| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 65.20 |
| Liaison | Susan Kidd |
| Submission Date | June 21, 2018 |
| Executive Letter | Download |
Agnes Scott College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
3.75 / 4.00 |
Susan
Kidd Executive Director Center for Sustainability |
Does the institution have a published strategic plan or equivalent guiding document that includes sustainability at a high level? :
A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
Agnes Scott signed on as a charter signatory to the American College and University Presidents Climate Commitment, and was a charter signatory of the new Climate Leadership Commitments. Through this commitment, we pledge to become a living laboratory of environmental stewardship, completing a greenhouse gas emissions inventory, integrating sustainability issues into the curriculum, institutional policies, and campus life, and setting a target date and implementation plan for becoming climate neutral. This ambitious commitment to sustainability forms an important part of the “Living Honorably” goal of the college’s strategic plan, Engaging a Wider World, which the Board of Trustees approved on October 26, 2007. The our current updated strategic plan also includes sustainability, specifically highlighting a goal to leverage the college’s distinctive initiatives, including SUMMIT and sustainability. Also included is the goal to become a regional and national model of climate leadership and environmental sustainability. A copy of this updated plan is uploaded here.
A copy of the strategic plan:
The website URL where the strategic plan is publicly available:
Does the institution have a published sustainability plan (apart from what is reported above)? :
A copy of the sustainability plan:
The website URL where the sustainability plan is publicly available:
Does the institution have a published climate action plan (apart from what is reported above)? :
A copy of the climate action plan:
The website URL where the climate action plan is publicly available:
Does the institution have other published plans that address sustainability or include measurable sustainability objectives (e.g. campus master plan, physical campus plan, diversity plan, human resources plan)? :
A list of other published plans that address sustainability, including public website URLs (if available):
- Institutional Advancement college wide fundraising plan
- ESS curriculum plan
- Climate resilience plan
- Arboretum audit and plan
- Green Revolving Fund plan
- Annual Sustainability Assessment Plans & End Year Reports
- ITS print reduction strategy
- Comprehensive Transportation Management Plan
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Curriculum?:
A list or sample of the measurable sustainability objectives that address Curriculum and the published plans in which each objective is included:
• Hire a full time faculty member for ESS (Institutional Advancement fundraising plan)
• Increase the number of sustainability courses offered across the curriculum (ESS program plan)
• Continue to offer training for faculty in sustainability across the curriculum in partnership with Emory University’s Piedmont Project (ESS program plan)
• Continue to grow the number of ESS minors declared (ESS program plan)
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Research?:
A list or sample of the measurable sustainability objectives that address Research and the published plans in which each objective is included:
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Campus Engagement?:
A list or sample of the measurable sustainability objectives that address Campus Engagement and the published plans in which each objective is included:
These measurable sustainability objectives are documented in the Sustainability Assessment Plans and Reports for 2016-2017 and 2017-2018 school years
• Ensure that the Environmental Residents have the leadership skills needed to participate as an integral part of the Center for Sustainability’s team. Also ensure that these skills transfer to encourage these students to be advocates for sustainability after they graduate
• Assess ERs individually and as a group and measure based on leadership traits including: commitment, passion, engagement, knowledge, and advocacy
• Collect data on waste diversion and energy reduction in order to compare to previous years
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Public Engagement?:
A list or sample of the measurable sustainability objectives that address Public Engagement and the published plans in which each objective is included:
The initial Climate Resilience Plan proposal with the City of Decatur has the measurable objectives of:
• Build a joint team of staff and volunteers from Agnes Scott and the city to guide the climate resilience plan
• Work the with city’s Environmental Sustainability Board to address public engagement
• Complete a resiliency assessment following national standards for process and content during the 2018-2019 academic year
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Air & Climate?:
A list or sample of the measurable sustainability objectives that address Air & Climate and the published plans in which each objective is included:
The CAP has specific reduction goals with benchmark dates for: behavioral change, energy efficiency, renewables and eventually offsets. The CAP is published on Second Nature’s website. As an advisory board member for Second Nature, President Elizabeth Kiss was one of the first college presidents to sign on to the new Climate Leadership Commitments. The college is now in the process of updating our CAP as well as collaborating with other colleges and the City of Atlanta on creating a regional resiliency plan. We will soon publish our new measurable goals; the first one – 50% reduction of Scopes 1 and 2 by 2022 – is already approved.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Buildings?:
A list or sample of the measurable sustainability objectives that address Buildings and the published plans in which each objective is included:
The Green Revolving Fund plan has categories of building projects to be analyzed and completed. The GRF plan also has specific building projects listed with the measurable savings outcomes for each project. The GRF Committee recently approved a plan for 2018-2019 with specific measurable goals such as, complete all LED retrofits that were not completed in the previous GRF lighting project.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Energy?:
A list or sample of the measurable sustainability objectives that address Energy and the published plans in which each objective is included:
• The objectives in the college’s strategic plan include 20% reduction in energy by 2020
• The GRF plan proposed completion of an additional $1 million in energy and water efficiency projects by December 2021
• In addition the Center for Sustainability and the Office of Facilities have jointly committed to the measurable goal of evaluating savings to date of all projects implemented since the beginning of the Green Revolving Fund in 2012
• These two offices are also committed to overall improvement of the procedures for tracking and reporting actual savings
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Food & Dining?:
A list or sample of the measurable sustainability objectives that address Food & Dining and the published plans in which each objective is included:
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Grounds?:
A list or sample of the measurable sustainability objectives that address Grounds and the published plans in which each objective is included:
Arboretum Audit and Plan
• Maintain a tree canopy of 45-50%
Landscaping Policy and Operation Goals (sustainability plan)
• Hire a local landscape architect to develop a sustainability overlay or addendum to the current landscape master plan to institutionalize sustainable practices. The addendum should outline best practices and set intentional procedures for improvements such as soil amendments, planting of native species, and increased use of integrated pest management practices. This document will increase accountability for all landscape projects undertaken during new construction, renovation or replacement projects.
• The Center for Sustainability should work more closely with the Office of Facilities to create and manage the landscaping contract. This effort should help change the focus of landscape management from a routine maintenance task to an intentional sustainability practice that aligns with the college’s overall Sustainability Plan. Funds should also be dedicated to an arboretum management budget and tree sustainability efforts coordinated with landscaping.
• Upgrade irrigation system controller to a WaterSense labeled irrigation controller. Instead of irrigating using a controller with only a clock and a preset schedule, a WaterSense labeled controller can tailor watering schedules to actual conditions on campus and can better match plan water needs by using local weather and soil conditions. Because the campus is irrigated with a non-potable onsite water supply, this investment will not lower water bills, but may indirectly provide operational time savings to the landscape maintenance staff. More sophisticated irrigational controllers may also help protect financial investments in plants and turf by preventing over-watering.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Purchasing?:
A list or sample of the measurable sustainability objectives that address Purchasing and the published plans in which each objective is included:
Paper purchasing/print reduction plan (ITS print reduction strategy)
• Purchase only 100% post consumer content recycled paper and reduce printing in order to cover the increased expense of the paper costs
• Initiate new printer program that accelerates printing reduction in 2018-2019
NOTE: the recently established purchasing policy will lead the college to add additional goals
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Transportation?:
A list or sample of the measurable sustainability objectives that address Transportation and the published plans in which each objective is included:
• Continue to encourage an increase in community participation in all “Commute Options” programs
• Regularly track the use of shared bicycles and ZipCars in order to increase availability if needed
Agnes Scott's "Comprehensive Transportation Management Plan" (approved August 2014 and updated July 2017) provides the context for objective #1 above. Objective #2 is a shared work objective for the Center for Sustainability and the Office of Facilities given the need for tracking in order to assess the plan in 2-3 years.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Waste?:
A list or sample of the measurable sustainability objectives that address Waste and the published plans in which each objective is included:
• Participate annually in Recyclemania, striving to rank in the top 5 schools in Georgia. (NOTE: Agnes Scott ranked first among Georgia schools in 2017 and 2018)
• Reach the goal of Zero Waste campus by 2025.
These objectives are included in the Center for Sustainability's Implementation Plan for 2018-2022.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Water?:
A list or sample of the measurable sustainability objectives that address Water and the published plans in which each objective is included:
Both in the strategic plan and in our commitment to the Atlanta Better Buildings Challenge, the college has committed to reduce its water use by 20% by 2020. The objectives listed below have already been achieved with the Green Revolving Fund investment. We will be setting new objectives to both ensure that we replace all low flow fixtures and that we track and analyze the savings carefully for this work already completed.
• Replaced all low flow toilets on campus during Summer 2016
• Replaced all shower heads with water conserving shower heads during Summer 2016
• Installed aerators in all sinks during Summer 2016
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Diversity & Affordability?:
A list or sample of the measurable sustainability objectives that address Diversity & Affordability and the published plans in which each objective is included:
The objectives in the college's strategic plan include:
- Strengthen the college's commitment to diversity and inclusive excellence
1. Provide ongoing learning opportunities for students, faculty and staff that engage multiple forms of diversity (including differences in racial, ethnic, national, cultural, religious and gender identity and in political and social views), striving to foster a productive intellectual community for all;
2. Support a full array of strategic initiatives and signature programs through the new Center for Global Diversity and Inclusion, including the Gay Johnson McDougall Symposium on Race, Justice and Reconciliation and Think, Live, Engage;
3. Recruit, support and retain a diverse faculty and staff, with an ultimate goal of a faculty and staff that reflect the ethnic and racial diversity of the student body and an interim goal by 2020 of having at least 30 percent of tenured and tenure-track faculty and 40 percent of exempt staff coming from underrepresented racial or ethnic groups;
4. Make at least two TOP (target of opportunity) faculty hires to diversify academic programs;
5. Expand the faculty development program to enhance support for the promotion and tenure of underrepresented faculty;
6. Expand the racial, ethnic, cultural and religious diversity of the college’s Board of Trustees and Board of Visitors;
7. Conduct a campus-wide diversity and inclusion climate audit, using surveys, focus groups and other methods and develop and implement an action plan based on the results.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Investment & Finance?:
A list or sample of the measurable sustainability objectives that address Investment & Finance and the published plans in which each objective is included:
- Establish a Committee on Investor Responsibility in 2018-2019.
This committee will:
- research options, based on what other colleges with comparably sized endowments are doing
- attend at least one training session
This objective is included in the Trustee Investment Committee's plans for 2018-2019. The initial discussion is on the committee's agenda for the next meeting in the fall of 2018.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address Wellbeing & Work?:
A list or sample of the measurable sustainability objectives that address Wellbeing & Work and the published plans in which each objective is included:
The objectives in the college's strategic plan include:
- Attract and retain an exceptional faculty and staff and support their well-being and professional development
1. Offer competitive compensation and benefits to faculty and staff, providing regular salary increases and sustaining the college’s commitment to a Living Wage policy and, as revenue growth permits, making progress toward a 2:1 match for retirement contributions;
2. Review faculty compensation against AAUP benchmarks annually and, as revenue growth permits, make progress toward the college’s goal of the 80th percentile of Baccalaureate IIB institutions;
3. Review and benchmark staff compensation on a rotating five-year cycle and, as revenue growth permits, address issues of competitiveness and equity;
4. Update the Living Wage target at least once every five years and, as revenue growth permits, enable all employees to reach the target within no more than five years of initial hire;
5. Conduct a campus-wide audit of current professional development resources and opportunities for staff and develop an action plan for enhancing them, including promotion of Lynda.com as a resource;
6. Offer a balance of wellness initiatives that support mental, physical, emotional and social health and inspire employees to live healthier lives;
7. Foster a culture of collegiality and respect that honors the college’s commitment to community and to living honorably.
Taken together, do the plan(s) reported above include measurable sustainability objectives that address other areas (e.g. arts and culture or technology)?:
A list or sample of the measurable sustainability objectives that address other areas and the published plans in which each objective is included:
The objectives in the college's strategic plan include:
- Enhance the quality of the college’s physical and technological infrastructure
1. Exercise good stewardship of the college’s historic campus through a routine and deferred maintenance plan, with a goal of fully funding depreciation on an annual basis by 2025;
2. Establish priorities for capital projects, with emphasis on residence hall renovations;
3. Start capital projects only when funding commitments are obtained and seek to raise funds for building maintenance endowments;
4. Sustain a secure and reliable technology infrastructure that provides access to a global network of resources;
5. Create flexible learning and advising environments, including enhanced classrooms that
accommodate new pedagogies and initiatives by meshing technology, furnishings, lighting and writing and presentation surfaces.
Does the institution have a formal statement in support of sustainability endorsed by its governing body (e.g. a mission statement that specifically includes sustainability and is endorsed by the Board of Trustees)? :
The formal statement in support of sustainability:
Trustees passed resolution of support for the definition and mission outlined below.
The institution’s definition of sustainability (e.g. as included in a published statement or plan):
Sustainability Definition – approved 2008
Following the college’s mission to live honorably, Agnes Scott accepts the challenge of environmental stewardship, commits to education and leadership in sustainability, and seeks to balance what the college takes from and returns to the world’s natural resources.
Center for Sustainability Vision Statement
Providing the place for the Agnes Scott community to learn about the challenges of global climate change and to collaborate on innovative solutions for campus sustainability
Is the institution an endorser or signatory of the following?:
| Yes or No | |
| The Earth Charter | No |
| The Higher Education Sustainability Initiative (HESI) | No |
| ISCN-GULF Sustainable Campus Charter | No |
| Second Nature’s Carbon Commitment (formerly known as the ACUPCC), Resilience Commitment, and/or integrated Climate Commitment | Yes |
| The Talloires Declaration (TD) | No |
| UN Global Compact | No |
| Other multi-dimensional sustainability commitments (please specify below) | Yes |
A brief description of the institution’s formal sustainability commitments, including the specific initiatives selected above:
We Are Still In
Billion Dollar Green Challenge
United Nations Regional Centre of Expertise Greater Atlanta
Every Drop Counts
Second Nature's integrated Climate Commitment
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.