affordability
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1.
LE ADERSHIP
Vision. We envision sustainability embedded in the university’s highest levels of decision-making and policy. Our leaders are vocal champions of sustainability to internal and external audiences. The university is transparent and accountable to our community, publicly committing to measure and report on sustainability and demonstrating its incorporation into decision-making and practices.
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GOALS & STRATEGIES 1.1 Pioneer innovations in policy, practice, knowledge and leadership that advance sustainability in higher education. a. Ensure the university’s strategic guiding documents, relevant policies and procedures are informed by an institutional sustainability policy that establishes sustainability as a key value at our institution. b. Senior leaders, operational and service units consider sustainability in decision-making, including reviewing and reporting on sustainability in all business and strategic plans. c. Seek synergies between the university’s sustainability planning and other regional and provincial plans. d. Contribute service to national and international sustainability-related organizations, dialogues, agreements and initiatives that advocate and transform sustainability in higher education. e. Senior leadership, including the provost, associate provosts, deans, associate deans, directors and chairs and other key leaders will support and communicate the importance of sustainability in higher education. f. Collaborate with Campus Alberta members on joint initiatives to improve their sustainability performance.
1.2 Demonstrate that diversity and equity are institutional values by strengthening a culture of inclusion within the campus community. a. Embed principles of diversity, inclusivity and equity in the university’s strategic guiding documents, policies and practices.
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1.3 Recognize, reward and profile sustainability solutions and accomplishments of students, staff, faculty, administrators and alumni. a. Elevate awareness and profile of the university’s sustainability innovations and success stories. b. Report annually to senior administration, Senate, Board of Governors and General Faculties Council (through the Facilities Development Committee) and the campus community on sustainability performance. c. Participate in reputable, third party sustainability performance measurement systems, recognition programs and rankings that show progress towards sustainability. d. Recognize and reward sustainability innovation and leadership.
1.4 Foster growth of sustainability initiatives and problemsolving on all campuses. a. Allocate a portion of institutional and departmental budgets to sustainability initiatives. b. Create and increase participation in working groups that foster collaboration and solve sustainability challenges with particular attention to: waste diversion, sustainable purchasing and sustainable food. c. Identify and support a sustainability champion for each faculty, central unit and strategic committee to implement initiatives and liaise with sustainability staff. d. Mitigate environmental impact of the university’s major events and communicate these measures to participants.
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1.5 Commit to acting as leaders in climate change mitigation among northern institutions worldwide. a. Establish a climate change steering committee focused on facilitating initiatives for climate change mitigation and adaptation. b. Connect with institutions in northern communities across the globe to research best practices in energy management and climate change mitigation.
1.6 Assess incorporating sustainability-related approaches into the university’s investments. a. Evaluate opportunities and implications of incorporating environmental, social and governance concerns into the university’s investment policy. b. Explore providing donors with a segregated but diversified sustainability-focused endowment/investment stream. c. Evaluate investing in renewable energy and other sustainabilityrelated infrastructure as an inflation hedging strategy. d. Elevate awareness of the university’s investments (within the campus community) and of sustainable investing (within the investments management team).
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2.
EDUC AT ION & RESE ARCH
Vision. We envision students having opportunities to learn, research and apply sustainability using interdisciplinary approaches. Through outreach and partnerships, the university brings research and new knowledge to the community, enabling individuals, communities, organizations and industries to achieve sustainability. The university is recognized as a leader for taking significant action on climate change and for capitalizing on the knowledge and strengths of our academic and research communities.
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GOALS & STRATEGIES 2.1 Encourage the campus community and the public to learn about sustainability and to understand its value to the university’s mission. a. Provide campus community with transformational resources and make current sustainability research accessible to the public.
2.2 Increase the number of instructors, students and researchers involved with or exposed to interdisciplinary teaching and research connected to sustainability. a. Build the capacity to embed aspects of diversity and inclusivity within research, and honour non-Western research methods. b. Increase number of professors with a stated commitment to and/or expertise in sustainability. c. Create a sustainability centre or institute focused on curriculum and research initiatives, providing programming such as a summer immersive experience in sustainability leadership and/or professional programs. d. Faculty evaluation committees reward teaching and research that expands and enriches sustainability education, strengthens institutional sustainability performance and demonstrates on- and off-campus collaboration.
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2.3 Develop a reputation for academic excellence in sustainability. a. Target funding for teaching and research on sustainability, focusing on specific topics of strong expertise and interest. b. Departments and faculties will develop long-range sustainability plans encompassing operational practices, teaching, research and degree programs.
2.4 Integrate sustainability into curriculum and academic programming in ways that foster critical, interdisciplinary, long-term and systems thinking on sustainability. a. Prepare faculty to integrate sustainability into their teaching via faculty development workshops, new faculty orientation and by developing a community of practice. b. Facilitate the use of university campuses, field stations and research facilities for sustainability research, teaching and practice, including experiential and outdoor learning opportunities accessible to all students. c. Offer incentives to develop new courses in sustainability and to integrate sustainability concepts into existing courses. d. Develop community-based teaching and research partnerships and internships. e. Regularly assess sustainability literacy of undergraduates. f. Encourage research that partners students and researchers to address campus-specific priorities, including: developing a sustainable food system, climate change mitigation and adaptation, sustainable consumption and calculating the university’s environmental footprint.
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3. OPERAT IONS & INFRASTRUCTURE Vision. We envision a transformed institution where projects are collaboratively developed, piloted and implemented to conserve energy, reduce waste, build accessible and inclusive spaces and foster a sustainable food system. The university’s natural and built environments are designed for longterm ecological and human health and are inclusive, safe and productive for all. Universal design principles and sustainable transportation options are well-integrated into campus planning. The university sees waste as a resource and enables waste reduction, reuse, recycling and composting through a robust waste management system. Faculties, departments and vendors demonstrate responsible purchasing for all goods and services giving consideration to life cycle and sustainability principles.
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GOALS & STRATEGIES 3.1 Embed the three pillars of sustainability into the development and care of the university’s indoor and outdoor spaces. a. Develop and maintain space stewardship principles for capital planning that include the analysis of classroom use in all buildings, setting targets for building capacity, and achieving those targets when planning new projects and major renovations. b. Maximize preservation of green space on campus, promoting native biodiversity and the use of UAlberta campuses as living labs. c. Certify 50 per cent of existing buildings using BOMA BESt green building rating system by 2020. d. Certify all new construction and major renovation projects using either Green Globes or LEED®. e. Explore and implement low impact methods for grounds management. f. Create a water use reduction plan informed by water audits that outlines baseline water use and reduction goals for all major facilities by 2020. g. Catalogue and manage information related to sustainability features and management practices for all university buildings. h. Elevate awareness and increase number of accessible and allgender washrooms in university-owned property. i. Explore opportunities for the University of Alberta Hospital to participate in a third party healthcare certification system to advance sustainability performance.
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3.2 Establish the university as an innovative leader in addressing climate change and reduce the greenhouse gas emissions to 17% below 2005 levels by 2020. a. Execute the strategies outlined in the Greenhouse Gas Emissions Reduction Plan. b. Minimize fossil fuel use by university owned vehicles by converting fleet to alternative fuels and power sources and reporting fuel consumption on an annual basis. c. Implement innovations, upgrades, preventative maintenance and best practices in energy management, climate change mitigation and environmental protection. d. Expand Energy Management Program activities to include all departments and units on all campuses. e. Expand greenhouse gas inventory to include emissions generated by air travel, commuting and the embodied energy of goods and services. f. Use an energy analytics platform to monitor and condition buildings based on space usage.
3.3 Sustainable and accessible transportation options are encouraged and well-integrated into campus planning. a. Work in alignment with institutional plans such as the Long Range Development Plan to reduce number of students driving to campus by increasing availability of student housing to accommodate up to 25% of full time equivalent students. b. Increase the use of carpooling and car sharing.
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3.4 Advance a sustainable food system that provides fresh, healthy and affordable food in collaboration with the university community. a. Establish the Sustainable Food Working Group to advance sustainable food initiatives. b. Implement system for recovering and donating leftover food from dining and catering operations. c. Explore opportunities to grow food in underutilized spaces. d. In collaboration with contract food providers, highlight and provide at least one affordable, complete-protein, vegan meal. e. Dining Services will preferentially purchase animal products that are third-party certified as ecologically sound and/or humane. f. Increase access and affordability to healthy food, including options for specialty diets.
3.5 Spend 50 per cent of Dining Services’ annual food budget on food produced in Alberta and/or food with recognized sustainability certifications (e.g., organic, Fair Trade, Ocean Wise) by 2020. a. Develop or collaborate with existing on-campus gardens to supply produce to food vendors. b. Work with external partners to find Alberta food producers to supply food vendors.
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3.6 Build capacity within the purchasing system to assess and make decisions that support sustainability based on the upstream and downstream social and environmental impacts using a total cost of ownership model. a. The institutional university supports a stated preference for products registered with the Electronic Product Environmental Assessment Tool (EPEAT). b. Embed lifecycle cost analysis into the university’s requests for proposal processes, including those for computer supplies, computer equipment and multi-function printers. c. Identify 5-7 major purchases that impact the entire university community, perform life cycle analysis, and make recommendations to address impact based on learnings.
3.7 Build capacity for departments and faculties to engage in sustainable purchasing. a. Develop a Code of Conduct for university vendors and suppliers and profile broadly across campus b. Elevate awareness of the environmental benefits of multi-function printers. c. Increase the use of the surplus management system by departments and faculties. d. Units making high volume purchases of promotional items will assess opportunities to reduce their impact by through sustainable purchasing practices
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3.8 By 2020, divert 90% of waste from landfill and reduce waste per weighted user to 41 kilograms. a. Increase source-separation and collection of organics to 1,500 tonnes per year by 2017. b. Introduce “Zero Waste” collection of recyclables, organics and landfill waste across UAlberta facilities. c. Elevate awareness of university’s waste diversion goal and engage campus community in ambition to become a “Zero Waste” campus. d. Assess high impact opportunities for reducing packaging waste for lab supplies and equipment. e. Assess high impact opportunities for reducing paper consumption and increasing the purchase of recycled-content paper. f. Explore opportunities to reduce the chemical waste footprint of teaching and research activities. g. Increase diversion of construction, demolition, and renovation waste to 75% by 2020. h. Expand Reusable Dish Program to include vendors across North Campus. i. Work with food vendors to eliminate polystyrene food service ware and replace it with recyclable or compostable alternatives. j. Reduce paper towel waste by installing hygienic, energy efficient hand dryers.
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4. COMMUNIT Y & C ULTURE Vision. We envision all members of the university community sharing responsibility for our future. Through orientation, community and campus partnerships, outreach and community-building initiatives, the university provides resources for individuals to be ambassadors for sustainability and global citizenship. Individuals understand how their daily activities contribute towards the university’s sustainability goals. Developing sustainability leadership is a priority for all. To this end, the university offers financial support, programming, coaching, tools and opportunities to pilot and implement projects across the institution.
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GOALS & STRATEGIES 4.1 Enhance awareness of the university’s sustainability features, practices and resources to the campus community and to the public. a. Communicate green building features to the public. b. Feature sustainability messages, resources and tools in student and staff orientation. c. Purchase the university’s branded clothing from producers registered with the Fair Labor Association.
4.2 Improve accessibility, affordability and opportunities for success in post-secondary education for all, regardless of status as outlined in the Statement on Equity in Student Affairs. a. Develop a student financial support strategy to provide improved services at all stages, from application through to graduation. b. Increase number of students and faculty from traditionally underrepresented groups, including Aboriginal peoples, persons with disabilities, visible minorities and women. c. Remove barriers to enrollment and academic success for students from financially insecure situations.
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4.3 The university is an inclusive place for work and learning with full participation from diverse, historically underrepresented communities. a. Provide support and opportunities for building community and social justice to individuals and groups who experience discrimination, exclusion and/or oppression. b. Develop and communicate respectful engagement principles for work and study spaces. c. Improve campus community’s understanding of diversity and inclusion. d. Identify and address barriers to underrepresented groups participating in advisory and planning committees at the institutional, faculty and unit level. e. Gather information and report on attitudes, perceptions and experiences of campus stakeholders as they relate to diversity.
4.4 Promote healthy eating and edible landscapes as an inherent part of the university’s sustainable food system. a. Educate the campus community about participating in a sustainable food system. b. Establish a Campus Garden Network to enhance collaboration between community gardens.
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4.5 Engage university community in activities to improve understanding and action for climate change, including research, interactive programs and strategic planning. a. Expand public transit incentive programs to make transit more affordable for all UAlberta campuses. b. Adjust parking prices and inventory to deter single occupancy vehicle trips. c. Generate public dialogue on climate change mitigation and adaptation in Alberta.
4.6 Provide frequent, diverse and motivational opportunities for students, staff and faculty to engage in change-making for sustainability. a. Increase opportunities for students to advance sustainability in residences. b. Tailor sustainability programming and communications to reach diverse audiences, making a concerted effort to reach those not traditionally engaged in sustainability. c. Provide time and professional development opportunities to staff and faculty to become effective sustainability champions.
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5.
HE ALTH & WELL-BEING
Vision. We envision that health, equity and well-being are integrated into all aspects of the university experience. The university’s policies, practices and services foster a safe, inclusive, diverse and respectful community. Individuals are encouraged to prioritize self-care and make contributions to sustainability. Services are provided to meet the needs of the whole person, paying attention to individuals’ unique abilities, identities and experiences.
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GOALS & STRATEGIES 5.1 Support health, wellness and safety by delivering relevant, responsive and accessible services and initiatives. a. Encourage strong and visible commitments and supports for student mental health. b. Develop an institutional strategic plan for improving health and wellbeing and increasing awareness, understanding and participation in related services. c. Recognize and reward leadership in advancing health and well-being. d. Adopt standardized indicators for measuring student health and well-being. e. Explore opportunities to deliver a faculty and staff engagement strategy. f. Work towards the development of safer work and study environments.
5.2 Foster opportunities for learning about health and well-being. a. Empower student groups to improve their capacity to deliver health and wellness programs. b. Incorporate health and well-being information into orientation programming for new staff and students. c. Implement communications and outreach activities to improve student, staff and faculty awareness, understanding and use of health and wellness services.
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ACCOUNTABILITY & REPORTING Accountability This institutional plan is championed by the Vice-President (Facilities and Operations) and the Provost and Vice-President (Academic) on behalf of the senior leadership team and broader campus community. The Office of Sustainability is the hub of the university’s campus sustainability initiative and facilitates progress on the Sustainability Plan. Download document at sustainability.ualberta.ca/plan
The Implementation Framework provides additional information describing each goal and strategy, as well as the responsible parties and recommended performance indicators. It is a living document that will play a valuable role in tracking accountability, monitoring and reporting back on the progress of the Sustainability Plan.
Reporting On behalf of the university, the Office of Sustainability collaborates with key contacts across the institution to track progress on the Sustainability Plan. There are hundreds of students, staff and faculty involved in implementing the plan. For each strategy, one or more responsible parties were identified. Responsible parties are people, positions or committees whose influence over the success of a strategy makes them critical stakeholders in the implementation of the plan. They are accountable for the plan’s success and are listed below and in the Implementation Framework. Starting in 2017, an annual report will be shared with responsible parties and senior leaders to clearly communicate the university’s progress on all goals and strategies as outlined in the Sustainability Plan.
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Progress Report Produced by the Office of Sustainability, the report will include: • A description of the work that has been completed in the past year to make progress on each goal or strategy. • I dentification of any issues or challenges faced in advancing each goal or strategy to help understand what is needed to make progress. • A n indication of progress toward achieving each goal or strategy, using the following scale: Not Started – Work has not started. On Track – Work has started and is proceeding on schedule. t Risk – Implementation issues may be limiting or A prohibiting the strategy from being achieved. Barriers and challenges must be supplied for strategies with this progress indicator. elayed – Implementation is significantly delayed or placed on D hold. Barriers and challenges must be supplied for strategies with this progress indicator. Achieved – The strategy has been completed. • W herever possible, an approximate indication of what percentage of each goal or strategy is complete.
NEXT STEPS Moving forward, supports will be provided to help responsible parties achieve their sustainability goals and strategies. These supports will include: • A ccess to funding programs to help improve sustainability on campus. Examples include Green Grants and the Sustainability Enhancement Fund. • C apacity-building opportunities to develop the sustainability leadership competencies for interested students, staff and faculty. Examples include Leading Sustainability at Work and the Student Sustainability Summit. • P ublication of a workbook for action planning. This tool will help support the implementation of the goals and strategies identified. This will include template logic modeling & planning tools combined with optional action planning workshops to demonstrate how to use these tools. • P ublication of an annual Sustainability Plan progress report to encourage action.
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ACKNOWLEDGEMENTS Executive Champions The executive champions for the Sustainability Plan are Don Hickey, Vice President (Facilities & Operations) and Steven Dew, Provost and Vice President (Academic).
Planning Team The Office of Sustainability facilitated the development of this plan. Key staff connected to the campus sustainability initiative participated in the planning, coordination and facilitation of all workshops and synthesized considerations into the finished plan. Trina Innes Chief Sustainability Officer, Office of Sustainability Naomi Krogman Director of Sustainability Scholarship and Education, Office of the Provost and VicePresident (Academic) Mike Versteege Manager, Energy Management & Sustainable Operations, Facilities & Operations
Emily Dietrich Program Lead, Outreach & Engagement, Office of Sustainability Shannon Leblanc Sustainability Coordinator, Energy Management and Sustainable Operations, Facilities & Operations
Lauren Hall Sustainability Coordinator, Energy Management and Sustainable Operations, Facilities & Operations Apryl Bergstrom Academic Assistant, Sustainability Scholarship and Education, Office of the Provost and Vice-President (Academic)
Lisa Dockman Program Lead, Outreach & Engagement, Office of Sustainability
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Consultation and Facilitation Support Plenty of staff and volunteer support helped the planning team implement the consultation process for the Sustainability Plan. Staff from other units on campus, campus sustainability volunteers and student interns were involved in the promotion of the consultation process and in the delivery of the workshops. Alexandria Burns-Bye Campus Sustainability Volunteer, Office of Sustainability
Justis Allard Outreach Intern, Office of Sustainability
Melissa Visconti Healthy Campus Unit Team Lead, University Wellness Centre
Anthony Khafizov Campus Sustainability Volunteer, Office of Sustainability
Kateryna Barnes Communications Assistant, Office of Sustainability
Mohamed Adel Nas Campus Sustainability Volunteer, Office of Sustainability
Ashlyn Renner Campus Sustainability Volunteer, Office of Sustainability
Kayleigh Wiebe Outreach Intern, Office of Sustainability
Moni Holowach Campus Sustainability Volunteer, Office of Sustainability
Caitlin Macnab Campus Sustainability Volunteer, Office of Sustainability
Kimiko Pocha Campus Sustainability Volunteer, Office of Sustainability
Nathalie Walker Administrative Assistant, Office of Sustainability
Eilish McKinlay Outreach Intern, Office of Sustainability
Lauren Hall Campus Sustainability Volunteer, Office of Sustainability
Sharmeen Moushumi Outreach Intern, Office of Sustainability
Elizabeth Bacon Campus Sustainability Volunteer, Office of Sustainability
Leila Fanaiean Outreach Assistant, Office of Sustainability
Eric Athanas Communications Assistant, Office of Sustainability
Maja Osmanagic Outreach Assistant, Office of Sustainability
Trevor Chow-Fraser Program Lead, Marketing & Communications, Office of Sustainability
Grace Lam Outreach Intern, Office of Sustainability
Marie King Sustainability Assistant, Energy Management and Sustainable Operations
Whitney Caine Campus Sustainability Volunteer, Office of Sustainability
Workshop Participants This Sustainability Plan would not have been successfully developed without the dedicated time and participation of many, many on-and off- campus community members. A total of 301 student, staff, faculty and community members participated in the visioning and strategies workshops and 90 people contributed their ideas via the online community conversation kit. Their rich contributions, enthusiasm and passion for sustainability were inspiring and were an invaluable contribution to this planning process.
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Working Groups, Advisory Committees and Governance Committees The following governance bodies, working groups and advisory committees were engaged in the development of this plan. They are also involved in implementing sustainability and are accountable for implementing components of the Sustainability Plan. • Sustainability Advisory Committee
• General Faculties Council
• Sustainable Operations Advisory Committee
• Students’ Union
• Sustainable Purchasing Working Group
• Executive Committee
• Waste Diversion Working Group
• Academic Planning Committee
• Graduate Students’ Association
• President’s Executive Committee—Operations
• P rovost’s Academic Advisory Committee on Sustainability
• B oard of Governors Finance and Property Committee
Contributors & Responsible Parties The university’s sustainability accomplishments are the results of people leading and all across the institution. Below are some of the key people engaged in the development and review of this plan. Alireza Talaei Vice-President Student Services, Graduate Students’ Association
Catherine Anley Employment Equity Advisor, Human Resource Services
Andrea Smith Senior Administrative Officer, University Relations
Catherine Swindlehurst Chief of Staff, President’s Office
Anthony Cornish Faculty Service Officer, Biological Sciences, Faculty of Science Audric Moses Manager, Lipidomics Core Facility, Faculty of Medicine & Dentistry Ben Louie University Architect, Office of the University Architect, Facilities & Operations Brad Hamdon General Counsel, Office of the General Counsel Caitlin Phare Executive Director, Campus Food Bank
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Chris Blades Facilities and Operations Manager, Augustana Campus Chris Daberer Sexual and Gender Minority Equity Advisor, Institute for Sexual Minority Studies & Services (iSMSS) Colm Renehan Associate Vice-President, Office of Advancement Daryl McCartney Professor, Faculty of Engineering; Executive Director and Director of Research, Edmonton Waste Management Centre of Excellence David Kahane Professor, Faculty of Arts; Project Director, Alberta Climate Dialogue (ABCD)
David Whalen Manager, Cleaning Services, Buildings and Ground Services, Facilities & Operations Debbie Preston Stores Supervisor, Biological Sciences, Faculty of Science Debra Davidson Professor, Faculty of Agricultural, Life & Environmental Sciences Denise Hemmings Associate Professor, Faculty of Medicine & Dentistry; Chair, Women in Scholarship, Engineering, Science & Technology (WISEST) Dev Jennings Professor, Alberta School of Business Dolores March General Manager, Hospitality Services, Ancillary Services Don Hickey Vice-President (Facilities & Operations)
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Contributors & Responsible Parties (cont.) Doug Dawson Associate Vice-President, Ancillary Services Dustin Edwards Awards Coordinator, Student Financial Support, Office of the Registrar Dylan Hanwell Vice President External, University of Alberta’s Students’ Union Elise Hetu Coordinator, Campus Chapters & Faculty Engagement, Alumni Relations Ellen Schoeck Executive Director, Graduate Students’ Association Eve Robidoux-Descary Chef d’équipe, Opérations et initiatives, Campus Saint-Jean Fiona Halbert Team Lead, Student Financial, Office of the Registrar Gail Harvey Senior Property Management Coordinator, Real Estate Services, Ancillary Services Geoff Rode Director of Operations, Ancillary Services Geraldine McCune Manager, Organizational Health & Effectiveness, Human Resource Services Hugh Warren Associate Vice-President, Operations & Maintenance, Facilities and Operations
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Ian Page Associate Director, Onsite Services, Information Services and Technology Jake Tremblay Director, Counselling & Clinical Services Jason Cobb Manager, Assessment and Communications, Office of the Dean of Students Jessie Kwasny Waste Diversion/Recycling Coordinator, Buildings and Grounds Services, Facilities & Operations Jim Laverty Manager, Vehicle Pool, Facilities & Operations Katharine E. Moore Senior Administrative Officer, Vice-President (Research) Kathleen Brough Senior Administrative Officer, Office of the Provost and VicePresident (Academic) Katie Allen Team Lead Involvement, University of Alberta Students’ Union Keith Hollands Associate Director, Design and Technical Services Kelin Flanagan Area Manager, Student Services, University of Alberta’s Students’ Union Kenji Kinoshita Fleet Safety Officer, Facilities & Operations
Kerry Mummery Dean, Faculty of Physical Education and Recreation Kerstyn Lane Specialist - Sustainability Engagement, Sustain SU, University of Alberta’s Students’ Union Kevin Friese Executive Director, University Wellness Services Kris Urbanczyk Associate Director, Distribution Services, Supply Management Services Larry Clark Technical Director, Department of Drama, Faculty of Arts Lilas Bielopotocky Supervisor, Food Services, Augustana Campus Lorne Babiuk Vice-President (Research) Lorraine Huntley Support Services Coordinator, Ancillary Services Marc Dumouchel General Manager, University of Alberta’s Students’ Union Margriet Tilroe-West Senior Manager of Facilities and Operations, University of Alberta’s Students’ Union Marion Haggarty-France University Secretary Mark Chytracek Director, Student and Residence Services, Augustana Campus
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Contributors & Responsible Parties (cont.) Mary Beckie Associate Professor, Faculty of Extension; Acting Director of Community Engagement Studies, Faculty of Extension Mary Paul Senior Administrative Officer, VicePresident (Facilities & Operations) Mike Kohlenberg Associate Vice-President, Utilities, Facilities & Operations Olive Yonge Professor, Faculty of Nursing; Past Acting Provost and VicePresident (Academic) Parker Leflar Program Manager, The Landing, University of Alberta’s Students’ Union Pat Jansen Associate Vice-President, Planning & Project Delivery, Facilities & Operations Phil Webb Director, Logistics and Business Services, Supply Management Services Phyllis Clark Vice-President (Finance and Administration) Ray Dumouchel Associate Director, Buildings and Grounds Services, Facilities & Operations
Renee Polziehn Director, Professional Development & Outreach, Faculty of Graduate Studies and Research Rick Fix Director, Service Operations, Information Services and Technology Rob Pawliuk Associate Director, Operations, Facilities & Operations Robert Munro Director, Environment, Health and Safety Ron Ritter Director, Investments and Treasury, Financial Services Sandra Kereliuk Senior Administrative Officer, Vice-President (Finance and Administration) Sarah Ficko Vice-President Labour, Graduate Students’ Association Sarah Flower Program Consultant and EFAP Administrator, Human Resource Services Shawn Kaminski General Manager, Aramark Shilpi Gupta Chef, Aramark Suzanne Butler Transition Year Program Coordinator, Aboriginal Student Services Centre
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Teddi Doupe Associate Director, Student Accessibility Services Terry Nonay Manager, Utility Services, Facilities & Operations Terry Sperling Associate Director, Residence Operations, Ancillary Services Todd Werre Director, Project Management Office, Facilities & Operations Tom McLean Manager, Landscape Services, Facilities & Operations Tony Maltais Director, Building Infrastructure, Facilities & Operations Tracy Bear Instructor, Faculty of Native Studies Vivian Kwan Vice President Student Life, University of Alberta’s Students’ Union Wade King Advisor, Office of Safe Disclosure & Human Rights Wayne Anderson Assistant Director, The University of Alberta Bookstore Wendy Rodgers Deputy Provost, Office of the Provost and Vice-President (Academic)
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