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UC SAN FRANCISCO

ANNUAL REPORT FY 2009-2010

Annual Report of the Chancellor’s Advisory Committee on Sustainability

TABLE OF CONTENTS

Executive Summary 1

UCSF Sustainability Governance 3 Table 1: CACS Members 4 Figure 1: UCSF Sustainability Governance 4 Table 2: CACS Work Group Co-Chairs and Mission Statements 5

Our Key Achievements 6

Climate Change 6 Clean Energy 8 Education/Communication 9 Green Building 10 Health Care 12 Sustainable Operations 13 Transportation 14 Procurement 15 Reduce, Reuse, Recycle 16 Sustainable Food 18 Other UCSF Sustainability Activities 21 Sustainability Assessment by Davis Langdon 21

Appendices 22

Appendix A: Other Sustainability Efforts Appendix B: Sustainability Assessment by Davis Langdon

Page | 1 UCSF ANNUAL REPORT

EXECUTIVE SUMMARY

"Sustainability makes good business sense which is consistent with our goal to use our resources more efficiently." John Plotts, senior vice chancellor – Finance and Administration and co-chair of the CACS

CHANCELLOR’S ADVISORY COMMITTEE ON SUSTAINABILITY

This Annual Report highlights the key accomplishments, activities and challenges of UCSF’s Chancellor’s Advisory Committee on Sustainability (CACS) for Fiscal Year (FY) 2009-2010, as well as plans and goals for the FY 2010-2011.

This past year was a time of leadership change for UCSF, as a new chancellor came on board, the CACS co-chairs resigned and retired, and a new sustainability manager was hired. Yet despite the transition, the CACS made significant and measurable progress toward making UCSF more sustainable and achieving UC Office of the President (UCOP) sustainability goals.

Some of the key accomplishments and challenges over the past year are highlighted below. See the full report for a detailed summary from each work group.

UCSF HIGHLIGHTS

Climate Change: UCOP has set an ambitious goal for all campuses to reduce their carbon emissions to 1990

levels by 2020 and to eventually go carbon neutral. The final draft of the UCSF Climate Action Plan (CAP) has been submitted to UCOP, laying out potential opportunities for reducing the campus’ carbon footprint. Because UCSF is a rapidly growing institution, including plans to build the new medical center at Mission Bay, the CAP predicts that meeting the 2020 goal, which will require cutting emissions by almost 50 percent to reach 1990 levels, “will not be a simple task.” It is unlikely that we will reach this goal without the purchase of offsets, a significant technological breakthrough in energy production or a reduction in the UCSF growth rate. The Strategic Energy Plan (SEP) was also updated, outlining a range of energy efficiency projects, such as retrofits, boiler replacement, energy efficient lighting upgrades and a PC power management program.

Sustainability Baseline Assessment: With the assistance of Davis Langdon Consultants, a Sustainability Baseline Assessment was completed. The assessment concluded that sustainability initiatives at UCSF are on par with other UC campuses and in the lead among UC medical centers. It also stressed that it will be a challenge for UCSF to meet the UCOP 2020 climate change goal. The baseline assessment found that significant opportunities for improving the sustainability of UCSF lie in enhanced communications, expanded education, improved data tracking and continued funding of conservation efforts. We are currently working with the consultant to complete a comprehensive Sustainability Action Plan.

Energy Conservation: The “Conservation is Contagious” program was launched in 12 UCSF buildings, engaging staff and students to reduce energy use in select buildings. To date, energy use has been cut by 6 percent, saving the University $800,000.

Green Building: UCSF has made significant progress implementing its commitment to green building and

LEED (Leadership in Energy and Environmental Design). Two green building projects received LEED-CI (Commercial Interiors) certification: the UCSF Data Center (Silver) and the 654 Minnesota Street renovation (Certification). The Osher Center for Integrative Medicine building, slated for LEED-NC (New Construction) Silver is nearing completion. In addition, Rock Hall at UCSF Mission Bay received UCSF’s first LEED-EB (Existing Building) Silver certification in August 2009.

Health Care: UCSF Medical Center received the “Partner for Change” award from Practice Greenhealth for

overall sustainability performance. The medical center saved more than $500,000 by switching from certain disposable products to those that are reused. In addition, 17 percent of all waste at the medical center was

http://www.universityofcalifornia.edu/sustainability/documents/ucsf_cap_09.pdf

http://www.usgbc.org/leed/


recycled and sorted patient food waste diverted 87 percent of that waste to composting and recycling. And approximately 47 percent of the produce purchased by the medical center was from local Bay Area farms. Overall, 9.5 percent of the food that the medical center purchased was sustainable.

Education and Communication: We held a successful EarthFest/Bike to Work Day event on May 13, 2010,

attracting a record attendance of almost 1,600 participants. We launched the new UCSF sustainability Web site in October to share sustainability success stories and educate and engage the UCSF community in sustainability efforts.

Best Workplace for Commuters: UCSF received the “Best Workplace for Commuters” award due to its strong

support of alternative transportation. More than 25 percent of employees took public transportation to campus and ridership on the shuttle has more than doubled since 2000, with more than 2.3 million passenger boardings in FY 2009-2010. Increased enrollment in UCSF’s pretax transit program by 24 percent saved employees $400,000 and reduced employer payroll taxes by $111,000. Participation in City CarShare, a car sharing service, increased by 40 percent.

Waste Diversion: Ongoing campus recycling efforts have increased UCSF’s solid waste diversion from landfill

from 7 percent to 55 percent over the past 12 years.

MOVING FORWARD

The specific goals of each work group for the coming year are detailed in the full report. An overarching goal moving forward is for each work group to improve its data gathering system, to better track progress toward their sustainability goals. We are on track to meet the majority of the UCOP goals. However, if we hope to achieve the UCOP goals for climate change and zero waste, additional resources will need to be directed toward tackling these key challenges.

A key activity during FY 2010-2011 will be the development of a Sustainability Action Plan by Davis Langdon. This work will be completed in two phases, with the final completion in December 2010.

The first phase will focus on a collaborative stakeholder engagement process. Davis Langdon will facilitate a series of workshops with major stakeholders at UCSF. The Sustainability Action Plan will address the following desired outcomes for UCSF:

Clear sustainability goals for every area of UCSF, including the medical center; ‘Ownership’ of sustainability at all levels including individual, departmental and schools; Recognized excellence in the field of sustainability for an educational health care institution; A clear ‘business case’ for sustainability, with quantifiable results; A transparent and accessible process for prioritizing strategic sustainability measures; and Meeting or exceeding all external requirements (UCOP, etc.).

The Davis Langdon consultants will work with the Sustainability Steering Committee (SSC) to develop a Sustainability Strategic Plan that will identify specific recommended strategies for reaching 5-, 10 -and 20- year goals for carbon neutrality, zero waste, water conservation, toxics reduction, sustainable food and shifting the University culture towards sustainability.

“What we experienced in a very short period is the formation of the Academic Senate Sustainability Task Force, the creation of the CACS and a convergence of grassroots interest, senior leadership support and funding.” Steve Barclay, past chair of the CACS and former senior vice chancellor

http://senate.ucsf.edu/2008-2009/v6-susttf-01-07-09-UCSFChair-Chancellor.pdf


UCSF SUSTAINABILITY GOVERNANCE

In December 2007, the Academic Senate Sustainability Task Force was created to identify faculty recommendations on how to improve sustainability at UCSF. In 2008, Chancellor J. Michael Bishop, recognizing the importance of climate change and sustainability, created the Chancellor’s Advisory Committee on Sustainability (CACS), then co-chaired by UCSF Senior Vice Chancellor Steve Barclay and Tomi Ryba, medical center chief operating officer. Chancellor Bishop charged the committee to:

Examine UCSF’s effect on the environment from a comprehensive perspective; Evaluate existing UCSF policies, procedures and/or programs that affect the environment; Serve as a coordinating body for groups or individuals concerned with sustainability issues at UCSF; and Recommend changes that will increase sustainability at UCSF.

In 2009 and early 2010, CACS leadership changed due to the resignation and retirement of Tomi Ryba and Steve Barclay. David Odato, UCSF Medical Center Chief Administrative and Human Resources Officer, became co-chair representing the medical center, and John Plotts, senior vice chancellor of Finance and Administration, became co-chair representing the campus. Gail Lee, UCSF’s new sustainability manager, provides the CACS staff support. See Table 1 on the next page for a list of current CACS members.

The CACS consists of 11 work groups:

Budget Climate Change Education and Communication Green Building Health Care Sustainable Food

Clean Energy/Water Reduce, Reuse, Recycle Sustainable Operations Procurement Transportation

Each work group is co-chaired by a team, one representative from the medical center and one from the campus (see Table 2). The work group co-chairs comprise the Sustainability Steering Committee (SSC), which supports the CACS. The work groups include representatives from the faculty, staff, students and the Academic Senate.

For FY 2009-2010, the SSC put forth budget requests from each of the work groups to address priority areas totaling $485,000. The CACS approved these recommendations and provided strong justification to the Chancellor for funding. The entire amount was approved and funded by the Chancellor, showing strong support of UCSF’s commitment to sustainability.

http://www.senate.ucsf.edu/0-taskforcesadhoc/v6-sustainability.html

http://chancellor.ucsf.edu/committees/standing/Sustainability/contents.htm


Table 1: CACS Members

David Odato, CACS co-chair John Plotts, CACS co-chair Bruce Adams Dorie Apollonio Mike Bade Joseph Castro John Fecondo Barbara French John Greenspan Stella Hsu Nancy Milliken Susan Moore Aife Murray Tom Newman Clifford Roberts Eric Vermillion Ellen Weber Shirley Wong

Medical Center Finance and Administration Postdoctoral Scholar School of Pharmacy Capital Programs Student Academic Affairs Graduate Student Association University Relations School of Dentistry Campus Life Services School of Medicine Medical Center School of Nursing Academic Senate Office of Research Finance Academic Senate Associated Students of UCSF

Ex-officio Members

Bob Eaton Maric Munn Lori Yamauchi Dan Henroid

Environmental Health and Safety Facilities Management Campus Planning Medical Center

Figure 1: UCSF Sustainability Governance


Table 2: CACS Work Group Co-Chairs and Mission Statements

WORK GROUP CO-CHAIRS MISSION Budget Herodia Allen ([email protected])

David Hathaway ([email protected])

Incorporate sustainability issues into the project planning guides (PPG), identify the marginal first cost of sustainability-related items in a major project design scope and support other work groups in determining cost of resources needed.

Climate Change Bruce Shapiro(Bruce/[email protected]) Dick Chan ([email protected])

To promote and encourage carbon neutrality in the campus built and leased environment and transportation programs

Clean Energy

Winifred Kwofie ([email protected]) Deepak Dandekar ([email protected])

To conserve the use of energy, water and non-renewables, as well as promoting the use of renewable resources.

Education & Communication

Lisa Cisneros ([email protected])

Laurie Itow ([email protected])

Inform, educate and influence the university community and beyond about sustainable initiatives at UCSF.

Food Services

Jack Henderson ([email protected])

Jen Dowd ([email protected])

To provide healthy sustainably grown good to support a sustainable future.

Health Care

Lisa Hartmayer ([email protected]) Amy Day ([email protected])

To promote and practice a culture of sustainability in patient care settings.

Sustainable Operations

Carlowe Connelly ([email protected]) Diori Johnson ([email protected])

Develop sustainable practices in the maintenance and operation of UCSF facilities to reduce the impact on the environment.

Green Building

Patti Mitchell ([email protected]) Deepak Dandekar ([email protected])

To promote sustainable strategies in new construction of UCSF facilities.

Reduce, Reuse, Recycle

Kathryn Hyde ([email protected]) Susan Bluestone ([email protected]) Carl Solomon ([email protected])

To promote best practices in recycling and waste management.

Procurement Mike Rodriguez ([email protected]) Greg Van Riper ([email protected])

To promote economically viable and environmentally preferable purchasing practices.

Transportation Kevin Cox [email protected])

David Morgan ([email protected])

To promote and encourage transportation alternatives to and from, and between, UCSF sites.

mailto:[email protected]


mailto:Bruce/[email protected]


mailto:([email protected])




















OUR KEY ACHIEVEMENTS

CLIMATE CHANGE

Mission

Promote and encourage carbon neutrality in the campus built and leased environment and transportation programs.

Recent Accomplishments

Became a member of the California Climate Action Registry (CCAR).

In FY 2007-2008, saved $1.2 million in energy savings and reduced greenhouse gas emissions by 5,000 tonnes

(FY 2009-2010 numbers not yet available). Completed a greenhouse gas (GHG) inventory for calendar year 2009 to identify where our GHG emissions

are originating. We are currently having our 2009 emissions data verified by an independent third party for CCAR reporting.

Began a preliminary Climate Action Plan (CAP) that lays out potential opportunities for reducing the campus’

carbon footprint. Signed the American College and University President's Climate Commitment (ACUPCC), a broad effort by the

nation's higher education institutions to address global warming by tracking, reporting and reducing their greenhouse gas emissions.

Where We Are Today

The vast majority of our GHG emissions come from energy consumption: natural gas use (55%) electricity use on campus (15%) and electricity use in leased spaces (2%). The other major contributor is travel: commuter travel (14%) and airline travel (8%). Emission numbers for FY 2009-2010 are currently being verified and were not available for inclusion in this report.

To meet the UCOP 2014 goal, UCSF will focus on the reduction measures outlined in the CAP, as well as implement additional recommendations found in the SEP.

FY 2010-2011 Goals

Contract with GHG software solution to track, monitor, model and report all emission sources. Complete the development of a Sustainability Action Plan with specific recommendations for achieving the

UC Regent’s emission goals for 2014, 2020 and 2030. Begin to implement the projects outlined in the Strategic Energy Plan (SEP).

http://www.climateregistry.org/

http://www.universityofcalifornia.edu/sustainability/documents/ucsf_cap_09.pdf

http://www.presidentsclimatecommitment.org/


Metrics

Track emissions sources from energy, water, waste, travel and operations in metric tonnes per year. Track compliance with UC Regents, regulatory and reporting agency goals.

Challenges

Because UCSF is a rapidly growing institution, including plans to build a new medical center at Mission Bay, the CAP predicts that meeting the 2020 goal, which will require cutting emissions by almost 50 percent to reach 1990 levels, “will not be a simple task.”

UC POLICY By 2014, reduce greenhouse gas (GHG) emissions to 2000 levels. By 2020, reduce GHG emissions to 1990 levels. Develop an action plan for becoming climate neutral as soon as possible.


CLEAN ENERGY/WATER

Mission

Conserve the use of energy, water and nonrenewable resources, as well as promote the use of renewable resources.


Updated the SEP, outlining a range of energy efficiency projects, such as HVAC retrofits, energy efficient lighting upgrades and a PC power management program.

Launched the “Conservation is Contagious” program in 12 buildings, reducing energy use in select buildings

by 6 percent and saving $800,000. We are making progress toward our goal of reducing energy use by 10 percent by 2014—we have reduced

use 3 percent over the past three years.

Outreach to lab managers and departments with autoclaves for installation of water saving devices.

FY 2010-2011 Goals

Continue progress to cut energy consumption by 10 percent or more by 2014 from the year 2000 base consumption level.

Extend “Conservation is Contagious” to four more buildings to reduce electricity use by 2.5 percent, saving approximately $290,000.

Continue outreach to lab managers/departments for installation for autoclave water saving devices. Campus wide replacement of old refrigerators, printers and CRTs with energy efficient ones. Continue implementation of Strategic Energy Plan for estimated energy savings of $824,000.

Metrics

Total energy consumption in MW and dollars MW grid-purchased renewable energy sources and dollars On-site renewable energy generation in KW

Challenges

Complexity in retrofitting obsolete equipment and/or systems. High project cost impact finding the appropriate portfolio of projects with a suitable rate of return. Policy constraints and project delivery methodology. The risk of using new technologies considered to be energy efficient yet pricey. Standardization and inventory control. Balancing qualitative and quantitative benefits.

UC POLICY Systemwide, install 10 MW of renewable energy by 2014. Provide 20 percent of energy needs using renewable resources by 2010. Reduce energy consumption per square foot by 10 percent or more from 2000 level by 2014.


EDUCATION & COMMUNICATION

Mission

Inform, educate and influence the university community and beyond about sustainable initiatives at UCSF.


Held a successful 10th

Annual EarthFest/Bike to Work Day on May 13, 2010, coordinated jointly by the Campus Life Services, Transportation and Facilities Management-Recycling. The event brought together more than 70 vendors, non-profit organizations and other “green groups” to the UCSF campus to “inform, inspire and engage” the UCSF community about sustainability. Achieved largest attendance to date for an EarthFest event with more than 1,500 participants. Held EarthFest film festival at 654 Minnesota Street showing two

award-winning episodes of Autodesk-sponsored documentaries on the “Economies of Being Environmentally Conscious” weekly over a five- week period. Held a well-attended Earth Day event sponsored by SF Public Utilities

Commission (PUC), Campus Life Services, Facilities Management and Peasant Pies. Showed “Tapped, the Movie” at Mission Bay campus on April 22, 2010. Twenty-five students and staff attended. SF PUC gave away steel water bottles and hosted a discussion afterwards.

Published three major news and events articles in UCSF Today and three in Medical Center Update.

Developed the UCSF Sustainability website, due to be launched in September, and hired and directed a dedicated sustainability writer to create original content highlighting UCSF success stories and ongoing efforts to improve. Other content created for the website includes facts and tips, UCSF sustainability activities, a calendar, resources and opportunities to engage the UCSF community in sustainability efforts that it can do both at work and at home.

FY 2010-2011 Goals

Assist work groups to engage employees, students and community at large on sustainability practices. Communicate to the UCSF community news and upcoming sustainability programs and events using the new

website, UCSF Today and Medical Center Update.

Metrics

Number of sustainability events per year Attendance at sustainability events per year Visits to sustainability website and sustainability stories on UCSF Today as measured by Google Analytics

Challenges

Limited budget Large and diverse workforce/student population across multi-site campus


GREEN BUILDING

Mission

Promote sustainable strategies in new construction of UCSF facilities to reduce the impact on the environment.


Committed to building all new campus construction to at least the U.S. Green Building Council's LEED Silver

standard.

The new UCSF Medical Center at Mission Bay, currently in design phase, is targeted to be a LEED Gold facility.

Two projects have recently received LEED-CI Certification: UCSF Data Center (Silver) and 654 Minnesota Street Renovation (Certification).

Tracked construction waste diversion for nine Capital Projects.

Began development of sustainable standards for campus, the medical center and Real Estate Services.

While under construction, the new Smith Cardiovascular Research Building team increased the LEED project

points from Silver to a Gold rating target by implementing additional sustainability measures, including construction of a green roof.

Green roof at Smith Cardiovascular Research Building


FY 2010-2011 Goals

Capital Programs will renovate two buildings and obtain LEED-CI Certification and build one new building that receives LEED-NC certification.

Complete a draft of the sustainable guidelines for renovation and new construction. Real Estate Services will have one tenant improvement and one new building LEED Silver certified.

Metrics

Number of LEED-CI certifications Number of LEED-NC certifications Gross Square Feet (gsf) of LEED-NC and gsf LEED-CI Percentage of total gsf LEED certified

Challenges

Implementing LEED standards across three separate, multi-building campuses (Mount Zion, Mission Bay and Parnassus), specialized construction types (education/laboratory/health care) and separate departments (Capital Projects/Medical Center Design & Construction/Real Estate).

Securing additional funding for potential sustainable capital costs. Meeting the minimum standards set by the Regent's policy in times of ever-decreasing budgets.

UC POLICY All new buildings, other than acute care facilities, built to outperform Title 24 by at least 20 percent. Strive for 30 percent. All new buildings to achieve LEED-NC “Silver“ rating at minimum but strive for “Gold” rating or higher. All laboratories to achieve LEED-NC “Silver” or better and meet Lab’s 21 criteria. All new buildings will achieve at least two LEED-NC’s water efficiency credits. All renovation projects over $5 million to be LEED-CI certified.


HEALTH CARE

Mission

Promote and practice a culture of sustainability in patient care settings.


Received the “Partner for Change Award” from Practice Greenhealth for overall sustianability performance within the medical center. The award, issued on May 12, 2010, recognizes health care facilities that have developed successful pollution prevention programs and recognizes outstanding environmental innovation in health care. UCSF is the first UC campus to achieve this sustainability award.

Participated in projects within the Center for Occupational and Environmental Health (COEH) and projects in the community, reflecting our committment to sustainability.

Contracted with Stericycle®, a medical waste and sharps disposal company, to collect, disinfect and reuse

plastic containers for "sharps"-- hypodermic needles and other sharp tools such as scalpels -- as well as certain containers for medications. This change will divert more than 100,000 pounds of plastic waste from landfills and save about $250,000 a year.

Switched from disposable patient pillows to vinyl-covered reusable ones that are cleaned and disinfected after

each patient is discharged from the hospital. In the past, the medical center purchased about 160,000 disposable pillows a year, resulting in 296,000 pounds of waste. The change to reusable pillows is expected to save the medical center $250,000 a year.

Generated $65,077.00 from the sale of used (surplus) medical/surgical equipment, saving 36,630 pounds from going

to the landfills. Donated $1,500 worth of equipment to the World Family Ethiopian Orphans and Medical Care.

Recycled, composted or reused 17 percent of all medical center waste.

FY 2010-2011 Goals

Achieve the Practice Greenhealth “Partner for Change with Distinction” award or higher. Identify health care sustainability focus areas and corresponding performance measures. Participate in the Green Guide for Health care pilot program. Advocate for sustainable practices through policy development and operating procedures. Develop at least one new education/information program on environmental health and sustainability issues for the

UCSF Medical Center community. Increase the percentage of reusable medical products through reprocessing of single use devices versus disposal

products. Install the fluid waste management system at all three surgery departments to send fluid waste to sewer instead of

medical waste treatment and disposal. Reduce/eliminate the use of blue wrap and increase reusable hard cases for sterilization.

Metrics

Medical supplies donated in tons Solid waste diversion rate

Challenges

Budget constraints. No organizational structure to coordinate sustainability efforts.

http://www.practicegreenhealth.org/

http://www.stericycle.com/sharps-disposal.html


SUSTAINABLE OPERATIONS

Mission

Develop sustainable practices in the maintenance and operation of UCSF facilities to reduce the impact on the environment.


Rock Hall at the Mission Bay campus, which achieved UCSF’s first LEED-EB certification, was dedicated by Chancellor Sue Desmond-Hellmann, Dan Geiger, executive director of United States Green Building Council (USGBC), Matt St. Clair, sustainability manager for UCOP and Maric Munn, director of Facilities Management on Feb 5, 2010. Rock Hall was awarded LEED Silver level certification in August 2009 and is the first LEED-EB certified laboratory building in San Francisco .

Fifteen staff members trained on LEED-EB requirements/procedures. Developed energy assessments of all UCSF Instruction and Research (I&R) buildings.

Developed an implementation plan for extending LEED-EB to all UCSF scope-eligible buildings, including initial

screenings for minimum energy efficiency; a gap analysis and identification of required projects for each building; schedule for development of certification documentation; and identification of initial funding sources required to complete projects identified in Gap Analysis.

FY 2010-2011 Goals

Complete plan to maintain buildings at LEED-EB certified level or above by July 2012.

Submit documentation for LEED-EB certification for Kalmanovitz Library at Parnassus Campus. Select and begin documentation for the next buildings to be submitted for LEED-EB certification.

Metrics

Number of LEED-EB rated buildings certified

Challenges

Difficult to achieve energy savings within existing aging buildings. Energy Star assessments require new calculations for buildings running off cogeneration power plants. Energy Star assessments require new calculations for buildings housing laboratories.

UC POLICY Develop plan to maintain buildings at LEED-EB certified level

Submit one building for LEED certification by June 2008 Develop LEED credits for specific building type by July 2009 Develop implementation and funding plan for LEED certification of all buildings

TRANSPORTATION


Mission

Promote and encourage alternative transportation to and from, and between, UCSF sites.


Campus transportation survey completed in May 2009. According to the survey, average vehicle ridership (AVR) is 2.2 for UCSF.

Increased the number of fuel-efficient vehicles by 48 percent from 25 in FY 2004-2005 to 42 in FY 2009-2010.

Over 25 percent of employees take public transportation to campus, and ridership on the shuttle has more than doubled since 2000, with more than 2.3 million passenger boardings in FY 2009-20010.

UCSF employees saved over $400,000 in 2009 on public transit commute costs by participating in the UCSF pretax transit program and UCSF reduced payroll taxes by $111,000.

Instituted online ride-matching system and reached 1,076 active users.

Created 52 reserved carpool stalls and added 15 carpool permit holders.

Increased car share participation by 40 percent to 1,349 UCSF members.

Received “Best Workplace for Commuters” award issued to employers that meet the National Standard of Excellence in commuter benefits.

FY 2010-2011 Goals

Conduct a campuswide transportation survey in fall 2010. Secure a $50,000 grant for new bike cage. Plan and build new 50 to100-space bike cage at Parnassus campus. Secure funding for electric charging stations in collaboration with City CarShare. Add City CarShare to the list of options for emergency ride home program. Add reserved carpool parking at Laurel Heights, Mission Center and Mount Zion. Strive for 2,000 pretax transit participants through marketing and outreach. Add two to three new car share pods at various campus sites bring the total to 15 to16. Install charging stations for two plug-in hybrid car share vehicles at Parnassus campus. Create mobile device accessible shuttle schedule and trip planner. Expand use of pretax transit card to include all retail locations. Increase vanpool ridership by 5 percent through campus marketing and outreach.

Metrics

Average Vehicle Ridership (AVR) Number of shuttle boardings Number of car pools/van pools

Challenges

To enlist new participants in light of current budget cuts and reductions in services is a challenge.

UC POLICY Increase Percentage of Low (PZEV) or Zero Emission Vehicles by 20 to 50 percent by 2009-2010 from 2004-2005 levels and/or convert 50% of campus fleet to non-carbon fuel by 2009-2010. By January 2009, have pre-tax transit program for employees in place. If feasible, collect data on Average Vehicle Ridership (AVR).


PROCUREMENT

Mission

Build economically viable and environmentally preferable purchasing practices in support of the UCSF sustainability initiatives.


Developed a purchasing program that negotiates competitive prices for greener office supplies and equipment. In 2009, more than half (60 percent) of the

paper purchased for the campus had some recycled content, saving more than 2000 trees, an increase of 13 percent from 2008 levels. In 2009, 12 percent of all campus purchases

were fully automated, eliminating paper for transactions, which saves money and reduces greenhouse gas emissions.

Initiated a printer exchange program to replace older units with Energy Star-certified units with double-sided printing capability, faster print speed and micro-toner capability.

Launched a warehouse-stocking program for high-traffic office supplies (paper and toner cartridges) to reduce truck traffic on campus and encourage use of recycled paper (Aspen 30 with 30 percent post consumer waste [PCW] recycled content).

FY 2010-2011 Goals

Expand warehouse-stocking program to include janitorial supplies and general laboratory supplies. Increase electronic commerce to 50 percent of invoices and 25 percent of orders. Develop a closed loop recycling program for animal cages. Support effort of Clean Energy work group to exchange refrigerators and monitors for Energy Star-rated

units.

Metrics

Percentage of sustainable product spend of total purchases Measure percentage of paper purchased with PCW recycled content

Challenges

Limited budget and need for seed money to initiative new programs. Inability to restrict purchases to sustainable options due to personal preferences and department spend with

non-agreement suppliers not vetted for sustainable profile (i.e. purchasing virgin, non-PCW recycled paper from non-agreement suppliers).

UC POLICY For product categories that have available ENERGY STAR rated products, the University will focus efforts on purchasing these products consistent with the needs of UC researchers. For all electronic equipment, the supplier will deliver the items to the University with energy efficient and conservation features enable (EPEAT labeled). The university will phase out the use of virgin paper and adopt a minimum standard of 30 percent PCW recycled content paper for all office supplies.

40.79%

47.85%

7.66%3.70% 0.01%

Paper Usage (Recycled) - Calendar 2009Not Recycled 30% Recycled 100% Recycled 50% Recycled Recycled Other


REDUCE, REUSE, RECYCLE

Mission

To promote best practices in recycling and waste management throughout UCSF.


Overall

The annual recovery of materials at UCSF includes:

3,332 tons of the standard recyclables (aluminum, glass, small rigid plastics, paper and cardboard)

35 tons of scrap metal 8 tons of fluorescent light bulb tubes 3 tons of small batteries 2 tons of toner cartridges 54 tons of electronic waste

Medical Center Implemented co-mingled recycling and compost in operating rooms and surgery department break rooms.

Implemented inpatient room recycling in six nursing units and all nursing break rooms.

Replaced disposable pillows with reusable pillows program throughout medical center saving $250,000 per

year. Recycled all pipette packaging, plastic boxes and cardboard in the clinical labs.

Campus Obtained two portable, educational kiosks and two table-top displays. The kiosks will be placed at strategic

locations on campus. The table displays will be used at campus events to educate the UCSF community about best practices for re-use, recycling and composting.

Began development of a video to provide on-line waste segregation training for all UCSF staff, faculty and students.

Set up office kitchens for the food compost program and restroom paper towel composting in School of

Nursing, Laurel Heights and Kirkham Child Development Center. Educated individuals in 26 departments, which increased recycling and compost rates and reduced

contamination in receptacles. Provided education to 100 percent of custodial staff members to increase recycling and compost recovery

rates.


Ongoing campus recycling efforts have increased UCSF’s solid waste diversion from landfills from 7 percent to 55 percent over the past 12 years. (Data does not include medical center.)

FY 2010-2011 Goals

Increase the volume of materials recycled and composted by an additional 5 percent (campus and medical center), working toward the goal of diverting 75 percent by 2014.

Update and diversify recycling educational outreach throughout UCSF to support above goal. Expand composting for large meetings and events where food is served. Incorporate mandatory waste reduction training for all staff at UCSF.

Metrics

Tonnage of solid waste and diverted waste for medical center and campus

Challenges

Limited budget. Need to expand outreach and education. Meeting the UC goal of diverting 75 percent of waste by 2012. Imbedding culture change across changing student population and large staff population across multi-site

campus.

UC POLICY Waste diversion goals: 50 percent by June 30, 2008 75 percent by June 30, 2012 Zero waste by 2020

0%

10%

20%

30%

40%

50%

60%

1998 2000 2002 2004 2006 2008 2010

Campus Annual Recycling Rate


SUSTAINABLE FOOD

Mission

To provide healthy sustainably locally grown food to support a sustainable future.


Campus

The Going Greener customer facing compost/recycling program expanded to the following new locations:

The View at Laurel Heights

Subway at Mission Bay

Peasant Pies

Caffe Terzetto at Mission Bay

Café 24

The Pub & Mission Bay Conference Center

Formed the Sustainable Food work group to support the CACS, chaired by Jennifer Dowd, Retail Services manager, and Jack Henderson, Nutrition & Food Service (NFS) assistant director.. The work group is charged with implementing the UCOP Sustainable Foodservices Practices Policy Guidelines.

Completed UCSF’s first Sustainable Foodservices Practices Policy Guidelines for UCOP. This report included a feasibility study related to leased foodservice operations, as required by the UCOP guidelines.

Expanded the popular weekly Farmers’ Market of Pacific Coast Farmers from Parnassus to Mission Bay

campus in April 2009. The markets promote the use of local food and healthy eating.

UCSF Parnassus farmers’ market


Medical Center

In 2009, Patient Food Services (PFS) began composting all patient waste food, paper plates, cups, and bowls and recycling all rigid plastics, packaging and waste paper, reducing food waste going to landfill by 87 percent.

Introduced an all-natural, local hormone/antibiotic-free beef

burger for patients and customers in March 2010.

Reduced cardboard tray use from 20,000 per month to

approximately 2,000 per month, savings more than $50,000 per year. Composting and recycling patient food waste at the medical center

Approximately 47 percent of UCSF Medical Center produce purchased is from local Bay Area farms. Overall,

9.5 percent of medical center food purchased is sustainable.

Reduced main supplier delivery days from six per week to four per week, saving 10,400 miles of truck service per year.

Switched yogurt for patients and customers from a national brand to a local brand that uses milk produced

without use of recombinant bovine growth hormone (rBGH, also known as rBST), which is given to dairy cows to increase total milk production.

FY 2010-2011 Goals

Campus

At Millberry Union, divert enough waste to compost and recycling to eliminate one, two-yard garbage dumpster.

Expand Going Greener program to Café 24 at the Mission Bay campus and Carmelina’s Café in the Mission Center Building.

Implement a system for tracking sustainable food procurement by our vendors. Expand the Smart Choice menu to all retail restaurants. Work toward the goal of achieving zero food waste by 2020.

Medical Center

Expand composting to the pot-wash room. This is the last major source of department food waste that can be captured for composting.

Identify and log sustainable food purchases for inclusion in the report to UCOP. Further increase the amount of sustainable foods purchased to meet the UCOP goal of 20 percent sustainable foods purchased by 2020.

Metrics

Percentage of annual food purchased that is sustainable (medical center and campus vendor purchases) Pounds composted/month at Millberry Food Court Plaza, Courtyard Café and Laurel Heights


Challenges

How to maintain local produce usage in winter months. Working with Novation and USFoods to find more sustainable foods. Retail facilities in mixed-use buildings inherently provide less control over contamination and composting

efforts. Difficult to monitor our diversion rates due to indirect relationship with Recology, our waste hauler. Going Greener program at Mission Center Building is on hold pending resolution of rodent issues so that

composting can begin. Tracking sustainable food purchases since each vendor purchases products independently. Creating a labeling system to highlight sustainable food choices for retail restaurants.

UC POLICY For all campuses to purchase 20 percent of their food from sustainable sources by 2020.


OTHER UCSF SUSTAINABILITY ACTIVITIES

Interest in sustainability around the UCSF campus has grown in the past year with increased attention paid towards energy efficiency, waste reduction, cost savings and climate change in the federal and state legislation and the media. Grassroots efforts have sprung up in various areas throughout the campus, including:

UCSF Medical Center Green Group, a grassroots effort run by nurses and other clinicians working to educate staff on sustainability. The members act as green champions for the medical center’s programs.

Environmental Health and Safety (EHS) activities include a focus on reducing hazardous materials and generation of hazardous waste. Standing Committee on Library Sustainability is a

voluntary task force focused on promoting sustainability at the Library. The Information Services Unit (ISU), the IT support

department within the School of Medicine, has reduced power and cooling costs by an estimated 50 percent. See Appendix A for more details on other UCSF activities.

Green Group in Action

SUSTAINABILITY ASSESSMENT BY DAVIS LANGDON

UCSF has engaged Davis Langdon as an outside sustainability consultant to assist the university in preparing a comprehensive Sustainability Action Plan. The contract originated in October 2009 and is targeted for completion in FY 2010-2011.

During FY 2009-2010, the major activities included meeting with stakeholder groups and attending CACS and SSC meetings to complete a Baseline Assessment.

This Baseline Assessment is a comprehensive analysis of UCSF's current state of compliance with its sustainability goals, principally the UCOP Policy on Sustainable Practices. The baseline assessment has been released in multiple sections. The first addressed the engagement with major stakeholders, a comparison of UCSF to other UC campuses, best practices from peer institutions and a review of the CAP. The second section included a review of the administrative framework and the final section will include a study of how the ratings systems available to UCSF can best be coordinated and implemented to achieve simple, thorough, and robust metrics for measuring and achieving sustainability in all aspects of campus life.

The most significant findings were that sustainability initiatives at UCSF are on par with other UC campuses and in the lead among UC medical centers. The medical center is in a leadership position primarily because the campus efforts undertaken across all campuses at UCSF directly benefit the medical center. Significant opportunities for improving the sustainability of UCSF lie in improved communications, education, data tracking and continued funding of conservation efforts.

The greenhouse gas reductions targeted by UCSF are ambitious, and a significant effort will be required to meet the

UCOP goals of 1990 levels by 2020, particularly in light of the growth in UCSF’s square footage since 1990. The

Sustainability Action Plan should be developed in such a way that it is directly connected to the CAP and SEP.

See Appendix B for a summary of major activities conducted to date.

http://www.ucsfgreengroup.com/


APPENDIX A

OTHER SUSTAINABILITY EFFORTS

Academic Senate

In December 2007, the Academic Senate Sustainability Task Force was created to identify faculty recommendations on how to improve sustainability at UCSF. In January 2009, it submitted Sustainability Recommendations to the Chancellor. Since then, there has not been an official academic senate group charged with working on sustainability. Rather, a number of individuals, including Tom Newman, CACS member and professor in the Division of Clinical Epidemiology, and Susan Ryan, CACS member and clinical professor in the Anesthesiology Department, have been working on their own to implement various portions of the report's recommendations. Newman presented two presentations at the 2009 California Higher Education Sustainability Conference and. Ryan published “Global Warming Potential of Inhaled Anesthetics: Application to Clinical Use” in Anesthesia & Analgesia, the official journal of the International Anesthesia Research Society. The paper helps hospitals to quantify their greenhouse gas contribution from inhaled anesthetics and nitrous oxide in carbon dioxide equivalents.

Green Group

The Green Group is an interdisciplinary grassroots sustainability effort at UCSF Medical Center and campus. Like minded individuals raise awareness and convene to take action to make UCSF a more sustainable health care environment.

The UCSF Green Group has been active for over three years. The group uses a distribution list to update hundreds of members about greening efforts and educational opportunities within the community. Additionally, members attend monthly meetings and work within their departments to make UCSF more sustainable. In the past, Green Group members have taken trips to Sunset Scavengers to learn about recycling and composting. Members have helped distribute more than 1,500 CFL light bulbs to the UCSF community. In 2008, the Green Group hosted a daylong educational forum called Focus the Nation. This national event was one of the largest teach-ins in United States history and had renowned environmental health speakers that discussed health impacts of climate change.

Some of the recent efforts by the Green Group include making sustainable suggestions, such as supply changes to improve conservation efforts, changing from disposable items to reusable items, and increasing recycling within clinical and office settings. Ongoing efforts include educational in-services about conservation, recycling and environmental health topics. The Green Group is currently working to incorporate greening efforts within the magnet status process, presenting environmental health lectures at nursing grand rounds, and integrating sustainability into annual review for staff.

Environmental Health and Safety

Environmental Health and Safety (EH&S) is committed to reducing safety hazards throughout the campus and medical center. This includes reductions in the use of hazardous materials and generation of hazardous waste across all areas of UCSF. In FY2009-2010, EH&S focused on reducing waste in all areas by reprocessing gas cylinders, recycling organic solvents, continuing the mercury thermometer collection from the community, re-using drums that formerly contain a hazardous material. Areas with significant improvement in FY 2009-2010 include: implementing reusable sharps containers at the medical center which diverted 13 tons of plastics from landfill. For FY2010-2011, EH&S will be expanding the re-usable sharps program campus-wide; identifying waste minimization opportunities in biological, chemical and radiation safety programs; and implementing waste minimization strategies by targeting large waste generators.

http://www.senate.ucsf.edu/0-taskforcesadhoc/v6-sustainability.html

http://www.senate.ucsf.edu/2008-2009/v6-susttf-01-07-09-UCSFChair-Chancellor.pdf


Standing Committee on Library Sustainability

Karen Butter, University Librarian, formed a task force in 2008 to investigate ways in which the library could promote sustainability. In 2009, a standing committee created to continue the task force’s work, was charged with: making recommendations on cost-effective sustainable strategies (including conservation efforts); developing and implementing an education and training program to inform staff about library, campus and community sustainability initiatives; and coordinating plans with the campus Sustainability Steering Committee.

Since 2008, the library has accomplished the following: provided recycling containers to all staff and to the public on three of the four floors in the library building on the Parnassus campus; installed power management software provided by Information Technology Services (ITS) for public and staff computers; orders only recycled printer paper, office supplies and toner cartridges; worked with Facilities Management to install energy efficient light fixtures and upgrade the HVAC system to make it work more efficiently; and promoted staff awareness about sustainability through a monthly e-newsletter. The library is awaiting the possibility of providing compost bins in the staff lounge and in the entrance way of the building and signage in the library from Facilities Management about turning off lights and conserving water.

Information Technology

Throughout UCSF, various department information technology services have identified and implemented many energy-saving, waste- and emission-reduction projects. Most departments have worked independently from one another or have shared information with each other in informal ways. Some of these activities include installing server software to reduce computer monitor energy use, replacing aging hardware with virtualization, setting network printers to double-sided default, allowing soft copy reporting, implementing teleconference tools and virtual classrooms, implementing "office supply surplus" sharing, web-streaming video for town hall meetings, re-purposing hardware, developing standards for energy efficiency in new tech purchases and implementing various recycling and waste elimination. All these efforts have saved energy and money, but have not been measured. As we move into FY 2010-2011 with the implementation of IT Operational Excellence efforts, we expect there will be broader adoption of best practices and more consistent tracking to ensure that UCSF staff get the recognition deserved for their sustainability efforts.

GREEN Club

Two years ago a small group of Gladstone Institutes employees decided to develop an eco-conscious group called the GREEN (Gladstone Response to Energy and Environmental Needs) Club. They are devoted to our common goals. The GREEN Club’s mission is "To incorporate practices that will effectively reduce energy and natural resource usage, waste, and environmental impact from Gladstone’s operations. “ The club believes it is UCSF’s responsibility to place less demand on the environment by modifying daily behavior to foster sustainability and ecological improvement. Its objective is to help provide a workplace supporting, educating and advocating preservation of the natural environment for the health and safety of our employees, the City of San Francisco, and the globe, now and into the future. Through articles in its monthly Gladstone messenger magazine, the club suggests tips and tricks for modern green

living both at home and in the lab. An archive of previous ecotips can be found here:

http://dingo.ucsf.edu/twiki/bin/view/Gladstone/Ecotips.

Greening the Office

The medical center Administration Analysts established "Greening the Office" goals and implemented the following in FY 2009-2010: Compost bins throughout the fifth floor (including conference rooms); Motion-censored lights in copy room; Centralized fax modem; Greening the kitchen (with reusable plates and silverware/incorporating biodegradable cups and

compostable plates and silverware for plastic; and eliminating paper napkins for compostable paper towels,

http://dingo.ucsf.edu/twiki/bin/view/Gladstone/Ecotips


also used in the restrooms); and Posted signs throughout the fifth floor on what is compostable, recyclable and trash.

Remedy

Remedy at UCSF is a student-run, faculty-supervised organization dedicated to actively promoting the recovery of unused medical supplies and medicines for the purpose of global aid, waste reduction, and cost-effectiveness. First-year medical students recover, sort, and deliver invaluable medical equipment that would otherwise be discarded due to regulatory requirements or procedural excess. These supplies and equipment are delivered to a MedShare facility where they are efficiently recovered and redistributed to underserved healthcare facilities in developing countries (http://www.medshare.org/).

http://rco.ucsf.edu/index.php/remedy/

http://www.medshare.org/


APPENDIX B SUSTAINABILITY ASSESSMENT BY DAVIS LANGDON

Project Overview

UCSF has engaged Davis Langdon as an outside sustainability consultant to assist the university in developing a comprehensive sustainable action plan. This contract originated in October 2009 and is targeted for completion in December,2010. During FY 2009-2010, the major activities include:

Meetings with stakeholder groups, including::

o Sustainability Steering Committee work group co-chairs,

o Representatives from Environmental Health & Safety,

o Representatives of the Academic Senate,

o The Campus Planning department,

o University of California Office of the President (UCOP).

Attendance at CACS and SSC meetings within the contract period.

Participation in the FY 2010 budget requisition process.

Completion of a Baseline Assessment, including:

o Evaluation of UCSF compliance with UCOP policy as compared to all other UC campuses.

o Evaluation of the organizational structure currently in place for executing sustainable strategies.

o Evaluation of the existing Climate Action Plan, including comparison with peer institutions.

o Review and confirmation of existing sustainable activities within the SSC

o Development of streamlined approach to third-party ratings systems (LEED, etc)

Baseline Assessment

This baseline assessment is a comprehensive analysis of UCSF's current state of compliance with its sustainability goals, principally the UCOP’s Policy on Sustainable Practices. This report has been developed through a process of engagement with the working groups that make up the UCSF SSC. The findings of the baseline assessment will serve as a launching pad for identifying the comprehensive set of goals and strategies that will serve as a Sustainability Action Plan for UCSF’s future.

The baseline assessment has been released in multiple sections. The first addressed the engagement with major stakeholders, a comparison of UCSF to other UC campuses, best practices from peer institutions, and a review of the Climate Action Plan. The second section included a review of the administrative framework, and the final section will include a study of how the ratings systems available to UCSF can best be coordinated and implemented to achieve simple, thorough and robust metrics for measuring and achieving sustainability in all aspects of campus life.

Significant Findings to date

The initial assessments yielded several key findings:

The sustainability initiatives at UCSF are on par with other UC campuses, and in the lead among UC medical centers. UCSF Medical Center is in a leadership position primarily because the campus efforts undertaken across all campuses at UCSF directly benefit the medical center.

The sustainability efforts at UCSF are disconnected from one another, and are not consistently implemented across the institution.

The continued success of sustainability at UCSF will depend on the alignment of the business cases for sustainability, research, education and health care.

The CACS and SSC will need to take on the definition of additional UCSF-specific sustainability tasks beyond those identified within the UCOP policy, as it currently does not cover acute and patient care facilities.

The existing formal structure of the CACS and SSC legitimizes the sustainability efforts of UCSF; however some confusion exists regarding the rights and responsibilities of these groups for initiating and executing


sustainability efforts. The existing informal network of employee and departmental collaboration is productive, and should be

maintained in future sustainability efforts. Additional efforts are needed to ensure that the right individuals are chairing and staffing the individual SSC

workgroups, and that they have the appropriate levels of expertise and authority to implement sustainability initiatives.

Significant opportunities for improving the sustainability of UCSF lie in improved communications, education, data tracking, and continued funding of conservation efforts.

The Greenhouse Gas Reductions targeted by UCSF are ambitious, and a significant effort will be required to meet the UCOP goals of 1990 levels by 2020, particularly in light of the growth in UCSF’s square footage since 1990.

The current Climate Action Plan is significantly more detailed than the August 2009 release, however it does not contain sufficient specificity of tasks and actions to ensure achievement of the 2020 goals.

The Sustainability Action Plan should be developed in such a way that it is directly connected to the Climate Action Plan and Strategic Energy Plan.

Existing Sustainability Commitments

The primary sustainability commitment that the university is subject to is the Policy on Sustainable Practices as issued by UCOP. This policy was first released in July of 2003, and has been updated three times since then: January 2006, March 2007 and September 2009. This policy has grown to include eight target areas: Green Building Design, Clean Energy, Climate Protection, Sustainable Transportation, Sustainable Operations, Recycling & Waste Management, Environmentally Preferable Purchasing, and Sustainable Food Practices.

Of these eight categories, there are three major exemptions for certain programmatic areas. Acute care and patient care areas are not required to comply with the Sustainable Operations and Green Building Design categories.

The structure of the UCOP policy is a combination of general goals, target metrics and implementation dates, and compliance with third party standards. Thus, in addition to the direct requirements of the UCOP policy, UCSF is also indirectly subject to compliance with the following third-party standards: The U.S. Green Building Council’s LEED Rating Systems for New Construction, and for Operations & Maintenance, Labs 21 (A joint project of the Environmental Protection Agency and the Department of Energy), Pacific Gas & Electric’s Savings By Design program, the California Climate Action Registry/Climate Registry, and the American College and University Presidents’ Climate Commitment.

Gap Analysis

The goal of this baseline assessment has been to identify the current status of UCSF’s compliance with the UCOP policy on sustainability. Based on Davis Langdon’s review, UCSF has already achieved compliance with the UCOP policy in one target area, and is on track towards timely compliance for the remaining seven areas. The use of the term “timely compliance” refers to the schedule of metrics and targets that have been identified within the UCOP policy. Those work groups which are listed as “on track for timely compliance” are actively pursuing strategies which will likely be in full compliance prior to the relevant due date.

The gap between current and future states of compliance is primarily a question of implementation. The fundamental structure of compliance is in place, with basic progress happening in every area of the policy. However, the challenge in establishing full compliance with the policy lies in expanding all strategies to both the campus and the medical center, and continuing to meet the UCOP policy benchmarks by their stated due dates.

Those areas which are listed as “on track” have shown significant efforts at initiating compliant practices, but either face due dates which are in the future, or have not yet achieved compliance across the UC campus. In addition, the UCOP has initiated the development of sustainability practices for acute care facilities. This policy development is on the horizon, and future compliance should be anticipated.


Finally, there are two distinct items in the UCOP policy, which may prove to be difficult to achieve at UCSF; the goal of zero waste to landfills by 2020 and eventual carbon neutrality. The pursuit of zero waste may be achievable on the campus, but will be very difficult to meet in the medical center facilities. The eventual goal of carbon neutrality will likely only be achievable with the purchase of carbon offsets.

FY 2010 Targets

During fiscal year 2010-2011, Davis Langdon will work from the findings of the baseline assessment in supporting UCSF in the development of a Sustainability Action Plan and final report. This work will be completed in two phases, with a final completion date of October 2010.

The first phase will focus on developing the Sustainability Action Plan through a collaborative and engaging process. This process will draw on the balanced scorecard methodology to facilitate a series of workshops with major stakeholders at UCSF. The Sustainability Action Plan will address the following desired outcomes for UCSF:

Clear sustainability goals for every area of UCSF, including the medical center. “Ownership” of sustainability at all levels including individual, departmental, schools, etc. Recognized excellence in the field of sustainability for an educational health care institution. A clear “business case” for sustainability, with quantifiable results. A transparent and accessible process for prioritizing strategic sustainability measures. Meeting or exceeding all external requirements (UCOP, etc.)

Following the completion of the action plan, Davis Langdon will produce a final report documenting the findings of the first two phases, and present it to the UCSF Chancellor’s Advisory Committee on Sustainability.

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