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USCSustainabilityStrategy2030Preparedby:AcademicSenateSustainabilityCommitteeTaskforceContributors:PaulAdler,EdAvol,CatherineColeman,JoshGoldstein,LessaGrunenfelder,KarlaHeidelberg,DanMazmanian,AndreOuellette,DarrenRuddell,KellySanders,LucioSoibelman,GreysSosic.Commentsto:DarrenRuddelldruddell@usc.eduandPaulAdlerpadler@usc.eduINTRODUCTION

Environmentalsustainabilityisoneofthemostcriticalchallengesfacinghumanityinthe21stcentury.USC’sMission—“thedevelopmentofhumanbeingsandsocietyasawholethroughthecultivationandenrichmentofthehumanmindandspirit”1—callsonustodevelopaUniversity-widestrategicresponse.WearethereforeinspiredtoseethattheProvosthasidentified“securityandsustainability”asoneoffourkeyuniversity-wideinitiativesheplanstolaunch.WesimilarlyappreciatethefactthattheUniversityhasadoptedaSustainability2020Plan2andthattheLosAngelesMemorialColiseumhasazerowasteprogram.

However,giventhemagnitude,urgency,andmultifacetednatureofthesustainabilitychallenge,theseeffortsneedtobeembeddedinabroadervisionandlonger-termstrategy.Suchastrategywouldenableustoapproachsystematicallybothlong-rangeplanningneedsandnear-termimplementationsteps.Ourstrategyshould,weargue,positionusasaleaderinresearchandeducation—whichis,afterall,ourprimaryresponsibility—anditwouldturnthecampusintoabeaconofsustainableoperationsandfacilities—sinceweareoneofthelargestprivateemployersinaregionandacitythathavemadesustainabilityatoppriority.

ItisrecognizedwithinandbeyondtheTrojanFamilythatUSCiscurrentlylaggingbehindmanyofourpeerinstitutionsinimplementingsustainabilitypractices,andthatwelackacomprehensivesustainabilitystrategy.3WiththegoalofcatalyzingthedevelopmentofsuchastrategyfortheUniversity,theSenateoffersthefollowingideas.WehopethisdocumentwillinspireandbringtogetherthemanyconstituenciesoftheUniversitytoarticulateanimaginativeandleading-edgelong-termsustainabilitystrategythattakesadvantagesofthestrengthsandcommitmenttoinnovationofouruniversity.

Thefollowingdocumentaddressesinturn:• Thecurrentandlikely-futuresustainabilitygap• ProposalsforUSC’sSustainabilityMission,Vision,andValues• ConsiderationsonImplementationplanning• ProposedSustainabilityStrategicGoalsin7keydomains• Appendixonbackgroundtotheproposedgoals

1https://about.usc.edu/policies/mission-statement/2LinktotheUSCSustainability2020plan:file:///C:/Users/druddell/AppData/Local/Temp/Sustainability2020_Booklet-1.pdf3Linktocollectionofpeerinstitutions’sustainabilitystrategydocuments:https://www.dropbox.com/sh/5p0ydrmkukrtqo4/AACXgBic4ZNTpyjOAq5_O9Pma?dl=0

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THEGAPWearefarbehindourpeersinaddressingenvironmentalsustainability.In2012,the

USCOfficeofSustainabilitycollecteddatathatallowedustoassessourperformanceinsustainabilityusingthesystemdevelopedbytheAssociationfortheAdvancementofSustainabilityinHigherEducation(AASHE)(http://www.aashe.org/).Establishedin2006asthefirstprofessionalhighereducationassociationforcampussustainability,AASHEdevelopedtheSustainabilityTracking,Assessment&RatingSystem(STARS)modeltoranksustainabilityeffortsathighereducationinstitutions.Thisisthemostcommonlyusedmodeltorank"green"collegesanduniversitiesacrosstheworldwithapproximately250USuniversitiesandcollegespubliclyreportingtheirperformanceonvariousindicatorsandcriteriainAcademics,Engagement,Operations,andPlanning&Administration.

ResultsofthisassessmentplacedUSC’ssustainabilityperformanceintheBronzecategory,althoughtheOfficeofSustainabilitydidnotreportthesustainabilityscorestoAASHE.BuildinguponlessonslearnedfromtheSTARSself-assessment,andusingtheSTARSreportingsystemasaguide,theUniversity’sSustainabilitySteeringCommitteeandtheOfficeofSustainabilitymobilizedstaff,faculty,andstudentstoidentifyambitiousbutachievablegoalsforauniversityimprovementplan.TheresultofthiseffortwastheUSCSustainability2020Plan.The2020Plananditsgoalswereendorsedbytheuniversityinlate2015,andsincethen,theOfficeofSustainabilityhasledseveralworking-groupstoidentifyprojectsandproposalstoachievestatedgoals.

The2012self-assessmentalsoservedasanopportunitytocompareUSC’ssustainabilityperformancewithpeerinstitutions.Unfortunately,TheOfficeofSustainabilityisnotabletoregularlyupdatedataforsustainabilityassessments—anothersymptomoftherelativelylowpriorityandpaucityofresourcesUSChasaccordedsustainability—butwhenwecompareour2012performancewiththe2014resultsrecordedby21peerinstitutions(peerswereselectedbasedonuniversityrankingsfromtheWallStreetJournalCollegeRankingsandfromtheU.S.NewsNationalUniversitiesRankings),thecomparisonisdisheartening.Whilea2012-2014comparisonisadmittedlyflawed,itisstrikingthatoverall,USCisthelowest-scoringinstitution.Theresultsofthisassessmentidentifiedsomeareasofstrengthandprogress--forinstance,USCperformedwellintheareasofEngagement(67.6),Transportation(63.3),Waste(74.6),andWater(83.5)—butourtotalscoreacrosstheAASHEcriteriais36%,ascomparedtoameanof60%amongpeerinstitutions,andahighof81%atStanford.(Seeappendixforfulldetails.)

Aswemoveforward,ahostofenvironmentalchallengeswillsurelyintensifybothlocallyandglobally.Ourlaggingpositionwillbecomeanincreasinglyburdensomeliability,beitinattractingstudents,faculty,anddonors,orinourrolevis-à-visthecommunity,LosAngelescitygovernment,theState,orrelativetoouraspirationtobeaworld-classuniversity.

Wealreadyhavesomevaluableassetsforeffortstoaddressthisgap.Wehavesomeworld-classfaculty,passionateandskillfuladministrators,andmotivatedstudents.Butourcapabilitiesaredispersedandweareasyetill-equippedtoexploitthem.Nordowehaveacoherentlong-termstrategyforaugmentingthesecapabilities.The2020Planisavaluablefirststepincoordinatingourefforts,buttofulfillUSC’sdeclaredambition,weneedasustainedcommitmenttobecomingaleaderintheenvironmentalsustainabilityarena.Thisshouldbeguidedbyalonger-termvisionandstrategy.

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PROPOSEDSUSTAINBILITYMISSION,VISION,VALUESWhatshouldUSC’smissionbeinthesustainabilityarena?Whatisourfundamental

purposeinthisarena?Withoutwantingtopreemptthediscussionamongabroaderrangeofstakeholdersthatwehopetocatalyzewiththisdocument,hereisaproposal:USCaimstodeveloptheknowledge,people,andpracticesneededtoleadthewayinrespondingtothemajorenvironmentalsustainabilitychallengesfacingourcity,region,country,andplanet.

WhatisUSC’svisioninthesustainabilityarena?Thatis,whatwouldUSClooklikeifwefulfilledthismission?USC’s2011Visionfocusesonthreelegs:(a)TransformingEducationforaRapidlyChangingWorld,(b)CreatingScholarshipwithConsequence,(c)ConnectingtheIndividualtotheWorld.”4Buildingonthisfoundation,ourvisioninthesustainabilityarenacouldbeto:(a)Becomeaneducationleaderinbuildingthedisciplinaryandinterdisciplinaryskillsandknowledgethatourstudentswillneedtoconfronttheenvironmentalchallengesahead;(b)Becomeanindispensablesourceofscientific,engineering,andpolicyexpertiseintheenvironmentalsustainabilityfield;(c)Connectourinstitution,faculty,andstudentstoothersworkinginthisfieldinthecity,region,andworld.

Whatvaluesshouldguideoureffortsinthisarena?Ourfoundingcorevalueswillserveuswellinthisendeavor:“freeinquiry,thesearchfortruth,appreciationofdiversity,servicetocommunity,respectandcareforothers,andethicalconduct.”Weneedtolooktothesevaluesinevaluatingandbalancinglong-termanddifficult-to-quantifybenefitsandcosts--suchasthereputationalbenefitofdemonstratedleadershipinanincreasinglycriticalpolicyarena,thecostsofourvulnerabilitytoenvironmentalpressures,andthecostsofadjustingtodramaticregulatorychangesthatarelikelytoariseinresponsetothosepressures.Thetemptationisstrongtoignoretheselonger-termconsiderationsandbaseourdecisionsonshorter-term,easier-to-quantifycostsandbenefits.Valuesplayakeyroleinthegovernanceoflargecomplexinstitutionssuchasourspreciselybecausetheyhelpusavoidthispitfallandguideustowiserdecisions.WeproposeasaguidingprinciplethattheUniversityadoptatriple-bottom-line(TBL)decisionrule.5Relativetosimplerrules(likeNetpresentvalueandPaybackperiod)thiswouldbemorecomplex,butinrecognizingeconomic,environmental,andequityconsiderationsofanymajoraction,itwillhelpuscapturetherealcostsandbenefitsinvolvedinboththeshort-andlong-term.

PROPOSEDSUSTAINABILITYSTRATEGYGOALS–2030

GuidedbythisMission,Vision,andValues,wehavereviewedUSC’sperformanceineachofthe7AASHEdomains,comparedourselvestoourpeers,assessedourprogressinthe2020Plan,andidentifiedasetofplausiblelonger-termstrategicgoalsandpriorities.(ThefoundationforthesegoalsisexplainedintheAppendix.)

4https://strategic.usc.edu/files/2013/01/USC-Strategic-Vision.pdf5TheTBLisanaccountingframeworkthatincorporatesthreedimensionsofperformance:social,environmentalandfinancial.Thisdiffersfromtraditionalreportingframeworksasitincludesecological(orenvironmental)andsocialmeasuresthatcanbedifficulttoassignappropriatemeansofmeasurement.http://www.ibrc.indiana.edu/ibr/2011/spring/article2.html

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Weofferthesegoalswiththeaimofopeningaconversation.WeareawarethattheywouldneedmoreextensivediscussionbeforetheUniversitycommitstothem.Insummary,weproposethatby2030…

• Education&Research:USCwillbewidelyrecognizedregionally,nationally,andinternationallyasaleaderinteachingandresearchonawiderangeofenvironmentalsustainabilityissues.

• CommunityEngagement:USCwillregularlydevelop,lead,andengageinstrategicpartnershipsoncampusandinthecommunitytopromotesustainabilitypracticesandeducation.

• EnergyConservation:USCwillachievecarbonneutralityacrossallcampusbuildings.

• Transportation:USCwillreduceby50%singleoccupancyvehicles(SOVS)from2014levels;converttheuniversitymotorfleettozeroemissions(excludingemergencyvehiclesandlargetrucks);reduceby50%theuniversity’scarbonfootprint;andpositionUSCasavisibleandprogressiveparticipantinlocal,regional,andinternationalsustainabletransportationactivities.

• Procurement:USCwillbearecognizedleaderamonghighereducationinstitutionsinusingitspurchasingpowertoencourageenvironmentallysustainableoperationsinitssupplychain.

• Waste:USCwillachievecampus-wide“zerowaste”(90%wastediversion)from2014levelsonallUSCcampuses.

• Water:USCwillreducepotablewaterusageby50%from2014levelsacrossallUSCcampuses.

Toreiterate:theSenateisproposingthesegoalstocatalyzediscussion.WedonotclaimtohaveundertakenthecomprehensiveanalysisthatwouldbeneededbeforetheUniversityadoptedthem.

FROMSTRATEGYTOIMPLEMENTATION

ImplementingaSustainabilityStrategyofthismagnitudeandcomplexitywillrequireamuchenhancedlevelofcoordinationandcollaborationacrossthevariousfunctionalareasoftheAdministrationandacrossthevariousSchools.UnlikeotherstrategicprioritiesatUSC,sustainabilityimplicatesalltheareasofresponsibilitycurrentlydispersedacrosstheProvostandourtwoUniversitySeniorVicePresidents.

Atpresent,theonlyformalresponsibilityforsustainabilityactivityatUSCfallsundertheAssociateSeniorVicePresidentforAdministrativeOperations.Thisadministrator’sresponsibilitiesincludetheDepartmentofPublicSafety(DPS),Health&Safety,IT&HR,aswellasEnvironmentalHealth&Safety.ToassistthisAssociateSVP,wehaveaSustainabilityOfficestaffedbyasingleadministrator.TheSustainabilityOfficeinturncoordinatestheactivityofaSustainabilitySteeringCommitteethatiscomposedofvolunteers,operatingwithlittleifanyauthorityorresponsibility.

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Toensureamoreappropriatelevelofstrategicleadership,andtointegratethevariousdimensionsofoursustainabilityefforts—educationandresearch,operations,facilitiesandfinances—weproposeaSustainabilityLeadershipCouncil,comprisedoftheProvost,twoorthreeselectDeans,thetwouniversitySVPs,andaChiefSustainabilityOfficer(CSO).6

WerecommendanorganizationalstructurewheretheCSOreportstotheProvostorSVP.TheCSOwouldneedastafftoguideplanninganddriveexecutionacrossourcomplexinstitution.ApartfromtheCSO’sfull-timestaff,7werecommendthateachofthemajorcomponentsoftheuniversity(e.g.,Provost,AdministrativeOperations,AuxiliaryServices,CapitalConstruction,andFacilitiesManagement)designatesomeoneresponsibleforsustainabilityinitiativesintheirfield.EachsuchrepresentativemighthaveadualreportingrelationshiptoboththeirunitheadandtotheCSO.TheCSO’sofficeshouldalsoengagetheFacultySenate,Studentgovernment,andStaffAssemblyinthegovernanceofoursustainabilityefforts--tohelpsetgoals,allocateresources,andtrackprogressrelativetoourstrategicandoperationalgoals.

Figure1showstheproposedneworganizationalstructure,laidovertheextensivenetworkofactorsalreadyengagedinsustainabilityactivity.USC’scurrentorganizationshowstheunfortunatelackofcentralizedleadershipofoursustainabilityefforts.Withoutamoreseniorlevelofleadershipandaccountability,universitysustainabilityeffortswillremainunder-resourcedandcontinuallysubjecttocompetingclaimsforthetimeandlaborneededtoeffectivelycoordinate,implement,trackandreporteffortstohelpadvancetheuniversity.

6Areviewofpeerinstitutions’organizationalstructureforsustainabilityeffortsisprovidedinAppendix27Harvard’ssustainabilityofficehasafull-timestaffof17.Seehttps://green.harvard.edu/group/our-team

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Figure1:ProposedorganizationchartforUSC

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PROPOSEDSTRATEGICGOALSBYDOMAINDOMAIN1:EDUCATIONANDRESEARCHProposed2030Goal:USCwillbewidelyrecognizedregionally,nationally,andinternationallyasaleaderinteachingandresearchonawiderangeofenvironmentalsustainabilityissues.USCwillbecomeaneducationalenvironmentwhereasystematicemphasisonsustainabilityinforms,enables,andengagescampuscommunitiesthroughknowledge,involvementopportunities,andoutreach.Wewilltrainleaderswithadeepawarenessofsustainabilityissuesandtheabilitytotranslatesustainabilityconceptsintoaction.Asaninstituteofhighereducationandlearning,wewillstrivetodevelopdistinctiveeducationprogramsandresearchrelatedtoincreasingenvironmentalliteracyandsustainability.Reminder:GoalsfromSustainability2020:

• Goal1:encouragethedevelopmentofenvironmentallyliteratestudentsandfacultyandTrojancommunity.Incorporatesustainabilityintothebreadthofknowledgeexpectedofgraduates.Assessstudentandfacultyunderstandingofsustainabilityprinciples.ProgressReport(asofMarch2017):AnassessmentofsustainabilityprincipleswasconductedofstudentsfromUSCHousing(nottheentireUSCstudentpopulation);nofacultysurveyhasbeenadministered.

• Goal2:developdegreeprogramsthattrainstudentstobepractitionersofsustainabilitystudiesandsciencewithacurriculumthatembodiesbreadthanddepth.Provideincentivesfordevelopingsustainabilitycoursesoncampus.Developaninterdisciplinarysustainabilitycurriculumcommittee.ProgressReport(asofMarch2017):Notangibleprogress.

• Goal3:developexcellenceinresearchthatincludescross-disciplinarystudies,promotescompetitivenessingrantapplicationsandproducestransformativefindings.RecruitprominentscholarstohelpestablishUSCasaleadinginstitutionofsustainabilityresearch.Supportacommunityofinterdisciplinarysustainabilityresearcherswithassuredlong-termfunding.ProgressReport(asofMarch2017):Notangibleprogress.

Proposed2030StrategicPriorities

• Priority1:MakeenvironmentalliteracyaGeneralEducationrequirementamongallourstudents.

• Priority2:IncreaseaccessforinterdisciplinarytraininginsustainabilityacrosstheUniversity.

• Priority3:Increaseopportunitiesforstudentstoparticipateinappliedlearningopportunitiesrelatedtosustainability.

• Priority4:PromotecooperationamongresearchinstitutesandacademicdepartmentstopositionUSCasaresearchleaderinemerginginterdisciplinaryfieldsthataddressthe

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balancebetweenenvironmental,economicandsocietalneedsforsustainabledevelopment.

• Priority5:CapitalizeonthevariedecologicalhabitatsfoundintheimmediateLosAngelesandSouthernCaliforniaregiontoprovideafocusedregionalleadershipandexpertise.

BenchmarksPriority1:Developenvironmentalliteracyamongallourstudents.

• MakeenvironmentalliteracyaGeneralEducationrequirement.• Increasethepercentageofstudents,facultyandstaffwhounderstandbasic

sustainabilityconceptsto50%asmeasuredbysurveysandotherinstruments.• Promotecoursesthatintegratepast,presentandfuturescenariostoprovidecontext

andrelevancyforstudentsintospecificmajors.• Developamechanismtorecognizegraduatingstudentsthatcandemonstrate

environmentalliteracy.Priority2:IncreaseaccessforaninterdisciplinarytraininginsustainabilityacrosstheUniversity.

• IdentifysustainabilitycoursestaughtacrossthecampuseverythreeyearsthroughsurveysofeachDepartmentandindependentreviewofcoursecontent.

• Evaluatethenumberofstudentstakingsustainability-relatedcoursesinitiallyandeverythreeyearstoevaluatetheimpactofasustainabilityfocusintraining.

• Promotecross-listingofappropriatecoursesfordifferentmajors.• Prioritizehiringfacultywhocancontributetoacampus-widesustainabilityteachingand

researchportfolio.• Developnew,innovativeundergraduatecoursesinsustainabilitythatprovidefocused

learning(interdisciplinaryon-campusblocksemesterprogram,seminarseries,sustainability-themedinterdisciplinarycourses,etc.).

• Integratesustainabilitypracticesasanintegralpartofacademiccurriculum,researchpractices,andextracurricularactivitiestoincreaseawarenessofvaluesbyconnectingthelargervisionofsustainabilitytodailyactionsacrosscampuses.

• Provideprofessionaldevelopmenttrainingforfacultytofacilitateincorporationofsustainabilitythemesacrossthecurriculum.

• Acquirefundsforstudent/facultygrantstoencourageinnovativeprojectstopromotesustainability.

Priority3:Increaseopportunitiesforstudentstoparticipateinappliedlearningopportunitiesrelatedtosustainability.

• Promotestudentcross-trainingandinnovationthroughpromotionofscienceandpolicyfellowships,internships,researchopportunitiesandexperientiallearningopportunitiesthatenhanceprofessionaltraininganddevelopment.

• Integratedata-drivenlearningactivitiesthatpromotestudentownershipoftheeducationalprocessandmoreeffectivelearning.

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• Adoptcampustechnologiesthatenhanceteachingandresearchactivities.

Priority4:PromotecooperationamongresearchinstitutesandacademicdepartmentstopositionUSCasaresearchleaderinemerginginterdisciplinaryfieldsthataddressthebalancebetweenenvironmental,economicandsocietalneedsforsustainabledevelopment.

• Fosterinteractionsbetweenrelevantfacultywhowouldbewillingtopursueopportunitiesforacenterorotherlarge-scalegrantsthataddresscomplexinterdisciplinarytopicsrelatedtosustainability.

• Promoteinnovativeresearchonsustainabletechnologyandpractices.• Promoting(incentivizing)interdisciplinaryresearchleadershiptoachievingcampus

sustainabilitygoals.Priority5:CapitalizeonthevariedecologicalhabitatsfoundintheimmediateLosAngelesandSouthernCaliforniaregiontoprovideafocusedregionalleadershipandexpertise.

• BetterintegrateUSCresourcesacrossSchoolsandcampusestoaddresspressingenvironmentalchallenges.

• Utilizeresearchexpertiseassociatedwithexistingcampuscentersandinstitutestodevelopinnovativeresearchfundingproposalsandprograms.

DOMAIN2:COMMUNITYENGAGEMENTProposed2030Goal:USCwilldevelop,lead,andengageinstrategicpartnershipsoncampusandinthecommunitytopromotesustainabilitypracticesandeducation.USCisthelargestprivateemployerinLosAngelesandisuniquelypositionedtoimplementwide-reachingsustainabilityprogramstoinfluenceandengagethecampusandbroadercommunity.Withastaffofover20,000,morethan4,000fulltimefaculty,and44,000students,alongwithapre-existingnetworkofneighborhoodschools,thepotentialforpromotingsustainabilityactionandeducationishigh.Thispotentialwillbetappedviatheorganizationandpromotionofexistingprogramsinsustainability,datacollectiononcurrentengagementofallcampusgroups(students,faculty,andstaff)andtheimplementationofnewprogramstoenhancecampusandcommunityactiontowardamoresustainableLosAngeles.Reminder:GoalsfromSustainability2020:

• Goal1:increaseawarenessofexistingcampussustainabilitypracticesandsettargetstoincreaseactivity.Developmetricsforsustainabilityengagementandsetrelevanttargets.Developanawarenesscampaign.Developannualsustainabilityprogramming.ImplementongoingprogrammingforsustainablebehaviorsinUSCHousing.ProgressReport(asofMarch2017):TheUSCOfficeofSustainabilityplanstolaunchanefforttoadvancethisgoalinApril2017.

• Goal2:establishtheUSCcampusesaslivinglaboratoriesforsustainability.Connectcoursesandresearchtocampusprojects.Expandaccesstostudentsandfaculty

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regardingutilityinformation.ExpandthestudentGreenEngagementFund,enablingstudentstoimplementsustainabilityprojectsoncampus.ProgressReport(asofMarch2017):TheUSCOfficeofSustainabilityplanstolaunchanefforttoadvancethisgoalinApril2017.

• Goal3:engagethecommunityinsustainabilitypractices.Fosterexternalpartnershipswithlocalgovernment.DevelopanUrbanSustainabilityExtension/SustainabilityClinic.DevelopaSustainabilityAlumniNetwork.ProgressReport(asofMarch2017):TheUSCOfficeofSustainabilityplanstolaunchanefforttoadvancethisgoalinApril2017.

Proposed2030StrategicPriorities

• Priority1:Documentandtrackcurrentengagementoncampuswithalong-termgoalofincreasingparticipationinsustainabilityactivitiesto80%documentedannualengagementacrossallcampusgroups.

• Priority2:Streamlineexistingactivitiesandsustainabilityeffortsacrosscampusandcreateacentralizedmeansofdocumenting,promoting,anddevelopingsustainabilityprograms.

• Priority3:AchieverecognitionofUSCasamodelforasustainableworkplace,alivinglaboratoryforsustainabilityresearch,andaleaderinsustainabilityeducation.

• Priority4:Engagethecommunityinsustainabilityprogramsandeffortsthrougheducationandoutreach.

• Priority5:DevelopstrategicpartnershipswithorganizationsandgovernmentofficestoenabletheUniversity,cityofLosAngeles,andstateofCaliforniatomeetaggressivesustainabilitygoals.

• Priority6:AlignourUniversity’sinvestmentpolicywithourresponsibilitiestoleadintheenvironmentalsustainabilityarenabyadoptingTriple-bottom-lineprinciplesinthemanagementofourendowmentportfolio.

BenchmarksPriority1:Documentandtrackcurrentengagementoncampus.Increaseengagementto80%.

• Createauniversity-manageddatabasetodocumentengagementinsustainabilityactivitiesbyfaculty,staffandstudents.

• Createguidelinesforwhatconstitutesasustainabilityprogram/activity.• Obtainaccuratedataoncurrentlevelsofparticipationinsustainabilityactivitiesand

updatethisinformationonanannualbasistotrackgrowth.• Providetrainingtograduatesonhowtolivesustainablyaftercollege,andtrackalumni

data.Priority2:Streamlineexistingactivitiesandsustainabilityefforts.

• Createacomprehensivelistofallsustainabilitycommittees,offices,researchefforts,courses,studentorganizations,etc.

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• Ensurethatthereisanuptodatewebsitethatprovidesacentralizedlocationforinformationonsustainabilityactivities.

• UtilizetheaforementionedwebsitetopromotesustainabilityeffortsatUSC,hostacalendarofevents,andprovideregularlyupdatedstatisticsandinformationonprogresstowardgoals.

• Developacuratedandwell-maintainedsocialmediapresenceforsustainabilityatUSC.Priority3:DevelopUSCintoamodelforsustainabilityinLosAngeles.

• Implementmandatorysustainabilitytrainingforallemployees.• Designateauniversitybodytoprovideinformationandresourcesforsustainable

practicesandcertifycampusworkspaces(offices,classrooms,labs)as“green”.• Implement“greenworkplace”andsustainablehousinganddininginitiativesata

facilitieslevel.• Includesustainabilityeffortsinfaculty/staffperformancereviews.

Priority4:Communityengagementandeducation.• WorkwiththeUSCfamilyofschoolstocreatecommunitygardensandprovide

sustainabilityeducationforK-12studentsintheUSCneighborhood(incooperationwithexistingeffortssuchasMissionScienceandDiscoverEngineering,STEMSpotlight,SHINE,andtheGoodNeighborsCampaign).

• DevelopservicelearningcoursesinsustainabilitythroughtheJEPprogram.• UtilizeUSCfacilitiestoscreeneducationalfilmsandhostspeakersandcommunity

educationevents.Priority5:Developstrategicpartnerships.

• AligneffortsanddeveloprelationshipswithexistingCaliforniaandLosAngelesnon-profits(i.e.CaliforniaGreenworks,TreePeople,SustainableWorksetc.)andcompanies(i.e.SouthernCaliforniaEdison).

• WorkdirectlywiththecityofLosAngelestotakethestepsnecessarytoachieveandexceedgovernment-mandatedsustainabilitygoals.

Priority6:AlignourUniversity’sinvestmentpolicywithourresponsibilitiesintheenvironmentalsustainabilityarenabyadoptingTriple-bottom-lineprinciplesinthemanagementofourendowmentportfolio.

• Developguidelinesforinvestmentandlicensing.• CreateanAdvisoryPanelonInvestmentResponsibilityandLicensing.8• Ensuresufficienttransparencyinourinvestmentandlicensingpracticestoallowreal

communityengagement.DOMAIN3:ENERGYCONSERVATIONANDGREENHOUSEGASREDUCTIONProposed2030Goal:USCwillachievecarbonneutralityacrossallcampusbuildingsby2030. 8StanfordprovidesaninterestingcontrastwithUSC’scurrentpractice:see:http://irsr.stanford.edu/

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ThisEnergyConservationandGreenhouseGasMitigationstrategyoutlinesacampus-widestrategytoachievecarbonneutralityacrossUSC’scampusesby2030.ThestrategyincreasesthesustainabilityofUSC’sphysicalinfrastructureandoperations,whilepromotingcommunityengagementandcollaborationbetweenUSC’soperationalandacademicunits.Progressistrackedthroughrigorousdatacollection,analysisandreporting.Reminder:GoalsfromSustainability2020:

• Goal1:reducegreenhousegasemissionspersquarefootby20%from2014levelsby2020.Trackandreportgreenhousegasemissions.ImplementaClimateActionPlan.ProgressReport(asofMarch2017):TwoproposalshavebeensubmittedbytheEnergyConservationsub-committee,andifapproved,itisanticipatedthattheseeffortswillhelpUSCadvanceby10%toachievingthis2020goal.

• Goal2:capitalizeonenergyrisksandopportunities.Reducethefinancialriskofutilitycoststhroughconservation.Reducethefinancialriskofutilitycoststhroughrenewableenergygeneration.Exceedstateenergyefficiencystandardsinnewconstruction.CreateaGreenRevolvingFund.ProgressReport(asofMarch2017):TheUSCOfficeofSustainabilityreportsthat20%ofthisgoalhasbeenachieved.

Proposed2030StrategicPriorities

• Priority1:ExecuteadetailedenergyauditandcarbonbudgetstudyofUSC’sUniversityParkandHealthSciencesCampusesandourotherfacilities.

• Priority2:Createfinancingstrategiesforsustainability-relatedprojects.• Priority3:AchieveCarbonNeutralityacrossallbuildingsonUSCcampusesby2030

throughenergyconservation,demand-sidemanagementstrategiesandcommunityengagement,renewableenergygenerationandprocurement,andcarbonoffsetprograms.

• Priority4:Developbuildingenergyefficiencystandardsforallnewcampusbuildingsandresidences.

• Priority5:Createsustainabilityresearchtestbedstobridgeoperationalandresearchactivities.

BenchmarksPriority1:BaselineEnergyandGreenhouseGasAccounting.

• Measure,track,andarchivebuilding-levelsmartmeterdatainallbuildingsthatarenotcurrentlyontheexistingbuildingmonitoringsystem.

• Makesmartmeterdataavailablefordownloadonauniversity-managedwebsitetopromoteresearchandanalysis,aswellascapandtradeandincentiveprograms.

• Performanannualenergyaudittoreportprogressonenergyefficiencyandgreenhousegasmitigationgoals.

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• Supportcross-disciplinaryundergraduateresearchbycreatingsustainability-basedresearchpositionsandin-classprojectsthatchallengeparticipantstocreatesmartenergyanalyticsforthecampus.

Priority2:SustainableFundingMechanisms.• DevelopaGreenRevolvingFundtoprovideup-frontcapitalforsustainabilityprojects,

withpaybackperiodsof10yearsorless,torecipientsthatwillrepaythefundthroughcostsavingsachievedbyreducedutilitybills.

• Implementaprincipledapproachwherebenefitsandcost-burdensaresharedacrossallcomponentsandsectorsoftheUSCcommunity(individualandunitsoftheU.)withcloseattentiontoneedandabilitytopay.

• Createaportfolio-basedmethodologytoevaluatesustainabilityprojectssuchthatprojectswithshortReturnonInvestments(ROIs)canbeusedtoleverageprojectswithlongerROIs,andROIisbalancedagainsttheothertwolegsoftheTriple-Bottom-Line.

Priority3:MovingTowardsCampus-wideCarbonNeutrality.BuildingEnergyConservation:

• AchievecarbonneutralityacrossallUSCbuildingsby2030,meaningthatallenergy-relatedgreenhousegasemissionsmustbyoffsetbyrenewableenergygeneration/creditsorcarbonoffsetprograms.

• Reducegreenhousegasemissionspersquarefootby20%,30%and40%from2014levelsby2020,2025,and2030,respectively.

• AddsmartautomationtothebuiltenvironmentsuchthatlightingandHVACsystemsareoptimizedbasedonreal-timebuildingoccupancy.

• UpgradealllightingfixturestoLEDs.Demand-sideManagementandCommunityEngagement

• Implementdemand-sidemanagementprogramstoreduceenergyusageduringpeakhours.

• Evaluatestorageopportunitiesforoffsettingpeakenergyusage(e.g.batteries,hotwaterheaters,chilledwater,etc.).

• CreateaninternalcapandtradeprogramacrossUSC’scampusessuchthatunitscantradecreditstoachievecarbonneutrality.

• Createdata-drivenandrewards-basedincentiveprogramstoengagestudents,facultyandstafftoreducetheirenergyusageandsupportdemand-sidemanagementprograms,particularlyinresidentialcolleges.

RenewableEnergyGenerationandCarbonOffsets:• Collectivelyoffset10%,50%and100%ofuniversityenergyrequirementsfromon-site

renewablegeneration,off-siterenewableenergypurchasing,andorstorageby2020,2025,and2030,respectively.

• Purchasecarbonoffsetcreditstocounterbalanceanyremainingbuilding-relatedgreenhousegasemissionsin2030orinvestincommunity-basedprograms(e.g.TheGoodNeighborsCampaign)toimplementenergyefficiencyprojectsinlow-incomeneighborhoods,asanalternativetocarboncreditstooffsetgreenhousegasemissions.

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TransportationEmissionsReductions:• Establishstrongsubsidyorrewardprogramsforemployeesutilizingpublic

transportation,carpools,andzero-emissionsvehicles.• Installmoreelectricvehiclecharginginfrastructure.• Chargecarbonoffsetfeesforstudentsusingparkinginfrastructure.• Adopttechnologiestofacilitatestateofartteleconferencingtoreduceairtravel.

Priority4:NewBuildingConstruction.• AllnewbuildingsmustmeetLEEDSilverstandardsandatleast30%lessenergyusethan

ASHRAEstandards.• TheseLEEDachievementsshouldbecertified,sothatUSCisseenastakingaleadership

roleintransformingthecountry’sbuildings.• Guaranteeenergyneutrality.Note:LEEDSilverRequirement:ConsistentwithCornellandrequirementforallnewLACountybuildings>10ksq.ft.after2007.https://energy.gov/savings/los-angeles-county-leed-county-buildingsThisbulletisverysimilartoCornell’sgoal,whichstates:“SupportpolicyofLEEDSilverforallnewbuildingsandrenovationsover$5millionwithagoalofachieving50%lessenergyuse.”

Priority5:USCTestbedstoPromoteSustainabilityResearch.• Dedicateseveralbuildingsas“livinglaboratories”sothatUSCresearcherswith

sustainability-relatedinterestscanbuildinnovationtestbedstoimplementnewtechnologies(e.g.advancedcontrolsforHVAC,smartsensingdevices,internetofthings,advancedmeteringinfrastructure,solarglass,passiveenergysystems,coolroofs,etc.).

• CreateanofficewithinfacilitiesmanagementdedicatedtofacilitatingthesecollaborationsbetweenUSCoperationsandUSCresearchers.

DOMAIN4:SUSTAINABLETRANSPORTATIONProposed2030Goal:USCwillreduceby50%singleoccupancyvehicles(SOVS),converttheuniversitymotorfleettozeroemissions,reduceby50%theuniversity’scarbonfootprint,andpositionUSCasavisibleandprogressiveparticipantinlocal,regional,andinternationalsustainabletransportationactivities.TheSustainableTransportationstrategysummarizedbelowdescribesacourseofactionthatwillsubstantivelyreduceUSCenergyusageandoperatingcosts,modernizeandupgradeUSC’smotorfleet,reducetheuniversity’scarbonfootprint,andestablishUSCasavisibleandprogressiveparticipantinlocal,regional,andinternationalsustainabilityactivities.

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Reminder:GoalsfromSustainability2020:• Goal1:reducethenumberofsingleoccupancyvehicles(SOVS)travelingtoandfrom

theUSCcampuses.Augmentcommuterdatatoprovidemeaningfulbenchmarks.FormallyadoptaUSCbikeplanaddressingconnectivity,safety,andstorage.ProgressReport(asofMarch2017):Notangibleprogress.

• Goal2:increasestudent,faculty,andstaffparticipationinalternativetransportationprograms.Increasecommunicationabouttransportationprograms.Includeinformationabouttransportationalternativesatorientation.ProgressReport(asofMarch2017):TheUSCOfficeofTransportationiscurrentlyworkingonapromotionalcampaigntopromotealternativetransportation;campaignisscheduledtolaunchinFall2017.

Proposed2030StrategicPriorities

• Priority1:anintegratedtransportationdatabaseforUSCcampusesconsistingofacurrentandaccurateinventoryoftheservicefleet(cars,trucks,carts,buses,etc.).

• Priority2:Developaprioritizedupgrade/replacementapproachtotheexistingfleetthatachievesconversionoftheUSCservicefleettoonepoweredbyalternativefuels.

• Priority3:InventoryUSCpersonneltransportationuseandaggressivelypursue,throughincentivizedprograms,conversionofthelargelysingle-drivermodeoftransporttocampustoapublictransit-oriented,carpool,non-singledrivertransitsystem.

• Priority4:anexpanded,integratedbicyclingenvironmentonandaroundUSCcampuses.

• Priority5:Reduceduniversity-relatedtravelthroughincreasedavailabilityanduseofimprovedremoteconferencingfacilitiesonUSCcampuses.

BenchmarksPriority1:anintegratedtransportationdatabase.

• Annually-updatedinventoryofUSCvehiclefleetwithacceleratedsalvage/replacementoflow-usefrequencyvehicles.

Priority2:conversionoftheUSCservicefleettoalternativefuels.• prioritizedreplacementscheduling(15%peryearoftheoldestvehiclesannually)to

modernizetheUSCvehiclefleettoanalternativefuel-basedoperation.• prioritizedconversionandadvertisingofthecleanestinter-campusandoff-campusbus

fleetpossible(upgradedevery4years).• vendornegotiationstomotivate/incentivizeclean-vendors’-fleet-campusdeliveryvisits.

Priority3:conversionofpredominantsingle-drivertransportmodeto/fromcampustoapublictransit,multipleoccupancy,non-singledrivertransitsystem.

• Re-invigorationoftheannualcarpoolmatchingserviceactivity.• Annually-increasingprioritizedparkingforcarpools(5moreparkingspacesineachUSC

parkinglotperyear).• Incentivized(reduced)costsforcarpools.

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• Prioritizedparkingforalternative-fuelvehicles.• Additionalchargingstationsforelectricvehicles(twoadditionalstations/parking

lot/year).Priority4:anexpandedbicyclinginfrastructuralenvironmentonandaroundUSCcampuses.

• (inconcertwithcity&regionalplanners)protectedbikelanesonstreetsleadingto/fromUSCcampuses.

• Additionalon-campusbikeinfrastructure(bikeracks,storageareas,commuterbikelockers,showerfacilitiesforcommuters,repairfacilities,airpumpingstations).

• Expandedfreeon-campus-sharedbikesystem.• On-campusrent-a-bikefacilities(coherentwithsurroundingcity-widerent-a-bike

systems).• Incentivizedpublictransitusageforstudents,staff,faculty(discountedtrain,bus,and

subwayusagecards).• Improvedoutreacheffortsregardingpublictransportationoptions,availability,

scheduling.• improvedinterfacingbetweenuniversityrouteschedulingandlocal/regionaltrain/bus

travelschedulesforseamlessly-timedconnections.Priority5:Reducedtravelthroughimprovedon-campusteleconferencingfacilities.

• IncreasednumberofANDimprovedteleconferencingfacilitiesonallUSCcampuses(goalofonestate-of-the-artconferencefacilityineachschoolunitbuildingby2030).

• Improvedmandatoryplanningofconferencestoaccommodateprovisionforpublictransitaccessforconferenceattendance.

DOMAIN5:SUSTAINABLEPROCUREMENTProposed2030Goal:USCwilluseitspurchasingpowertobuildasustainableprocurementmodelthatemphasizessustainableproductandserviceswhilecontractingwithcompaniescommittedtosustainability.Byitsnature,Procurementoverlapswithallotherdomains(especiallyenergy,transportation,waste,andwater)andhasbigimpactontheirexecution.Inthe2020strategicplan,theonlytwoitemslistedundersustainableprocurementgoalswerefoodpurchase(thegoalwastopurchase20%offoodfromsustainablesourcesby2020)andengagementof75%ofUSCdepartmentsandofficesinresponsiblepurchasingpracticesby2020(whichfocusedonrecycledpaperandothergreenerofficesupply).In2015,USCaccountspayablepurchased$4,849,020inofficesupply;ifwecomparethisnumberwith$454,726,000budgetforcurrentexpensesin2015-2016,itisobviousthatenormouspotentialforincreaseinsustainabilityofprocurementpracticeswasleftuntapped.USCshoulduseitspurchasingpowertobuildasustainableprocurementmodelthatemphasizessustainableproductandservicesandsupportscompaniescommittedtosustainability.

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Reminder:GoalsfromSustainability2020:• Goal1:purchase10%offoodfromsustainablesourcesby2017and20%by2020.

Developmetricsforsustainablefoodsourcesandmeasureprogress.ProgressReport(asofMarch2017):Goalachieved.

• Goal2:engage75%ofUSCdepartmentsandOfficesinresponsiblepurchasingpracticesby2020.Implementapurchasingpolicyof50%minimumpost-consumercutsheetpaper.ImplementaSustainableShippingProgramandGreenItemsOnlinePageswithOfficeDepot.RevisepurchasingandwasteprocedurestoincorporateUSCsurplus.EnrolldepartmentsandofficesinaGreenPurchasingCommitment.Specifypreferredvendorswithsustainablepurchasinganddisposalpractices.Create‘ResponsiblePurchasingatUSC’sectioninTrojanLearnforNewEmployeeOrientationanddistributiontoexistingemployees.Workwithon-campusretailersandFoodServicestoreducecostsandwastetoconsumers.ProgressReport(asofMarch2017):Effortstoadvancethisgoalhavenotyetstartedduetopendingapprovalandcompletionofcurrentproposalassignment.

Proposed2030StrategicPriorities

• Priority1:DevelopSustainableProcurementGuidelinesthatshouldbeusedforallUniversitypurchasing.

• Priority2:EstablishtrackingandverificationsystemforallSustainableProcurementGuidelines.

• Priority3:MeasuretheeffectofimplementationofSustainableProcurementGuidelines,updateifneeded,andimplementthemasarequirement.

• Priority4:Usecampusasalivinglaboratory.BenchmarksPriority1:DevelopSustainableProcurementGuidelines.

• Definesustainablepurchasingofproductsandservices.• Setquantifiablegoalswithtimeframes.• Establishbaselinesforcurrentpurchases.

Priority2:Establishtrackingandverificationsystem.• Developuniversity-widereportingandtrackingsystemforpurchases.• Establishmethodstofacilitatecompliance.• Establishtrainingprocess.

Priority3:MeasuretheeffectofimplementationofSustainableProcurementGuidelines,updateifneeded,andimplementthemasarequirement.

• Monitorpurchasing.• Aggregatepurchasestoestablishvolumediscounts.• Encouragevendorstofindsustainablealternativesatcomparableorlowercosts.

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Priority4:Usecampusasalivinglaboratory.• Engagestudents,facultyandstaffwheneverpossible.• Useinnovativepracticesforsustainableprocurement.• Reduceenergyuseoncampusandincreasepurchasefromrenewablesources.

o Purchaseelectronicequipmentthatmeetshighestenergystandards.o Purchaseonlyenergyefficientelectricalequipmentandlighting.o Purchasevehicleswithlowestenvironmentalimpact.o Uselocalsuppliers.

• Reducewaterusageoncampus.o Purchaseapplianceswithhighestwaterefficiency.o Usedraughttolerantplantsinlandscaping.

• Reducetheuseoftoxicmaterialandpollutantsoncampus.o Usenaturalcleaningsupplieswheneverpossible.o Eliminateusageofproductscontainingleadandmercurywheneverpossible.

• Increasetheuseofproductfromrenewableandrecyclablesources.o Purchaseonlybiodegradableplasticproducts.o Increaseminimumrecycledcontentinofficepaper.o Increasepurchasingofsupplieswithreclaimedcontent.

• Purchaseonlycertifiedwoodproduct.o PurchaseonlywoodproductscomingfromsourcescertifiedbyForrest

StewardshipCouncilorsimilarlyreliablethirdparty.• Reducetheamountofpackaging.

o Eliminate(whenpossible)orreducetheamountofpackaging.o Maximizetheshareofreusablepackaging.o Increasetheshareofrecyclablepackagingwhenreusablepackagingisnot

applicable.• BuildingsandtheirmaintenancemustfollowGreenbuildingpractices(e.g.LEED).

o ConstructionofnewbuildingsandrenovationofexistingbuildingsmustfollowLEEDgreenbuildingpractices.

o Carpetsusedinbuildingsmustberecyclable.DOMAIN6:WASTEDIVERSIONProposed2030Goal:USCwillachievecampus-wide“zerowaste”(90%wastediversion)onallUSCcampusesby2030.ThisWasteMinimizationplanoutlinesacampus-widestrategytoachieve“zerowaste”(90%wastediversion)onallUSCcampusesby2030.TheplanincreasesthesustainabilityofUSC’sphysicalinfrastructureandoperations,whilepromotingcommunityengagementandcollaborationbetweenUSC’soperationalandacademicunits.Progressistrackedthroughrigorousdatacollection,analysisandreporting.

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Reminder:GoalsfromSustainability2020:• Goal1:achieve75%wastediversionlevelsby2020.DevelopaUniversity-wide,

comprehensiveintegratedwastemanagementplanby2016.Reviewmetricsandstandardsforwasteaudits.Evaluatewastemanagementcompanies.ProgressReport(asofMarch2017):USChasproposedanewwasteprotocolthatwouldachievethe75%wastediversiongoal,butthewasteprotocolispendingapprovalfromtheadministrationaswellasthenewwastehauler.

• Goal2:increaseeducationofwastereductionandrecyclingandexpanddiversionandrecyclingprograms.Createeducationalcampaignsaboutwastereductionandrecyclingthatresonatewithspecificcampusstakeholders(i.e.,faculty,students,staff,visitors).ImprovetherecyclingprogrambyincreasingandstandardizingwastedisposalbinswithapilotprograminUSCHousing.Developacampus-widecompostingprogram.Increaseeducationaboutmethodstoreducewaste(e.g.,bottle-fillingstations,etc.).Applytherecyclingpolitytodemolitionandconstructionprogramsandimplementwastediversionpoliciesinnewconstruction.ProgressReport(asofMarch2017):TheproposednewUSCwasteprotocolwouldachievethisgoalifapprovedbytheadministrationandnewwastehauler.

Proposed2030StrategicPriorities

• Priority1:Annualimplementationofwasteaudits.• Priority2:Designanddisseminatewasteminimizationeducationmodulesforstudents,

staffandfaculty.• Priority3:EstablishaWasteMinimizationMechanismorCommitteethatcollectsand

analyzesdatapertinenttowastecollection,diversionandreductionanddesignsplanstorealizewasteminimizationgoals.

• Priority4:Establishamechanismorcommitteetocollectdataanddesignbestpracticesfordiscardedelectronics(E-waste)minimizationandmanagement.

BenchmarksPriority1:Annualwasteaudits.

• Ourmostrecentdataalsoshowthereismuchroomforimprovementinrecycling,withonly53%diversion.

• Startingin2017,performwasteauditscoveringallcampusareastoestablishananalyticalbaseline.

• Auditsneedtobeperformedannuallythereaftertoprovidedataoneffectivenessofwastereductionplansandrevisetargetareas.

• DatafromwasteauditswillbemadeavailabletobothFMSandtostudentgroupsandclassesengagedinsustainablelearningandresearch.

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Priority2:Communityeducation.

• Wasteisaproductofcommunityhabits,socommunityeducationabouthowtominimizewasteandproperlydisposeofthemiscrucialtosuccessfulreduction.

• Beginningwithacademicyear2017-18,educationalmaterialwillbedisseminatedtoallstudents(includingduringorientation),staffandfacultyregardingcurrentbestpracticesforwasteminimizationandrecyclingonUSCcampuses.

• Thesematerialswillbeupdatedandimproveduponannually,andreintroducedtothecampuscommunityatthebeginningofeachacademicyear.

Priority3:WasteMinimizationCommittee.• USC’swastemanagementcurrentlycoversonlypost-consumerwastediversion,butitis

impossibletorealizea“zerowaste”goalwithoutstrategiesforwasteaversion:theplannedreductionofandstewardshipovertheprocurementanduseofgoods.Inshort,weneedtotransformourcurrentmodelfromwastediversiontooneofwasteminimization.

• AWasteMinimizationCommitteewillbeformedassoonaspossibletobringtogetherdataandstafffromprocurement,wastemanagement,eventsplanning,etc.

• TheCommitteewillbetaskedwithdevisingstrategiestomaximizeefficiencyandminimizewastethroughsuchmethodsas:

o minimizethepurchasingofnon-reusableandnon-recyclablematerials.o establishstandardsforreducingpackaging.o compiledataonlifecyclesofdurablegoods(tires,furniture,carpeting,

electronics,etc.)asthebasisforplanningmeasurablereductions.o Investigatebestpracticesforreducingsolidwasteproduction(ex:reducing

paperuseincourses;encouraginguseofre-usablecontainersbyUSCpatronsandoncampusvendors,etc.).

Priority4:E-wastemanagement.• AtpresentUSCcollectsnodataontheuseandlifecycleofelectronicsitprocures.E-

Waste(discardedelectronics,appliancesandcomputers)makesupalarge,highly

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valuableandpotentiallyhighlyhazardouswastestream.ManagementofE-Wastepresentsmanyeconomic,educational,andcharitableopportunities.AneffectiveprograminthisareawillyieldcostsavingsandputUSConthecuttingedgeofsustainabilityinhighereducation.

• AconferenceofstakeholdersaroundtheissueofE-wasteshouldbeorganizedfor2107tokickoffaprocessforbuildingaprogramforsustainableE-wastemanagementatUSC.

• TheconferencewillresultinthecreationofanE-wastemanagementcommitteethatwillcoordinatewiththeITservicesofeachschool.

• TheE-wastemanagementcommitteewillcollectandanalyzedataonelectronicsprocurement,use,replacement,repairanddisposal,yieldingalife-cycleassessmentbaseline.

• Basedonthesefindingsthecommitteewilldraftasetofbestpractices.• Thecommitteewillbechargedwithexploringopportunitiesforre-use,repair,education

andcommunitydonation,vettedforcybersecurityandenvironmentalsustainability.DOMAIN7:WATERCONSERVATIONProposed2030Goal:USCwillreducepotablewaterusageby50%acrossallUSCcampusesby2030.Californiaisexperiencingawatercrisis.AlthoughUSChasbeenimplementingmeasuressuchasdripirrigationtoconservewater,thepersistenceofdroughtconditionsunderscoresanurgentneedforUSCtoadopttechnologiesandculturalmechanismsbroadlytoconservewaterandsafeguardtheuniversityagainstfutureperiodsoflowrainfall.Bytakingadditionalstepstoconservewaterandeducateusers,USCcanhelpalleviatethestressonthestatewatersystemandactasamodelforotheruniversitiesandinstitutionsfacingsimilarproblems.Reminder:GoalsfromSustainability2020:

• Goal1:decreasepotablewateruse10%by2017and25%by2020.ExpandmeteringonUPCandHSCbuildings.Prioritizemitigationstrategiesbycostandeffectiveness(gallons/dollar).ProgressReport(asofMarch2017):TheUSCSustainabilitysub-committeeonWaterConservationhasdevelopedaproposalthatwouldachievea10%and25%reductioninpotablewaterby2017and2020;proposalpendingapprovalandimplementation.

• Goal2:increaseawarenessofcurrentwaterconservationpractices.Developandimplementanawarenesscampaign.ProgressReport(asofMarch2017):TheUSCSustainabilitysub-committeeonWaterConservationhasdevelopedaproposaltopromotewaterconservationawareness;proposalpendingapprovalandimplementation.

• Goal3:implementaudienceappropriateeducationalcampaignsdesignedtomodifybehaviorandincreaseconservation.Createconservationcampaignsthatresonatewith

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specificcampusstakeholders(i.e.,faculty,students,staff,visitors).Increasewaterconservationmessagesinhigheruseareas.ProgressReport(asofMarch2017):TheUSCSustainabilitysub-committeeonWaterConservationhasdevelopedaproposalforawaterconservationcampaign;proposalpendingapprovalandimplementation.

Proposed2030StrategicPrioritiesThegoalsnotedwereexcerptedfromSustainability2020.Inthecontextofthecurrentdrought,campusmanagementofwaterresourcesisacriticalissuefortheUniversity’sfutureaswellasforthestateofCaliforniaasnotedinGovernorBrown'sExecutiveOrderB-29-15,requiringcampusestoreducewaterconsumptionby25%.9

• Priority1:Replaceacademicandstudenthousingbathroomfixtureswithwater-efficientalternatives,includinglow-flowshowerheads,sinkaerators,highefficiencylowflowordualflushtoiletsandurinals(waterless?),andwaterefficientfront-loadingwashingmachinesinhospitals(?)andhallsofresidence.

• Priority2:MeterallbuildingsacrossUSCcampusesandprovideacentraldatabaseforperformancemonitoring,research,andteachingpurposes.

• Priority3:A)Irrigatelandscapingwithreclaimedwater,e.g.,atUCIrvine,230milliongallonsofpotablewateraresavedannuallybyusingrecycledwaterforirrigation;10B)Installintegratedirrigationcontrolandwatercontrolsystem(s).Forexample,UTAustinhasa$2.1Mirrigationcontrolandwatercontrolsystem(madeinVista,CA)thatmanages2300“waterzones”andhasreducedwaterusefrom170milliongallonsto70milliongallonsperyear.11

• Priority4:EstablishaUSCResidentialCollegefocusedonabroadrangeofwaterconservationissues.

• Priority5:EstablishwaterreclamationprogramsacrossallUSCcampuses.Notmuchrainforcapture,butdoestechnologyexisttoreclaimthe25-30%ofwaterthatgoesdownsewersasstormrunofforgraywater?

Benchmarks

• Createwaterefficiencygoalsandbenchmarksfornewbuildingsandmajorretrofits.12• Reportannualcostsavings,especiallyintermsofthepaybackperiod.• Developtargetsasafunctionofhistoricaldataavailablethroughpeerinstitutionsin

SouthernCalifornia.Analysesofdatacollected(seepriorityitem1),mayallowmoreaccuratemodelingofwaterandcostssavings.

9https://www.gov.ca.gov/docs/4.1.15_Executive_Order.pdf10http://sustainability.uci.edu/sustainablecampus/water/11http://www.dallasnews.com/news/texas/2013/10/30/university-of-texas-getting-high-tech-help-to-conserve-water12http://lbre.stanford.edu/sem/sites/all/lbre-shared/files/sem/files/shared/sem_WE_PerformanceGoals.pdf

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APPENDIX:DATAONOTHERUNIVERSITIES

{NOTE:theSTARScomparisonsbelowarebetweenUSCasself-assessedin2012andotheruniversitiesasreportedtoAASHEin2014.Theythereforedonotreflectaccuratelythecurrentsituation.USChasmovedaheadonsomeaspects,butsohaveourpeers,sowedonotknowwithgreataccuracywherewecurrentlystand.]OVERALLPERFORMANCEScoresfromAASHE’sSTARSAssessmentAve:60.8High:81.0Low:36.8USC:36.8

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APPENDIX1.1:EDUCATION&RESEARCHAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:AcademicsAve:55.6High:74.5Low:31.4USC:31.4

ModelsfromotherUniversitiesandInstitutions

• UniversityofColorado,ColoradoSprings:Comprehensiveplanwithmeasurableoutcomestotrainfaculty,studentsandstaffinenvironmentalliteracy.Providesanexampleofhowtoincreasefaculty,staffstudentinvolvementincommunitysustainabilityinitiatives.

• Yale:providesamodelofchangingcampuswideanddepartmental-specificpracticesandapproachesforachievingincreasedactionsinsustainability.

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APPENDIX1.2:COMMUNITYENGAGEMENTAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:CampusEngagementAve:84.2High:100Low:58.7USC:67.6

Modelsfromotheruniversities/institutions(line-by-linedetailsbelow)

• Harvard:FourcommunitygardensacrosstheHarvardcampusbuiltbystudentsandstaffwitheducationalandpracticaloutcomes(i.e.educatingstudentsandthecommunityaboutmedicinalherbs,providingworkopportunitiesforstudents,growingherbsandvegetablesforuseindininghallsanddonationtolocalfoodkitchens).

• Cornell:Introductionofasustainabilitythemedwebsiteandtargetedsocialmediapresence.Priorityactiontohostone“community-wideeducationalexperienceoncampusthathighlightstheconnectionbetweendiversityandsustainability.”Introductionof“GreenOffices”programandincorporationofsustainabilityintonewemployeetraining.

• ArizonaStateUniversity:Goalof60%ofcampuscommunityparticipatinginonesustainabilityvolunteereventperyearand100%ofstaffparticipatinginsustainabilityliteracyandprogramsandjob-specifictraining.Sustainabilitymetricinfacultyperformancereview.

• KansasUniversity:Servicelearningprogramsandcommunitygardens.Lectureseries,workshopsandconferences.

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APPENDIX1.3:ENERGYCONSERVATIONANDGHGREDUCTIONAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:EnergyAve:29.8High:55.7Low:5.7USC:7.8

Modelsfromotheruniversities/institutions(line-by-linedetailsbelow)

• ArizonaStateUniversity:Strongplanofquantitativegoalstoachievecarbonneutralitybasedonstrongbenchmarkingandatimelineofgoaltargets.Mostcomprehensiveplantargetingonsiterenewableenergygeneration&off-siterenewableenergyprocurement,energyefficiency,transportationemissions,agriculturalemissionsandwasteemissions.

• Cornell:integrationofoperationsandacademicactivitiestoengagestudents,whileachievingenergyreductionandclimatemitigationgoals.

• KansasUniversity:Attentionondatacollection,benchmarkingandannualreportstomakewiseinvestmentdecisions,whileenablingdata-drivenengagementthroughenergyreductionincentiveprograms.Exploringsustainableinfrastructureinvestmentsandoff-siteREenergycredits.

• OhioStateUniversity:Targetsclimateneutralitythroughenergyefficiencyandautomationstrategies,alternativetransportation,onsiteandoff-siterenewableenergyprocurement,andbuildingcodes.Publiclyavailabledatacollectionandannualauditingusedforbenchmarkingandaccountability

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[Note:mostcontentbelowiscopyandpastedfromotherplans]ASU:Defines6strategiesforcarbonneutralitywithtargetyeargoalsin2012,2018,and2015:

• EnergyConsumptionandEfficiency-Reductiongoalsof10-35%persquarefootbelow2007levelsin2012to2025,respectively.

• On-SiteRenewableEnergyGeneration-RampsupREgenerationovertime(10-35%btw2012-2025)

• Off-siteRenewableEnergyGenerationPurchases-RampsupREpurchasesovertime.(10-65%btw2012-2025)

• Transportation-conversionofuniversityownedvehicleswithalternativefuelsvehicles;offsetallcommuter,air/businesstravelandshuttlevenderpartnerships.

• CampusOperations-Eliminationofagriculturalrelatedemissionsandrefrigentrelatedemissions;neareliminationofsolidwasterelatedemissions.

• CarbonOffsets-offsetsforanyremainingtransportationandnon-transportationemissions

Cornell:

• BuildingsEnergyConsumption-RefineenergymodelingandbuildingenergyintensitystandardstoserveasanintegralprocesswithindesignandconstructionviaLEEDSilver,30%lessenergythanASHRAEstandards,withgoalof50%energyreductions.

• EnergyEngagement-Reduceenergyconsumptionthroughacollege-levelengagementcampaignincludinggreenofficeandlabcertification,buildingdashboards,renewableenergycoursesandenergyconservationinitiativeprojects

• RenewableEnergy-Lookforopportunitiesforsolarandbiofuelsgeneration.KU:

• Effortstodate:o Establishedanewconstructionefficiencytargetof30%abovetheminimum

guidelinesestablishedbytheASHRAEStandard90.1-2004EnergyEfficientDesignofNewBuildings

o Investedmorethan$40millioninupgradestolightingandbuildingsystemsthroughperformancecontracting

o EstablishedothercreativefundingsourcessuchastheRenewableEnergy&SustainabilityFee,arequiredstudentfeeallocatedtoenergyprojects,andaRevolvingGreenLoanfund,whichwillcaptureandreinvestsavingsfromfundedconservationandefficiencyprojects

o Implementedchangestoeveningandsummerbuildinguseandequipmentoperationstoshedpeakenergyloadsduringperiodsofhighconsumptionandbeganaload-sheddingprogramforcampuscoolingsystemstoreduceelectricalconsumption

o Engagedservice-learningcoursesinquantifyingenergyimpactsandoutliningsolutionsforreductions,includingdraftingaclimateactionreportanddesigningpotentialimprovementstobuildingsystems

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o IncreasededucationandawarenesseffortsthroughpartnershipsbetweentheCenterforSustainability,studentorganizations,andEnergyServicesCompanies(ESCOs)aspartofperformancecontracts

• FutureGoals:o CreateComprehensiveManagementPlan:Conductannualenergyauditingforall

campusbuildings,understandprosandconsofcurrentenergysystems,publishannualreports,etc.

o CreateaFundingMechanismtoFundPlan-Increasingrevolvinggreenfundloan,exploreoutsideperformancecontracting,etc.

o Campus-wideenergyconservation-reducingpeakdemand,providingallcampusresidentswithdatatomakeresponsibledecisions,incentivesforenergyconservation,developmethodsforenergybudgetingandrewardsforenergysavings.

o IncreasingonsiteREgenerationplusinfrastructureprojectssuchasutilityinfrastructure,streets,parkinglots,EVcharging,andsitelighting

o Engageinmulti-yearcontractstopurchaseelectricityfromrenewablesourcesandexplorepotentialforoff-sitedevelopmentoflarge-scalerenewableenergygenerationthroughprivate-publicpartnerships.

OSU:

• Developaplan,includingactionitemsandinterimgoals,forclimateneutrality• Implementa“turn-offthelights”drivetochangebehaviorsandculture.Reducebuilding

energyconsumptionbychangingtemperaturesettingsforbothheatingandcooling,andbypoweringdowninoff-peaktime

• Encouragegreencomputingpractices• PursuepolicyforthepurchaseofEnergyStar-certifiedproductswhereappropriate• Completecomprehensiveinventoryofallgreenhousegasemissionsandreportresults

annually• Conductenergyandenvironmentalaudits,anddevelopcampusoperatingguidelines• Pursuetraveltax/carbonoffsetsaspartofatravelpolicy• SupporttheUniversityEnergyConservationInitiativesproposal• AdoptaplantomeetHouseBill251requirements,whichincludestargetedreductions

inenergyuseby2014anda15-yearplanforenergyefficiency.• Expandtheuniversity’srenewableenergyportfoliobypurchasingmoregreenenergy

andincreasingitsgenerationoncampus• AddHEVandPHEVcarsandbusestofleet,improvepublictransportation,reduce

campustraffic,encouragecarpooling,createamorepedestrianandbikefriendlycampus,andreducethenumberofstatevehiclesoncampus.

• Expandenergymeteringandpublishenergyusageforeachbuildingontheweb.Investinimprovingtheenergyperformanceofourexistingbuildings.

• Installautomaticsensorlightswitches,whereappropriate.• Supportandencouragetheimprovementanddevelopmentofundergraduateand

graduatecurriculumsinenergy,environment,andsustainability

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• Designandimplementnewwaystomakeunitsmoreresponsibleandaccountablefortheirenergyuse.

• Identify,implementandinvestigateoptionsforrenewableenergy• Reducedependenceonnon-renewableenergy• DevelopandtestnewPCSShortandLongTermGoals4/09• Installmetersonanongoingbasis• Lifecycleenergysystemsandcostanalysesshallbeprimaryconsiderations• ExceednewandcurrentASHRAEstandardstechnologies• Strivetoconserveenergy• Facilitatealternativemodesoftransportation• Incorporateenergyefficiencyandothersustainableprinciplesintoplanningand

operationsoffacilities• DesigntoLEEDsilverorhigherinprojects>$4m• Provideannualreportsonsuccessofenergyandsustainabilityprograms• Considerlifecyclecostsinprojectplanning• Incorporateflexibilityinbuildingsforlongfunctionallife

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APPENDIX1.4:SUSTAINABLETRANSPORTATIONAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:TransportationAve:66.3High:87.4Low:40.4USC:63.3

Modelsfromotheruniversities/institutions(line-by-linedetailsbelow)KansasUniversitySustainableTransportationApproaches:Achievability ActionSteps Related

StrategiesAchievablewithAvailableResources

Workwithadmissionsofficerstoencouragestudentsandtheirparentsthatlivingoncampusasafirstyearbenefitsthestudentandcampusinmanyways

T3.2.1

Developaplanwithcontractedvendorstominimizethenumberofdeliveriestocampusperweek

T4.1.1

Applyfor"BicycleFriendlyCampus"statusthroughtheLeagueofAmericanBicyclistsanddevelopanactionplanforimprovementsbasedonfeedbackfromtheapplicationprocess

T2.1.1

Incorporateinformationaboutalternativetransportationineducationprograms(SeeADP1.4andSL1)

T2.4.3

Establishanetworkofservicestationsthroughoutcampus T4.1.2

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toprovidemaintenancestaffwithaccesstosharedequipmentandbreakareasInitiateastudyofUniversity-ownedvehiclestoidentifyunderutilizedvehiclesorvehiclesthataremismatchedtotheiruseandidentifyopportunitiestoshare,eliminateorreplacevehiclestocreateamoreefficientfleet

T1.1.1

Developalimiteduseparkingpermitoptiontoallowoccasionalparkingforcommuterswhowalk,bike,orbustocampusastheirprimarymodeoftransportation

T2.3.1

AchievablewithAdditionalResources

Establishacentralizedcarpoolprogramforcampuscommuters

T2.3.3

UpdatetheAccessibilityMaptoincludethemostefficientroutesformovementthroughoutcampus

T2.4.1

AchievablethroughPolicyChange

Developcampus-widepoliciesrelatedtotelecommutingtoworkandflexhourschedules

T3.1.1T3.1.2

Developstandardsfornewconstructionandredevelopmenttoincorporateenclosedorcoveredbikestorage,showerfacilitiesandbikerouteidentification(SeeBE1)

T2.1.2T2.1.3

Developapilotprojectthatallowsstudentstheopportunitytoattendlargelectureclassesviawebconnection

T3.1.3

Developabest-practicesguideforvehiclepurchasestoensurethemostefficientvehiclesarepurchasedinthefuture

T1.1.3T1.1.4T1.1.5

AchievablethroughInstitutionalInvestment

IdentifyfundingforGPStechnologyforcampusbusestoprovideriderswithrealtimeinformationaboutbusschedules

T2.2.2

Evaluatecurrentfundingpracticesforparkingandtransittomakerecommendationsforalternativefundingstrategiesthatminimizetheconflictbetweenreducingsingle-occupancyvehiclesandincreasingtransitservices

T2.5.1T2.5.2

OhioStateUniversityTransportationApproaches:

• Intra-campusshuttles• Incentivesandpreferentialparkingforcarpoolsandvanpools• EmergencyRideHomeprogramsforcarpoolandvanpoolusers(usingcar-sharing,taxi

vouchersandsimilarmeans)• Relativelyhighparkingratesforsingle-occupantvehicles• Cashincentivesforusingpublictransportation• Shuttlesfrompublictransportationtocampusdestinations• Car-shareprogramslikeZipcar®forshort-termtransportationneeds• Designatedbikeandpedestrianlanesandroadcrossings,tomakenon-autotravelsafer

andthusmoredesirable

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• Bikeracksorsecurebicyclestorage,bicyclelockers,andshowerfacilities(thesemightoftenjustbethecampusstudent/staffathleticfacilities)

• BikerentalandrepairprogramsArizonaStateUniversityApproaches:

• Implementincentiveprogramforcarpools&ownersofhybridoralternativefuelvehicles

• Chargingstationsandalternativefuelpumpsforalternatefuelvehicles• Improvedaccessandavailabilityofvideoconferencingcapabilitiestoreducebusiness

travel• Transitionallshuttlevendorcontractstoalternativefuelsorelectricvehicles• Reduce100%ofdieselemissionsfromuniversityvehiclesthroughwaste-oil-sourced

bio-diesel• Banon-campusparkingforfreshmanstudentswhoresideoncampuswithin5-10years• Replacealluniversity-ownedvehicleswithalternative-fuelvehiclesby2018• Mitigate100%oftransportationemissionsrelatedtouniversityfleetby2020• Mitigate100%of(commuter,air/businesstravel,shuttlevendorpartnerships)emissions

by2035CornellApproaches:

• Increasenumberofelectricvehiclechargingstations• Implementlow-emissionvehicleparkingprogram• Addmorebikeracksoncampus• Continueprogramsupportforregionalmasstransit• Expandon-campusbikeaccessandusagesystem(student-managedbikeusagesystem-

“BigRedBike”)• Bikeinfrastructureprogramreview&update

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APPENDIX1.5:SUSTAINABLEPROCUREMENTAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:PurchasingAve:51.5High:84.7Low:6.7USC:6.7

Modelsfromotheruniversities/institutions(line-by-linedetailsbelow)

• ArizonaStateUniversity:DevelopedGreenProcurementGuidelinesaimedtoestablishapolicyfortheprocurementofenvironmentallypreferredproductsandservicesin2007;revisedin2015

• Cornell:Establishedprocurementteam;usesitspurchasingpowertohelpbuildasustainableeconomyinareassuchasrecycledpaperinthelibraryprinterstoENERGYSTARproducts.

• KansasUniversity:Established10workinggroups,includingoneforprocurement,madeupofstudents,facultyandstaff.Developedanoverviewoftheissueincludinghistory,accomplishments,andchallenges,andarticulatedavisionforwheretheUniversityhopestobeinthenextcenturyspecifictothetopic.Theyalsodevelopedanoutlineofgoals,objectives,andstrategiestohelptheUniversityachievethatvision.

• OhioStateUniversity:Ataskforceforenvironmentallyresponsiblepurchasingwasinplaceandestablishedtheuniversity’s30%recycledcontentpolicyforpaper,butdisbandedafterward.Greenteamsareinplaceinallbusinessunitsbutcurrentuniversity-widepurchasingpoliciesdonotaddresssustainabilitybeyondtherecycledpapercontentpolicy.Thegoalistodevelopsustainablepurchasingguidelinesthatbalancecost,communityandecological footprintandtoestablishsustainablepurchasingpolicyby2012.

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ASU:Createdsustainabilitypracticenetwork(SPN)thatconsistsofseveralworkinggroups;procurementworkinggroupiscomprisedprimarilyofprocurementrelatedpersonnel,withadditionalparticipationfromfacultyexperts,UniversityBusinessServicesaswellasBudgetandPlanning.Theplanwaswrittenin2011.

• By2012,theywant50%ofnewuniversitycontractstobeincompliancewithASUGreenProcurementGuidelines;by2013,allnewcontractsshouldbeincompliance

• Initialsustainability-basedtargetstobeestablishedforon-campusfoodsales(toincludeorganic,local,naturalandfairtradeasappropriateforourcommunityandregion)by2012

• 100percentofproductsusedbyvendorsandserviceprovidersoncampus(food,cleaning,etc.)tocomplywithASUGreenProcurementMandatesby2014

• 90percentofcleaningproductsandnon-labchemicalsusedoncampustobebiodegradable,organicandlowpackagingcontentby2015

• 100percentofelectronicstobeEPEATGold,ENERGYSTAR®productsorthosecertifiedbytheFederalEnergyManagementProgramasenergyefficientby2015

• 80percentofdurableandconsumablegoodsusedoncampusbyuniversityemployeesandserviceproviderstobecomprisedofrecyclable,renewable,fairtrade,sustainablyfarmedorlocalmaterialby2020

• 90percentoftrademarkedwearincludeorganicrecycled,fairtradeorothereco-friendlycontentsby2020

Cornell:Eachpurchasingdecisionrepresentsanopportunitytochooseenvironmentallyandsociallypreferableproductsandservicesandsupportcompanieswithstrongcommitmentstosustainability.

• PRIORITYACTION:ContinuetoworkwithR5groupandDininggroupstocommunicatecontractswithsustainablesuppliers.

• Increaseawarenessofpaperbuyingoncampusthroughworkshopsofferedatannualvendorshow.

• Expandtheavailabilityofe-invoicestosuppliersw/limitedITcapabilitiesviawebform.• IncreasepercentagesofEcologo&GreenSealusagespecifically.

KU:

• Effortstodate:o PurchasingcontractscallforcomputersthatareEnergyStarcertifiedo Morecompetitivepricinghasbeenestablishedfor30%post-consumerrecycled

contentpaper,encouraginganincreaseinpurchasesofrecycledpapero TheDepartmentofStudentHousing,KUAthletics,KUMemorialUnions,KUDining

Services,andRecreationServicesuseGreenSealcertifiedproducts,andFacilitiesOperationsusesproductsthatmeetgreencleaningstandards

o StudentHousingpurchasespaperproductscertifiedbytheForestStewardshipCouncilDepartmental,andKUMemorialUnionsusesrecycled-contentpapertowels

o KUDininghasbeenaleaderinmakingprogressivefoodpurchasingdecisionsand

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integratinghealthier,moresustainablefoodincludingfairtrade,local,organic,andvegetarianoptionsintoitsmenus,andmaintainsarooftopgardenthatgrowsherbs,tomatoes,andpeppers

o TheBetterBitesprogramfeatureshealthyfoodoptionsatcampusdininglocationsandconveniencestores

o KUDiningServicesisusingbiodegradableorrecycled-contentmaterialsfortheirdisposablediningwareandalldishwashingmachineshaverecirculationcapabilities,relow-watervolumemodels

o ThenewKUTransportationFacilitywascompletelyfurnishedwithsurplusfurnitureobtainedthroughtheSurplusPropertyRecyclingProgram

• FutureGoals:o Reducetheuseofdisposablegoods.Reducingourpurchaseofdisposablegoodswill

reducegreenhousegasemissionsanduseofresourceo Maintainandutilizeassetstotheirfullestpotential.Usingproductsfullyandforas

longaspossiblewillreducetheneedtopurchasereplacementgoods.o Increaseenvironmentallyandsociallypreferablepurchasingpractices.Buying

productsthatarelocal,organic,fairtrade,recycledcontent,etc.supportthelocaleconomyandsociallyresponsiblebusinesspracticesaswellasreducingournegativeimpactontheenvironment.

OSU:• Developsustainablepurchasingpolicyby2012

o DefinesustainablepurchasingofproductsusingLEEDEBOMandothercriteriaasaguidewithinthecontextofcurrentOSUpolicies(e.g.BuyOhio,MBE,etc)

o DefinesustainablepurchasingofserviceswithinthecontextofcurrentOSUpolicies

o Clarifyresponsibilitiesforgoalsettingandcomplianceo Implementtaskforceforguidanceandtrainingo Furtherleverageinfluenceonprimevendors

• Reducevolumeofpurchaseso Encouragejudiciousspendingo Promoteuseofmoredurablegoodso Increasereuseopportunities

• AlignconstructionpurchasinggoalswithestablishedOSUpolicies(GreenBuildingPolicyetc.)

• Makeprocessmoretransparenttoinsurecomplianceo PromoteOSU’sworkandsuccesseso Raiseawarenessthroughguidanceandtraining

• Usecampusasalivinglaboratory-involvestudents,facultyandstaffwheneverpossibleo Implement,testandlearnfrominnovativepracticesregardingpurchasing

sustainabilityoncampus

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APPENDIX1.6:WASTEDIVERSIONAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:WasteAve:56.7High:82.4Low:27.5USC:74.6

Modelsfromotheruniversities/institutions

• ArizonaStateUniversityisaimingtoachieve“zerowaste”basedon30%reductionand60%diversionwithinthecomingyear.

• TheUniversityofCalifornia(UC)systemplansforallitscampusestoreach“zerowaste”by2020,witheachcampusdesigningandimplementingdetailedmetricsandstrategies.

• ColoradoUniversity,Boulderwillreach“zerowaste”in2020.Inadditiontoopeningarecyclingcenteroncampus,theirplaninvolvescreatingtheirownoff-sitecompostingsysteminconjunctionwithcityandcountygovernments.

• StanfordUniversitycurrentlycompostsorrecycles65%oftheirsolidwastewitha75%goalby2020.Wasteminimizationeffortsincludea“labshare”eventwhereover100labsexchangedover$100,000worthofequipmentthatwouldhaveotherwisegonetodisposal;anda“GiveandGo”moveouteventatdormswheretonsofclothes,booksandotheritemsweredonatedduringmoveoutdays.

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APPENDIX1.7:WATERCONSERVATIONAASHESTARSReport:AnAssessmentofUSCandPeerInstitutionsMeasurement:WaterAve:62.9High:100Low:14.3USC:83.5

Modelsfromotheruniversities/institutions

• USCViterbihasstrongacademiccredentialsinthefieldofwaterconservationashighlightedinhttp://www.viterbi.usc.edu/water/,whichexploresseveralconcernsrelatedtoLosAngelesWaterIssues.Contentareasincludeenergyconsumptionofthewatersupply(Sanders),wastewaterreclamationandreverseosmosisreclamation/desalination(Childress),re-useofagriculturalwater(Smith),predictingthespreadofcontaminantsinwater(deBarros),andapplicationsofbacteriatodecontaminatewaterPirbazari).

• Pepperdinehttps://www.pepperdine.edu/sustainability/current-practices/water.htm• UCIrvinehttp://sustainability.uci.edu/sustainablecampus/water/• AcompositesummaryofwaterconservationinitiativesatmanyUScollegesand

universities:http://www.mnn.com/money/green-workplace/stories/40-important-ways-that-colleges-are-conserving-water

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APPENDIX2:ORGANIZATIONALSTRUCTUREOFSUSTAINABILITYEFFORTSATPEERINSTITUTIONS

HarvardUniversity:SustainabilityDirector

StanfordUniversity:ExecutiveDirector,SustainabilityandEnergyManagement

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PrincetonUniversity:Director,OfficeofSustainability

UCBerkeley:DirectorofSustainabilityandEnergy

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UCLA:ChiefSustainabilityOfficer