Sustainability at Laurier is positioned within the Finance and Administration portfolio to readily allow the integration of sustainability initiatives into all operational areas within the university. My portfolio includes financial resources, procurement, information and communication technology, facilities and asset management, internal audit, insurance and risk management, community safety and security, and ancillary services. Integration of sustainability initiatives and opportunities are readily established through my portfolio and beyond.
Laurier is committed to raising awareness and inspiring action to create a more sustainable future in line with the Laurier Strategy 2019-2024. This encourages our community to lead in environmental sustainability at all our campuses and inspire the incorporation of sustainable practices in society and the economy. Consultation within our Laurier community and with external stakeholder partners of the Sustainability Office has been integral in identifying unique opportunities to explore within the 2023-2028 Sustainability Action Plan.
Through projects that span operations, education and community partnerships, our goal is to create a culture where sustainability is embedded into university life. We look to inspire, educate, and equip our community to engage in initiatives that support a sustainable future. Laurier plays a critical role in preparing the next generation of leaders who will contribute to the achievement of the 2030 United Nations Sustainable Development Goals (SDGs) by advancing awareness and actions on campus and within the community.
We are proud of the sustainability success stories at Laurier, including our Laurier Energy Efficiency Program (LEEP) completed in 2022, which was a $48 million capital retrofit project resulting in two solar thermal walls, 15,000 LED light replacements, 1,300 low-flow water fixtures, and a microgrid system with a six-megawatt battery storage system. Our leadership has also elected to sign the Investing to Address Climate Change: A Charter for Canadian Universities, resulting in a 40% reduction in carbon intensity in our endowment fund with plans for further reductions and the long-term development of a fossil-free endowment fund.
The next five years are critical for Laurier to achieve behaviour change within the Laurier community and capital infrastructure upgrades to be able to reach our greenhouse emissions reduction mandate of 40% by 2030 and carbon neutrality by 2050. Key themes of the 2023-2028 Sustainability Action Plan include human and ecosystem health and well-being, climate action and social sustainability. The focus of the plan is to continue to support the culture of sustainability at Laurier through academics, research, physical operations, outreach, and community partnerships to achieve sustainability goals.
The pursuit of sustainability is an ongoing and collective effort. I would like to thank the many students, staff, faculty, and alumni from across the Laurier community who have worked hard to develop our 2023-2028 Sustainability Action Plan. It is a clear and progressive strategy that will help Laurier continue to lead by example amongst academic institutions in Ontario and the rest of Canada.
We would like to acknowledge that Wilfrid Laurier University and its campuses are located on the Haldimand tract, traditional territory of the Neutral, Anishinaabe (Anish-nah-bay) and Haudenosaunee (Hoe-den-no-show-nee) peoples. This land is part of the Dish with One Spoon Treaty between the Haudenosaunee and Anishinaabe peoples and symbolizes the agreement to share, protect our resources and not to engage in conflict.
From the Haldimand Treaty of October 25, 1784, this territory is described as: “6 miles deep from each side of the river (Grand River) beginning at Lake Erie and extending in the proportion to the Head of said river, which them and their posterity are to enjoy forever.” The treaty was signed by the British with their allies, the Six Nations, after the American Revolution. Despite being the largest reserve demographically in Canada, those nations now reside on less than 5 percent of this original territory after losing much of the territory to settlement of newcomers.
Today, this gathering place is home to many First Nations, Metis, and Indigenous peoples from across Turtle Island. Acknowledging them reminds us of our important connection to this land where we live, learn and work. We recognize, honour, and respect these nations as the traditional stewards of the lands and water which Laurier is now present.
Laurier's sustainability vision is to transform into an institution that integrates sustainability practices into all areas. This vision is to inspire, educate, and equip students, faculty, and staff towards an overall culture of sustainability that aligns with the 2019-2024 Strategy. By establishing a long-term strategic mission, Laurier engages, promotes, and coordinates actions with a variety of internal and external stakeholders to develop a proactive sustainability focused community.
Laurier’s strategic objectives to foster a sustainably minded campus community include the following:
As a result of these comprehensive objectives, the Sustainability Office was created by students and for students following a successful 2009 referendum in 2010. Since then, the team has grown to two full-time positions supported by passionate Laurier student employees and is funded by WLUSU and GSA and is an integral part of Laurier’s Facilities and Asset Management team.
To understand Laurier’s progress to date and inform institutional decision making, Laurier’s Sustainability Office has created action-oriented and measurable responses in the Sustainability Action Plan: 2023-2028 (Action Plan). From 2018-2022, two major assessments were completed using the Association for the Advancement of Sustainability in Higher Education (AASHE) self-reporting framework: the Sustainability, Tracking, Assessment and Rating System (STARS). Laurier received a Gold rating in 2019 and is currently in the process of undertaking the institution’s fourth STARS assessment, which will be completed in 2023-24. Additionally, Laurier’s Sustainability Office participated in a lengthy stakeholder engagement process with the Laurier community to gather key directional information.
Laurier’s Sustainability Office is utilizing the insights shared through the stakeholder consultation process to pursue a renewed focus on strengthening internal partnerships and leading influential initiatives with external community stakeholders to mobilize the broader Laurier community of students, staff, and faculty.
The term ‘Sustainability’ refers to the preservation of environmental, economic, and social well-being for current and future generations. Sustainability is not just environmentalism. Embedded in most definitions of sustainability, there is also a focus on social issues and economic development.
Refers to shared values, norms, language, and practices focused on making individual and societal choices that foster social, economic, and environmental sustainability.
Refers to social issues using the framework of diversity, inclusion, and equity for all. Also key to this concept is a thriving society of culture and knowledge, supporting visible and non-visible minorities and affordable access to resources.
Refers to the conservation and management of existing resources through optimal means to achieve a responsible, beneficial, and fiscally balanced approach to development over the long term.
Refers to strategies and activities that minimize adverse environmental impacts, enhance, and protect the natural environment.
The 2018–2022 Sustainability Action Plan was successful in guiding Laurier’s community towards attainable goals, action items, and opportunities, which included academic years impacted by COVID-19.
There were many successful student, staff, and faculty-facing implementation successes and engagement opportunities that were accomplished, which include the following:
At Laurier, the scope of sustainability involves education, operations, and community partnerships. Education ranges from formal programming and academics to outreach and awareness; operations span planning, design, and construction as well as facilities and business operations; community partnerships include both internal and external relationships with stakeholders within the Laurier community.
The Action Plan is embedded within a comprehensive framework of university plans and policies to ensure alignment with and support for the university-defined goals of advancing academic excellence, expanding experiential learning, and enhancing diversity. Laurier’s Strategy 2019-2024, Campus Master Plans, Waterloo Campus Landscape Master Plan, Innovation and Entrepreneurship Strategy, and Action Plan for Equity, Diversity, Inclusion, and Indigeneity, provide guidance for the development of the goals in the Action Plan and its implementation.
In 2019, Laurier developed a Carbon Reduction Roadmap and Energy Management Plan, which outline Laurier’s short, medium, and long-term GHG emissions reduction strategies and targets in alignment with the overarching goal of achieving a low-carbon or carbon neutral campus and sustainable energy resiliency by 2050. This document provides Laurier’s Facilities and Asset Management department with guidance on how to effectively reach the 2030 GHG emission reduction milestone of 40% and influences capital management and retrofit plans and behavioural changes within the Laurier community of students, staff, and faculty.
Laurier’s Sustainability Office has prepared the Action Plan to correspond with the global vision set by the United Nations through the 17 Sustainable Development Goals (SDGs). Through teaching and research, Laurier will play a critical role in preparing the next generation of leaders who can contribute to the achievement of the SDGs by 2030. Universities also play a vital part in finding solutions to increasingly complex global problems and pioneering technological innovations through their own operations to set an example for others.
Key issues of external compliance with government and reporting regulations, advancing sustainability within academics, and furthering our commitment to social issues and encouraging the institution to pursue responsible investing have also guided the creation of the Action Plan.
Finally, the direction and focus of the Action Plan was shaped by the Laurier community through extensive stakeholder consultation and a thorough review of institutional sector trends in Ontario and the rest of Canada.
The 2018–2022 Sustainability Action Plan utilized a methodology of assessing specific actions through indicators of success on a qualitative basis. Upon review and development of the 2023–2028 Action Plan, improvements have been made to the prior methodology, utilizing effective assessment indicators for specific actions—Specific, Measurable, Achievable, Relevant, and Time-Bound (SMART) opportunities where applicable. Annual Sustainability Reports will be generated in 2023–2028 and will further expand on SMART opportunities as the evolution of timelines and solutions are explored. This will hold Laurier more accountable and will allow for factual progress of previous and current goals in a more tangible way.
Many of the Action Plan’s indicators will be qualitative in nature and can be measured through confirmed project completion dates, surveys, social media metrics, participation numbers, and validation interviews. For quantitative metrics, items such as GHG emissions, energy and water usage can be measured using data obtained from sub-meters and monthly utility bills. Audits, such as our annual institutional waste audit, will be used to measure our waste reduction and diversion rate.
Goals and actions will be based on short to medium duration time frames, given that the span of the Action Plan is a five-year period. Shorter-term actions will take place in the first two or so years and medium-term actions will be undertaken in years three to five.
Laurier Sustainability Office reports on progress annually to a variety of stakeholders regionally, including:
The 2023-2028 Action Plan’s goals will be associated with specific actions and metrics of success that will include:
The overall objective to achieve, including how it aligns with specific UN SDGs.
The specific measures planned and implementation to achieve the goal.
Approach, initiative, or implementation milestone to assist with the completion of a goal.
The timeline over which the action should be achieved.
How success will be measured in terms of qualitative or quantitative means, including a baseline year to measure success against (where applicable), along with an identification of internal and/or external Laurier community members who are responsible and accountable for action completion.
The focus of the Action Plan is to create a culture of sustainability at Laurier through academics, research, physical operations, outreach, and community partnerships to achieve key sustainability goals. In doing so, this Action Plan contributes to the strategic goals of the University. Key themes of the Action Plan include human and ecosystem health and well-being, climate action, and social sustainability.
The Action Plan has been created using input from a variety of sources to best reflect the objectives of the University. This included intensive stakeholder engagement and a review of AASHE’s STARS criteria and results. In addition, a review of key guiding documents such as Laurier’s Strategic Academic Plan, Campus Master Plans, Waterloo Campus Landscape Master Plan, Innovation and Entrepreneurship Plan, and Action Plan for Equity, Diversity, Inclusion and Indigeneity, past Sustainability Action Plans (2012–2016 and 2018–2022), previous annual Sustainability Reports, and other sustainability action plans developed by institutional peers was completed.
The Action Plan emphasizes the ongoing pursuit of integration by Laurier’s Sustainability Office with strategic initiatives, programming, and stakeholder engagement offerings that will push the institution to achieving significant decarbonization efforts. Although achieving this will come from bold capital and retrofit implementation opportunities, it will also be influenced by the support and buy-in from all levels of students, staff, faculty, and alumni in Laurier’s community in Brantford, Kitchener, Milton, Northwest Territories, and Waterloo.
Continue to reduce greenhouse gas (GHG) emissions across Laurier campuses in Brantford and Waterloo, building a low carbon campus in Milton, and undertaking other projects as funding opportunities arise.
Aligned with SDG 13: Take urgent action to combat climate change and its impacts.
Establish mechanism for regular communication of carbon emissions to business units to facilitate reduction efforts and behavioural changes.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Reporting dashboard design: Develop a real-time reporting utility dashboard that is transparent and accessible to all Laurier community members to positively influence operational efficiencies, strategic retrofits and replacement plans, and behavioural changes |
2023-24 |
Utility dashboard system tracking the largest building footprints at Brantford and Waterloo campuses (FAM: Operations, FAM: Sustainability Office) |
|
Chrome River Scope 3 emission pilot: Provide a reference metric for staff and faculty to transparently convert GHG emissions generated by work-related travel and commuting to positively influence behavioural reductions and operational efficiencies |
2024-25 |
Tracking calculations utilizing annual commuter and travel data from department and faculty budget expenditures (FAM: Sustainability Office, Finance, and ICT) |
|
Green procurement / Green building standards: Update the existing Procurement and Tendering Policy (5.15) to include sustainable materials, service vendors, and technology providers are utilized for new capital management plans and retrofit opportunities |
2025-26 |
Green procurement policy implementation for Facilities and Asset Management team members to utilize for the development and posting of proposal requests (FAM: Planning, Design, and Construction, FAM: Operations, FAM: Sustainability Office and Procurement) |
Establish a post COVID-19 pandemic baseline (2022-23) to update GHG emissions reduction strategy.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Brantford and Waterloo campuses baseline updates: Understand how the pre- and post-COVID-19 occupancy rates impact 2030 and 2050 GHG emission reduction targets |
2023-24 |
Utility dashboard system tracking the largest building footprints at Brantford and Waterloo campuses (FAM: Operations, FAM: Sustainability Office) |
Develop a utility metering strategy that will include retrofit and replacement of outdated infrastructure and capacity to maximize savings.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Metering inventory management upgrades: Identification of equipment upgrades and retrofits that need to be established at both Brantford and Waterloo campuses |
2024-25 |
Assessment and implementation plan of building metering infrastructure upgrades at Brantford and Waterloo campuses (FAM: Operations) |
Improve energy and water conservation across campus and contribute to facilities renewal deferred maintenance.
Aligned with SDG 7: Ensure access to affordable, reliable, sustainable, and modern energy for all.
Aligned with SDG 13: Take urgent action to combat climate change and its impacts.
Regularly measure and verify energy and water usage based on established protocols.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Annual campus audits for Brantford and Waterloo campuses: Ongoing assessment of continuous improvement and utility efficiency opportunities to positively influence capital asset and retrofit management plans |
2023-24 |
Establish quarterly review of utility audit data to identify continuous improvement implementation pilot, demonstration, and long-term implementation opportunities (FAM: Operations and FAM: Sustainability Office) |
|
Sustainability Tracking, Assessment, and Rating System (STARS) reporting – reach Platinum rating: Establish new level of rating to showcase Laurier’s ongoing institutional sustainability leadership provincially and nationally |
2026-27 |
Conduct an annual gap analysis to identify incremental improvements to specific annual strategic reporting categories (FAM: Sustainability Office) |
Develop building energy benchmarking capabilities and key performance indicators (KPIs).
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Case studies and best practices of existing portfolio: Examples of effective capital management and retrofit project implementation opportunities that can be replicated within the building asset portfolio |
2024-25 |
Publish case studies on Laurier websites to showcase successful capital and retrofit project management examples (FAM: Sustainability Office) Develop annual KPI’s that are measurable and can influence continuous improvement implementation opportunities (FAM: Operations and FAM: Planning, Design, and Construction) |
Establish and implement capital planning design standards for new and existing energy and water consuming equipment/systems.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Green procurement / Green building standards: Update the existing Procurement and Tendering Policy (5.15) to include sustainable materials, service vendors, and technology providers are utilized for new capital management plans and retrofit opportunities |
2025-26 |
Green procurement policy implementation for Facilities and Asset Management team members to utilize for the development and posting of proposal requests (FAM: Planning, Design, and Construction, FAM: Operations, FAM: Sustainability Office and Procurement) |
Realize energy savings through continued expansion of Building Automation System (BAS) technologies and retro-commissioning of existing building systems.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Reporting dashboard design: Develop a real-time reporting utility dashboard that is transparent and accessible to all Laurier community members to positively influence operational efficiencies, strategic retrofits and replacement plans, and behavioural changes |
2023-24 |
Utility dashboard system tracking the largest building footprints at both Brantford and Waterloo campuses (FAM: Operations and FAM: Sustainability Office) |
Increase sustainable transportation uptake by students, faculty, and staff to reduce single occupancy vehicle use by 5%.
Aligned with SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Aligned with SDG 13: Take urgent action to combat climate change and its impacts.
Incentivize sustainable transportation options to encourage uptake.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Increased engagement with staff and faculty to encourage utilization of corporate bus pass: Ongoing engagement with Laurier community partners to positively influence commuter travel related behavioural changes |
2024-25 |
50% staff and faculty respondent rate for annual transportation survey for both Brantford and Waterloo campuses (FAM: Sustainability Office and FAM: Parking & Transportation Resources) 10% staff and faculty utilization of corporate bus pass (FAM: Sustainability Office and FAM: Parking & Transportation Resources) 100% annual occupancy by student, staff, and faculty of bike storage infrastructure (FAM: Sustainability Office and FAM: Parking & Transportation Resources) |
Partner with government and non-profit organizations to improve scope of programs.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Integrated funding with community partners: Pursue partnership capacity with governmental and non-governmental agencies advocating for adoption of alternative transportation and low-carbon emission options |
2027-28 |
Explore grant funding and program capacity alignment for new capital asset implementation opportunities and engagement program improvements (FAM: Sustainability Office, FAM: Parking & Transportation Resources, and Government Relations) |
Identification of sustainable transportation opportunities to reduce Scope 3 emissions from campus-to-campus commuting.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Chrome River Scope 3 emission pilot: Provide a reference metric for staff and faculty to transparently convert GHG emissions generated by work-related travel and commuting to positively influence behavioural reductions and operational efficiencies |
2024-25 |
Tracking calculations utilizing annual commuter and travel data from department and faculty budget expenditures (FAM: Sustainability Office, Finance, and ICT) |
|
Milton and Brantford transportation pilots: Exploring innovative solutions to improve commuter travel between Brantford, Milton, and Waterloo campuses |
2027-28 |
Establish alternative transportation pilot and demonstration options to confirm long-term implementation opportunities (FAM: Sustainability Office, FAM: Parking & Transportation Resources, and Human Resources) |
Improve the sustainability of our campus fleet to improve efficiency and reduce carbon emissions.
Aligned with SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Aligned with SDG 13: Take urgent action to combat climate change and its impacts.
Expanding on pilot learnings from 2018-2022 Action Plan to use electric and hybrid vehicles in the Facilities and Asset Management department fleet to replicate campus fleet conversion.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Chrome River Scope 3 emission pilot: Provide a reference metric for staff and faculty to transparently convert GHG emissions generated by work-related travel and commuting to positively influence behavioural reductions and operational efficiencies |
2024-25 |
Tracking calculations utilizing annual commuter and travel data from department and faculty budget expenditures (FAM: Sustainability Office, Finance, and ICT) |
|
Milton and Brantford transportation pilots: Exploring innovative solutions to improve commuter travel between Brantford, Milton, and Waterloo campuses |
2027-28 |
Establish alternative transportation pilot and demonstration options to confirm long-term implementation opportunities (FAM: Sustainability Office, FAM: Parking & Transportation Resources, and Human Resources) |
Utilize campus fleet management systems data and protocols to improve transportation demand management and decision-making for items such as anti-idling and route optimization.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Installation of telematics technology to measure fleet vehicle use data: Understand fleet user behaviours, fleet portfolio deployment, and areas of improvement |
2026-27 |
Identification of telematics system to utilize along with annual review of data generated to influence operational and behavioural changes (FAM: Operations) Develop HR related training for fleet portfolio users on collective benefits of efficient operational fleet use |
Reduce overall amount of waste produced on campus by 5% and increase the waste diversion rate by 10%.
Aligned with SDG 12: Ensure sustainable consumption and production patterns.
Improve awareness of waste reduction/diversion programs through incentives, events, and better advertising.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Case studies and best practices of existing portfolio: Examples of effective capital management and retrofit project implementation opportunities that can be replicated within the building asset portfolio |
2024-25 |
Publish case studies on Laurier websites to showcase successful capital and retrofit project management examples (FAM: Operations, FAM: Sustainability Office, FAM: Planning, Design, and Construction) |
|
Process improvement challenges and contests: Enhanced engagement of Laurier community through interactive programming to increase awareness and education opportunities |
2024-25 |
Develop annual KPI’s that are measurable and can influence continuous improvement implementation opportunities (FAM: Operations, FAM: Planning, Design, and Construction, and FAM: Sustainability Office) |
Expand reuse programs to reduce waste generated by Laurier’s community.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Replication of waste related programming available at all campuses: Providing equitable resource capacity to engage Laurier community members at Brantford, Kitchener, Milton, and Waterloo campuses |
2025-26 |
Replication of the Move Out and Freestore programs at Brantford campus (FAM: Sustainability Office, FAM: Operations, and Dean of Students Office) |
|
Process identification to deal with surplus equipment, furniture, etc. stored in campus building portfolio: Operational process to provide guidance to maximize storage space and reduce landfill waste generated |
2025-26 |
Inventory of storage space at each campus development of management process and operating procedures to mitigate waste (Ancillary Services, FAM: Operations, FAM: Planning Design and Construction, FAM: Sustainability Office) Partnership capacity with non-profit and non-governmental stakeholder groups who can receive equipment, furniture, etc. to maximize landfill diversion and reuse (Sustainability Office) |
Utilize data generated from self-auditing certification capacity established at both Brantford and Waterloo campus to assist with identifying process, service, and capital improvements.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Data utilization from internal waste audits: Internal ownership of waste auditing and reporting to understand operational and behavioural challenges |
2023-24 |
Establish quarterly internal waste audit capacity reporting to understand operational and infrastructure related changes (FAM: Custodial Services and FAM: Sustainability Office) |
|
Green procurement / Green building standards: Update the existing Procurement and Tendering Policy (5.15) to include sustainable materials, service vendors, and technology providers are utilized for new capital management plans and retrofit opportunities |
2025-26 |
Green procurement policy implementation for Facilities and Asset Management team members to utilize for the development and posting of proposal requests (FAM: Planning, Design, and Construction, FAM: Operations, FAM: Sustainability Office and Procurement) |
Improve sustainable food systems in formal and informal campus services.
Aligned with SDG 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture.
Work with on-campus food service providers on common initiatives such as increasing local food purchasing/percentage, focusing on plant-based meals, and reducing food waste and packaging.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Installation of innovative solutions: Adoption of best practices and improved institutional industry processes |
2025-26 |
Adoption of innovative best practices such as eco-friendly food container packaging, plastic reduction from vendors, and organic waste management opportunities (Food Services, WLUSU, GSA, FAM: Operations and FAM: Sustainability Office, and FAM: Planning, Design, and Construction) |
|
Green procurement / Green building standards: Update the existing Procurement and Tendering Policy (5.15) to include sustainable materials, service vendors, and technology providers are utilized for new capital management plans and retrofit opportunities |
2025-26 |
Green procurement policy implementation for Facilities and Asset Management team members to utilize for the development and posting of proposal requests (Facilities and Asset Management, Procurement, and Food Services) |
Increase the number of ways students and staff can access and purchase local foods.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Develop partnerships to increase Laurier community access: Mitigate food insecurity gap experienced by Laurier community members at Brantford, Kitchener, Milton, and Waterloo campuses |
2024-25 |
Establish corporate partnerships to provide donations of food to Laurier community groups such as the LSPIRG Food Distro, the GSA Mini Market, the WLUSU Food Bank, and the Indigenous Students Centre (FAM: Sustainability Office, GSA, WLUSU, Indigenous Student Centre, and Ancillary Services) |
|
Expansion of Laurier community garden plot opportunities: Capacity increase to allow seasonal community growing opportunities at Brantford, Kitchener, Milton, and Waterloo campuses |
2024-25 |
Identification and maximized utilization of potential and available garden plot capacity at all campuses, including repurposing space for innovative urban garden plot development (FAM: Sustainability Office and FAM: Grounds Services) |
Establish a formal program around edible tree and shrub plantings.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Expansion of Laurier community garden plot opportunities: Capacity increase to allow seasonal community growing opportunities at Brantford, Kitchener, Milton, and Waterloo campuses |
2024-25 |
Identification and maximized utilization of potential and available garden plot capacity at all campuses, including repurposing space for innovative urban garden plot development (FAM: Sustainability Office and FAM: Grounds Services) |
Develop zero waste dining options.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Process enhancements to dining service and vendor portfolio options: Provide guidance on process improvements to how dining can provide zero waste |
2027-28 |
Develop procurement policy that improves sourcing and buying habits for dining options (Food Services, Provide only sustainable dining options for events, catering services, hosted at Laurier (Food Services and FAM: Sustainability Office) Providing alternative zero waste dining options offered to Laurier community stakeholders (Food Services and FAM: Sustainability Office) |
Achieve a system of sustainable open and natural spaces throughout campus, prioritizing pedestrians and a positive, thriving relationship between the built and natural environment.
Aligned with SDG 15: Protect, restore, and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss.
Prioritize planting and maintenance of pollinator friendly plants and habitat.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Strengthen Laurier community involvement with Bee Campus designation: Provide Laurier community stakeholders with Bee Campus programming |
2023-24 |
Establish Bee Campus designation at Brantford campus (FAM: Sustainability Office and FAM: Grounds Services) Develop ongoing awareness, education, and engagement opportunities for pollinator friendly plants and pollinator species (Sustainability Office) |
Prioritize creation and maintenance of green spaces, pedestrian spaces, and linages, including walkways and gathering areas.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Expand on existing Smart About Salt Certification to build proactive salt management awareness opportunities: Enhance the education and awareness of Laurier community stakeholders related to on-site salt management concerns |
2025-26 |
Implementation of low-impact development capital and retrofit project opportunities to improve on-site stormwater management (FAM: Grounds Services and FAM: Sustainability Office) Identification of strategic implementation opportunities to provide green spaces and gathering areas within the Waterloo Campus Landscape Master Plan (2020) that can be adopted by 2025-26 (Facilities and Asset Management) |
Develop and partner with programs that support healthy ecosystems and human wellness.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Expansion of Laurier community garden plot opportunities: Capacity increase to allow seasonal community growing opportunities at Brantford, Kitchener, Milton, and Waterloo campuses |
2024-25 |
Identification and maximized utilization of potential and available garden plot capacity at all campuses, including repurposing space for innovative urban garden plot development (FAM: Grounds Services and FAM: Sustainability Office) |
Create and update standards and toolkits to embed sustainability in Planning, Design, and Construction (PDC), Facilities Operations and Human Resources onboarding activities.
Aligned with SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
Embed sustainability criteria in contracts and procedures for project managers and facilities operators to ensure that sustainability criteria are incorporated within projects and operations.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Brantford and Waterloo campus baseline updates: Understand how the pre- and post-COVID-19 occupancy rates impact 2030 and 2050 GHG emission reduction targets |
2023-24 |
Update to 2030 and 2050 GHG emission targets along with identification of short-term and long-term capital, operational, and behavioural implementation opportunities that need to be adopted (FAM: Operations and FAM: Sustainability Office) |
|
Green procurement / Green building standards: Update the existing Procurement and Tendering Policy (5.15) to include sustainable materials, service vendors, and technology providers are utilized for new capital management plans and retrofit opportunities |
2025-26 |
Green procurement policy implementation for Facilities and Asset Management team members to utilize for the development and posting of proposal requests (FAM: Planning, Design, and Construction, FAM: Operations, FAM: Sustainability Office and Procurement) |
Include sustainability-related information and ongoing training in existing standards, practices, and programs within the pre-existing staff sustainability certificate and new hire orientation.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Provide sustainability-themed training opportunities to Laurier staff and faculty: Improved ongoing education and training opportunities |
2024-25 |
Incorporate training opportunities as part of Hire to Hawk onboarding program (Human Resources and FAM: Sustainability Office) Green Office engagement program and Sustainability Certificate engagement program annual participation numbers (FAM: Sustainability Office and Human Resources) |
|
Case studies and best practices of existing portfolio: Examples of effective capital management and retrofit project implementation opportunities that can be replicated within the building asset portfolio |
2024-25 |
Publish case studies on Laurier websites to showcase successful capital and retrofit project management examples (FAM: Operations, FAM: Planning, Design, and Construction, and FAM: Sustainability Office) Develop annual KPI’s that are measurable and can influence continuous improvement implementation opportunities (FAM: Operations and FAM: Sustainability Office) |
Advise on existing and emerging external sustainability-related legislation, funding opportunities, and other mandates.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Leadership capacity within institutional network: Leverage Ontario Colleges and Universities Professional (OCUSP) network to advocate for strategic province-wide initiatives |
2027-28 |
Establish leadership positioning within OCUSP network annually through development of pilot and demonstration opportunities and advocacy capacity (FAM: Sustainability Office) |
Improve sustainability knowledge and skills in Laurier students by providing sustainability resources and opportunities to Laurier’s teaching community and to students directly.
Aligned with SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.
Work with faculty to provide resources to support embedding sustainability content into courses.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Development of Open Learning Microcredential: Content compilation of course offerings that can be offered to internal and external Laurier community |
2026-27 |
Tabulation of sustainability themed courses that can be packaged as a microcredential offered by Laurier (Office of Continuing Education and FAM: Sustainability Office) |
Expand environment and sustainability-related academic programs offered at Laurier through focused programming.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Sponsorship of academic contests and challenges: Supportive capacity for existing or newly developed experiential learning opportunities for the Laurier community |
2026-27 |
Direct sponsorship of pre-existing academic challenges and contests (Sustainability Office) Development of potential academic experiential learning challenges and contests for the Laurier community through internal and external partnerships (FAM: Sustainability Office and Advancement and External Relations) |
Connect students to internal and external learning opportunities through academics, partnerships, Sustainability Office events, and communications.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
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Establish strategic non-profit, non-governmental, and corporate partnerships to enhance engagement capacity with students, staff, and faculty: Supportive partnerships with external governmental, non-profit, non-governmental, and private sector corporations |
2026-27 |
Development of partnership capacity with different external stakeholder groups for turnkey support with existing or new programming (FAM: Sustainability Office, Office of Research Services, Advancement and External Relations) |
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Establish a sustainability-themed alumni network to enhance student, staff, and faculty engagement opportunities |
2027-28 |
Development of partnership capacity with alumni in the sustainability industry interested in providing time and resources to the Laurier community (FAM: Sustainability Office, Advancement and External Relations) |
Partner with Office of Indigenous Initiatives on sustainability initiatives to provide learning opportunities for students.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Supportive resources for Indigenous Student Centres: Providing capacity for ongoing engagement opportunities and enhancement to Indigenous Initiatives offerings |
2025-26 |
Assist with upcoming capital management opportunities with outdoor land use at Brantford and Waterloo Indigenous Student Centres (FAM: Sustainability Office, Indigenous Initiatives, FAM: Grounds, FAM: Operations, FAM: Planning, Design, and Construction) Identify and adopt experiential learning opportunities that can enhance Indigeneity based programming (Indigenous Initiatives and FAM: Sustainability Office) |
Improve collaboration between the Sustainability Office and Laurier research programs that focus on the environment and sustainability.
Aligned with SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.
Showcase and profile research initiatives and individuals achieving excellence in research at Laurier within the field of sustainability through established communication channels.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Establish a sustainability-themed alumni network to enhance student, staff, and faculty engagement opportunities |
2027-28 |
Development of partnership capacity with alumni in the sustainability industry interested in providing time and resources to the Laurier community (Sustainability Office and Alumni Relations) |
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Academic network development opportunities: Utilize existing and new academic partnerships to enhance internal and external facing profile of sustainability themed research |
2027-28 |
Establish networking and engagement opportunities for academic researchers within Laurier’s internal and external community (Sustainability Office and Office of Research Services) Sponsor and support academic events to showcase sustainability themed content and expertise (Sustainability Office) |
In collaboration with faculty, innovate academic initiatives and programs to use campus as ‘Living Lab’ opportunities.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Sponsorship of research contests and challenges: Supportive capacity for existing or newly developed experiential learning opportunities for the Laurier community |
2026-27 |
Direct sponsorship of pre-existing academic challenges and contests (FAM: Sustainability Office) Development of potential academic experiential learning challenges and contests for the Laurier community through internal and external partnerships (FAM: Sustainability Office, Dean of Students, Office of Research Services, Advancement and External Relations) |
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Establish sustainability leadership in U-Sports: Leadership in the alignment between athletics and sustainability amongst institutions in Ontario |
2027-28 |
Establish membership to the Green Sports Alliance program and identify principles and opportunities to adopt at Laurier (Athletics and Recreation and FAM: Sustainability Office) Explore capital management and retrofit improvement opportunities to reduce operational footprint for Athletic Complex (FAM: Operations, FAM: Planning, Design, and Construction, FAM: Sustainability Office, and Athletics and Recreation) Identification of strategic partnerships and grant opportunities that could enhance sustainability themed programming offered through U-Sports alignment at Laurier (Athletics and Recreation, FAM: Sustainability Office, Government Relations, and Advancement and External Relations) |
Further the goals of the Strategic Academic Plan as they relate to sustainability.
Aligned with SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.
Aligned with SDG 10: Reduce inequality within and among countries.
Support and drive partnerships to provide experiential learning opportunities.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Increase Sustainable Hawk Fund program support: Expand the funding capacity, potential number of projects funded, and access by Laurier community stakeholders |
2026-27 |
Increase funding capacity of Sustainable Hawk Fund program (FAM: Sustainability Office, WLUSU, and GSA) Provide ongoing submission capacity for Sustainable Hawk Fund to enhance equitable access to Laurier community members (FAM: Sustainability Office, WLUSU, and GSA) Establish recurring annual funding supplemental through grants and strategic partnerships for Sustainable Hawk Fund (FAM: Sustainability Office) |
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Establish strategic non-profit, non-governmental, and corporate partnerships to enhance engagement capacity with students, staff, and faculty: Supportive partnerships with external governmental, non-profit, non-governmental, and private sector corporations |
2026-27 |
Development of partnership capacity with different external stakeholder groups for support with existing or new programming (FAM: Sustainability Office, Office of Research Services, and Advancement and External Relations) |
|
Establish a sustainability-themed alumni network to enhance student, staff, and faculty engagement opportunities |
2027-28 |
Development of partnership capacity with alumni in the sustainability industry interested in providing time and resources to the Laurier community (FAM: Sustainability Office, Advancement and External Relations, Alumni Relations) |
Align Equity, Diversity, Inclusion and Indigeneity Action Plan opportunities in existing and new sustainability programming and services offerings.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Supportive resources for Indigenous Student Centres’ (ISC) programming including collaborative project and event development, shared student staff capacity, and mutual Laurier community engagement: Providing capacity for ongoing engagement opportunities and enhancement to Indigenous Initiatives offerings |
2025-26 |
Assist with upcoming capital management opportunities with outdoor land use at Brantford and Waterloo Indigenous Student Centres (Office of Indigenous Initiatives, FAM: Sustainability Office, FAM: Operations, FAM: Planning, Design, and Construction) Identify and adopt experiential learning opportunities that can enhance Indigeneity based programming (Indigenous Initiatives and FAM: Sustainability Office) |
|
Supportive resources for Centre for Student Equity, Diversity, and Inclusion (CSEDI) programming including collaborative project and event development, shared student staff capacity, and mutual Laurier community engagement: Providing capacity for ongoing engagement opportunities and enhancement to CSEDI |
2025-26 |
Identify and adopt experiential learning opportunities that can enhance existing EDI based programming (CSEDI and FAM: Sustainability Office) |
Integrate Calls to Action from the Truth and Reconciliation Commission Report into programming.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Supportive resources for Indigenous Student Centres’ (ISC) programming including collaborative project and event development, shared student staff capacity, and mutual Laurier community engagement: Providing capacity for ongoing engagement opportunities and enhancement to Indigenous Initiatives offerings |
2025-26 |
Assist with upcoming capital management opportunities with outdoor land use at Brantford and Waterloo Indigenous Student Centres (Indigenous Initiatives and Facilities and Asset Management) Identify and adopt experiential learning opportunities that can enhance Indigeneity based programming (Indigenous Initiatives and Sustainability Office) |
Support integration of Indigenous principles and customs into managing Laurier’s ecological and social systems, particularly in terms of connection to the land and ecosystem health.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Supportive resources for Indigenous Student Centres’ (ISC) programming including collaborative project and event development, shared student staff capacity, and mutual Laurier community engagement: Providing capacity for ongoing engagement opportunities and enhancement to Indigenous Initiatives offerings |
2025-26 |
Assist with upcoming capital management opportunities with outdoor land use at Brantford and Waterloo Indigenous Student Centres (Indigenous Initiatives and Facilities and Asset Management) Identify and adopt experiential learning opportunities that can enhance Indigeneity based programming (Indigenous Initiatives and Sustainability Office) |
Support meaningful action on climate change while meeting fiduciary duties to the Board of Governors.
Aligned with SDG 13: Take urgent action to combat climate change and its impacts.
Work with responsible parties to enhance Environmental, Social and Governance (ESG) risk management strategies, such as revising relevant investment policies, procedures, and terms of reference to include ESG factors into decision-making.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Engage with existing and new Investing to Address Climate Change: A Charter for Canadian Universities stakeholders to showcase commitment to decarbonization best practices |
2025-26 |
Support institutional research and collaboration into identifying best practices from other Ontario and Canadian based colleges and universities (Finance and Administration, Laurier Board of Governors, Alumni Relations, Advancement and External Relations, FAM: Sustainability Office) |
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Facilitate continued engagement and strategic consultation with students, staff, and faculty on responsible investing practices |
2026-27 |
Provide consultative assistance with upcoming review of investment practices (Finance and Administration, Laurier Board of Governors, Alumni Relations, Advancement and External Relations, FAM: Sustainability Office) |
Work with Finance and Administration and Advancement and External Relations to develop a fossil fuel-free and impact investing endowment fund available to donors.
| SMART Opportunity and Description | Term | Metric and Accountability |
|---|---|---|
|
Expand donor interest and involvement in support of the fossil fuel free endowment fund |
2027-28 |
Assist in obtaining potential donor and alumni community partners feedback with endowment fund development efforts (Finance and Administration, Laurier Board of Governors, Alumni Relations, Advancement and External Relations, FAM: Sustainability Office) |
Laurier Sustainability Office: