| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 57.90 |
| Liaison | Jessica Bowen |
| Submission Date | Aug. 3, 2015 |
| Executive Letter | Download |
Aquinas College
PA-2: Sustainability Planning
| Status | Score | Responsible Party |
|---|---|---|
|
2.67 / 4.00 |
Jessica
Eimer Bowen Director of Sustainability Center for Sustainability |
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indicates that no data was submitted for this field
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Does the institution have current and formal plans to advance sustainability in the following areas? Do the plans include measurable objectives?:
| Current and Formal Plans (Yes or No) | Measurable Objectives (Yes or No) | |
| Curriculum | Yes | Yes |
| Research (or other scholarship) | No | --- |
| Campus Engagement | Yes | No |
| Public Engagement | Yes | Yes |
| Air and Climate | Yes | Yes |
| Buildings | Yes | Yes |
| Dining Services/Food | No | --- |
| Energy | Yes | Yes |
| Grounds | No | --- |
| Purchasing | No | --- |
| Transportation | Yes | No |
| Waste | Yes | Yes |
| Water | No | --- |
| Diversity and Affordability | No | --- |
| Health, Wellbeing and Work | Yes | Yes |
| Investment | No | --- |
| Other | --- | --- |
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A brief description of the plan(s) to advance sustainability in Curriculum:
The Academic Master Plan of the college includes several strategies for incorporating sustainability into the curriculum, including a first year experience for all incoming students with portions related to sustainability. Several other sustainability activities will be provided to students throughout their academic career. We also have a faculty sustainability fellows program, providing financial incentive for sustainability training related to the infusion of sustainability across curriculum..
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The measurable objectives, strategies and timeframes included in the Curriculum plan(s):
The number of faculty in the fellows program and the first year experience both have measurable objectives, based on percent participation.
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Accountable parties, offices or departments for the Curriculum plan(s):
Dean of Curriculum and Provost.
None
A brief description of the plan(s) to advance sustainability in Research (or other scholarship):
---
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The measurable objectives, strategies and timeframes included in the Research plan(s):
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None
Accountable parties, offices or departments for the Research plan(s):
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A brief description of the plan(s) to advance Campus Engagement around sustainability:
Aquinas College’s Climate Action Plan contains an extensive “human factor” section.
Decreasing energy use offers one of the least expensive and most effective methods to improve
the carbon footprint of an organization. A priority of the campus sustainability initiative has
been--and will continue to be—encouraging responsibility for change at the individual level.
Empowering students, staff, and faculty to conserve energy and resource use is essential for
Aquinas to reach carbon neutrality. It will take the involvement of all stakeholders on Aquinas'
campus to reduce carbon emissions.
Strategy Overview:
1. Educate AQ community about our collective environmental impacts;
2. Generate enthusiasm among individuals take action to reduce their environmental impacts;
3. Introduce campaigns to empower individual to take action in their community;
4. Employ technologies to further assist in reduction of individual’s environmental impacts.
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The measurable objectives, strategies and timeframes included in the Campus Engagement plan:
---
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Accountable parties, offices or departments for the Campus Engagement plan(s):
Center for Sustainability, Dean of Curriculum
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A brief description of the plan(s) to advance Public Engagement around sustainability:
The college's strategic plan includes several College Action Plans related to sustainability as follows: 1. Cultivate and support faculty, staff, and student activities to engage the community to: enhance the student experience; enhance faculty and staff resources; increase alumni engagement; increase community awareness; grow enrollment; and increase the donor base. 2. Develop and implement a transformational approach to sustainability, in line with the Catholic and Dominican Traditions, to further enhance our reputation as a sustainability leader in the region and throughout higher education.
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The measurable objectives, strategies and timeframes included in the Public Engagement plan(s):
Over 3 years, the college has a goal to implement or enhance 2 opportunities per department that utilize community engagement to achieve department objectives.
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Accountable parties, offices or departments for the Public Engagement plan(s):
Dean of Curriculum
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A brief description of the plan(s) to advance sustainability in Air and Climate:
The college completed a Climate Action Plan through the American College and University Presidents’ Climate Commitment.
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The measurable objectives, strategies and timeframes included in the Air and Climate plan(s):
100% reduction in Total scopes 1,2,3 Emissions by 2040 (Climate neutrality, 2009 as base year).
30% reduction in Total scopes 1,2,3 Emissions by 2015
50% reduction in Total scopes 1,2,3 Emissions by 2020
70% reduction in Total scopes 1,2,3 Emissions by 2025
85% reduction in Total scopes 1,2,3 Emissions by 2030
95% reduction in Total scopes 1,2,3 Emissions by 2035
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Accountable parties, offices or departments for the Air and Climate plan(s):
Center for Sustainability
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A brief description of the plan(s) to advance sustainability in Buildings:
Aquinas College has adopted a policy for new building construction and major renovation projects. All construction projects must be LEED certified by the U.S. Green Building Council. This policy ensures that quality, environmentally considerate buildings and projects are undertaken on campus. LEED buildings encourage designers to integrate green features in the planning phase, instead of trying to retrofit the structure later to include them. LEED certified buildings use local materials, recycle construction waste, and use building techniques to help reduce energy consumption and waste. Aquinas College hopes to limit the impacts on the environment during campus construction projects through this policy.
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The measurable objectives, strategies and timeframes included in the Buildings plan(s):
We keep track of the proportion of LEED buildings on campus compared to the total building number. Several other objectives and strategies for buildings are incorporated into our climate action plan with deadlines.
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Accountable parties, offices or departments for the Buildings plan(s):
Center for Sustainability and Physical Plant.
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A brief description of the plan(s) to advance sustainability in Dining Services/Food:
The college-wide sustainability committee developed a Sustainable Food Policy with measurable objectives.
Date Revised: Nov. 6, 2015
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The measurable objectives, strategies and timeframes included in the Dining Services/Food plan(s):
The College developed a sustainable food purchasing policy in 2015 with the aspiration of decreasing our carbon footprint, enhancing wellness, and increasing consumption of locally sourced food by 50 % by 2020.
Date Revised: Nov. 6, 2015
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Accountable parties, offices or departments for the Dining Services/Food plan(s):
Director of Sustainability; Faculty Sustainability Liaison; Director of Food Service
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A brief description of the plan(s) to advance sustainability in Energy:
The college completed a climate action plan through the American College and University Presidents’ Climate Commitment. Because a large amount of our carbon footprint is attributed to energy use, many of the plan components relate to energy reduction and renewable energy.
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The measurable objectives, strategies and timeframes included in the Energy plan(s):
2 categories related specifically to Power Management and Procurement and the Built Environment. Measurable strategies and objectives were organized around a reduced carbon footprint through information analysis and sourcing of low-carbon or “zero-carbon” energy, as well as energy efficiency through mechanical retrofitting and deferred maintenance programs, design, renovation, and construction of efficient buildings.
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Accountable parties, offices or departments for the Energy plan(s):
Center for Sustainability.
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A brief description of the plan(s) to advance sustainability in Grounds:
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None
The measurable objectives, strategies and timeframes included in the Grounds plan(s):
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Accountable parties, offices or departments for the Grounds plan(s):
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A brief description of the plan(s) to advance sustainability in Purchasing:
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The measurable objectives, strategies and timeframes included in the Purchasing plan(s):
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None
Accountable parties, offices or departments for the Purchasing plan(s):
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A brief description of the plan(s) to advance sustainability in Transportation:
The college’s Climate Action Plan contains an entire section on transportation. Strategy Overview: 1. Encourage use of mass transit or alternative travel by students, staff and faculty; 2. Create opportunity for telecommuting/teleconferencing practices by students, staff and faculty; and 3. Offset travel emissions.
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The measurable objectives, strategies and timeframes included in the Transportation plan(s):
Phase One Strategies: Full subsidization of the Rapid bus system; Increased promotion of alternative
transportation options and resources.
Phase Two Strategies: On-line academic courses & educational programming; Bike share program; Preferred parking for alternative vehicles
Phase Three Strategies: Purchase LEFE or Electric Vehicles for campus owned vehicles; Electric lawn and snow removal equipment.
Phase Four Strategy: Purchase offsets for remaining travel emissions
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Accountable parties, offices or departments for the Transportation plan(s):
Center for Sustainability, Dean of Curriculum, and Campus Safety.
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A brief description of the plan(s) to advance sustainability in Waste:
As a part of the American College and University Presidents Climate Commitment, Aquinas College committed to becoming a zero waste to landfill campus by 2020. In 2012, the Center for Sustainability and Students Striving for Sustainability (S3) partnered to further Aquinas’ commitment to sustainability by moving forward the goal to achieve campus-wide zero municipal solid waste by 2014.
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The measurable objectives, strategies and timeframes included in the Waste plan(s):
The college strives to incrementally reduce waste by 25% each semester over the two year period (by volume). The plan includes many strategies to meet that goal.
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Accountable parties, offices or departments for the Waste plan(s):
Center for Sustainability and Housekeeping.
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A brief description of the plan(s) to advance sustainability in Water:
---
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The measurable objectives, strategies and timeframes included in the Water plan(s):
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Accountable parties, offices or departments for the Water plan(s):
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A brief description of the plan(s) to advance Diversity and Affordability:
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The measurable objectives, strategies and timeframes included in the Diversity and Affordability plan(s):
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Accountable parties, offices or departments for the Diversity and Affordability plan(s):
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A brief description of the plan(s) to advance sustainability in Health, Wellbeing and Work:
The College developed a comprehensive wellness plan to enhance Health and Wellbeing in a sustainable fashion in 2013.
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The measurable objectives, strategies and timeframes included in the Health, Wellbeing and Work plan(s):
The PRIMARY GOALS of the Aquinas College Wellness program are to:
• Offer customized and measurable programming for employees to engage in increased physical activity.
• Provide education and resources to assist in reducing the risk factors and unhealthy behaviors listed above and encouraging healthy lifestyle choices.
• Increase the number of AQ employees who qualify for the choice insurance program.
The SECONDARY GOAL of the Aquinas College Wellness program is to receive an average program participation of at least 55% for all programs/events.
The program OBJECTIVES for successfully completing these goals include:
• Provide wellness coaching for high-risk individuals with scheduled follow-up appointments and a plan of action for the improvement of health.
• Offering three health improvement programs/events that promote weight loss/maintenance, physical activity and proper nutrition
o Total Minute Challenge
o National Employee Health & Fitness Week
o Maintain Don’t Gain
• Providing two education campaigns that will cover controlling blood pressure, lowering cholesterol, losing weight, maintaining healthy blood sugar levels, quitting tobacco use, eating healthier, being more active, and reducing stress
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Accountable parties, offices or departments for the Health, Wellbeing and Work plan(s):
Wellness Director
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A brief description of the plan(s) to advance sustainability in Investment:
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The measurable objectives, strategies and timeframes included in the Investment plan(s):
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Accountable parties, offices or departments for the Investment plan(s):
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A brief description of the plan(s) to advance sustainability in other areas:
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The measurable objectives, strategies and timeframes included in the other plan(s):
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Accountable parties, offices or departments for the other plan(s):
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The institution’s definition of sustainability:
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Does the institution’s strategic plan or equivalent guiding document include sustainability at a high level?:
Yes
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A brief description of how the institution’s strategic plan or equivalent guiding document addresses sustainability:
The college's strategic plan includes several College Action Plans related to sustainability as follows: 1. Cultivate and support faculty, staff, and student activities to engage the community to: enhance the student experience; enhance faculty and staff resources; increase alumni engagement; increase community awareness; grow enrollment; and increase the donor base. 2. Develop and implement a transformational approach to sustainability, in line with the Catholic and Dominican Traditions, to further enhance our reputation as a sustainability leader in the region and throughout higher education.
None
The website URL where information about the institution’s sustainability planning is available:
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Data source(s) and notes about the submission:
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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.