The last two decades witnessed a surge of research into sustainability, in particular, corporate social responsibility (CSR) reporting1. The foci were on the motivations, characteristics, formats and contents of sustainability reporting (Ullmann 1985, Gray et al. 1995a, Deegan et al. 2000, 2002). There has been less research that examines sustainability issues and consequent changes from inside an organization (Adams & McNicholas, 2007), especially a not-for-profit (NFP) entity. This study addresses the implementation of a sustainability policy in a large university in an Australian capital city, identifying the challenges and barriers to that university in the implementation of its sustainability strategy.